Thesis (M.B.A.)--University of Hong Kong, 1983.

Thesis (M.B.A.)--University of Hong Kong, 1985.

Thesis (M.B.A.)--University of Hong Kong, 1987.

Thesis (M.S.W.)--University of Hong Kong, 1985.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1986.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1982.

With China join into the WTO for over 10 years, increasing number of foreign investors, including foreign invested construction companies, show their interests in the Chinese market. Due to the cultural differences between foreign and local companies, the foreign investors will face many challenges when entering into Chinese market. These challenges may lead to difficulties not only in establishing relationships with government, customers, and suppliers but also in managing local employees. Employees’ job satisfaction is proven to be an important predictor to organizational performance. With more and more Chinese people working in foreign invested construction companies, it is not clear whether they feel live up to their expectations. Limited literature is found about people’s job satisfaction in foreign invested construction companies. There is a research gap as the factors affecting Chinese employees’ job satisfaction in foreign invested construction companies are not examined. Based on literature review and exploration, 9 hypotheses are proposed for this research. The first hypothesis is to evaluate people’s overall job satisfaction in foreign invested construction companies. The remaining 8 hypotheses are used to investigate the specific factors affecting job satisfaction. A quantitative approach is adopted and a questionnaire survey is conducted for data collection. Data in both local and foreign invested construction companies are collected for comparison purpose. Afterwards, three experienced managers are interviewed to seek their opinions on the findings. Multiple regression analysis is applied for hypotheses testing. The data analysis results confirm the first hypothesis that employees working in foreign invested construction companies have a lower job satisfaction compared to employees working in local construction companies. The results also show that performance appraisal system, monthly income, feel of responsibility and career prospect are significant factors affecting people’s job satisfaction in foreign invested construction companies. This study portrays a whole picture of employees’ job satisfaction in foreign invested construction companies and several significant predictors are identified. According to the findings, suggestions and implications are provided to managers in foreign construction companies to enhance their employee’s job satisfaction. / published_or_final_version / Real Estate and Construction / Master / Master of Philosophy

published_or_final_version / Public Administration / Master / Master of Public Administration

Call centres are typically characteristic of a highly repetitive, monotonous, and low skilled nature of work, which has resulted in low levels of job satisfaction, dissatisfaction or no satisfaction for call centre representatives. This has been the motivating factor in determining if a relationship exists between call centre representatives’ job satisfaction and their locus of control orientation. A sample of 103 call centre representatives from a call centre in KwaZulu-Natal participated in this research. The results of the research suggest that there is no significant relationship between call centre representatives’ job satisfaction and their locus of control orientation. The findings suggest that irrespective of a call centre representative’s locus of control orientation, the nature of work in a call centre itself is such that it leads low levels of job satisfaction, dissatisfaction and no satisfaction. The results further suggest that there is no relationship between call centre representatives’ job satisfaction, gender, qualifications and tenure. Similarly, no relationship has been found between call centre representatives’ locus of control orientation, gender, qualifications and tenure. These findings indicate that further research is required to understand job satisfaction within the call centre, as there is limited research within the South African context. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2008.

BACKGROUND : Many professional nurses have left the employment to work in developed countries. Quality patient care is declining because the few PNs that are rendering care have limited expertise. Literature review showed that nurse managers have a role to play in retention of staff. PURPOSE : The study aims to analyze the leadership styles and organizational factors toward the retention of professional nurses working in public health facilities. POPULATION : Professional nurses in four public hospitals, four union managers, twelve professional nurses working abroad and representative from SANe. A total of 188 participated in the study which formed part of the 70% of the sample. DESIGN : A Case study design which included both quantitative and qualitative approaches. Observations in the wards and document analysis were done guided by a case protocol. INSTRUMENTS : Revised Nursing Work Index and Revised Conditions of work effectiveness was administered among the professional nurse and chief professional nurses. Chief nursing service managers and union managers were interviewed using interview guides. Focus groups among professional nurses who had overseas experiences were conducted. Reliability was maintained by having a Cronbachs alpha of above 0.70 in all variables except leadership. RESULTS : Cases presented differently in all aspects, except Case C who was consistent in all the variables. The professional nurses in Case C viewed their CNSM as being visible and accessible. Case A and B were similar in terms of the organizational factors. All CNSM verbalized that they were willing to send PNs for educational programmes but the DOH policy was allowing nurses to work anywhere in the province. PNs had little access to resources on time to do tasks and paperwork as compared to access to support and opportunity.CONCLUSION : PNs are willing to stay in their organizations provided they will be given educational and promotional opportunities. There was a relationship between organizational factors and retention. Leadership factors showed a weak negative relationship with other variables. / Thesis (Ph.D.)-University of KwaZulu-Natal, Durban, 2009.