Thesis deals with motivation potential of work in a selected organisation, identification of presence of job characteristics according to Hackman and Oldham Job Characteristics Model, their perception of intensity and importace for employee. Furthermore proposing improvements of job characteristics and enrichment of employees' job. Another goal is to find satisfaction with current motivation program and in case of deficiencies to propose changes. Data were obtained by using questionary, this data were processing by descriptive statistics. In conclusion, were proposed possibles changes in case of job characteristics or in case of motivation program if enrichment of job characteristics was not suffice.

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Title of Thesis : A study on relationship between project manager behavior and employee job performance in Kaohsiung Rapid Transit building project Name of student: Hui-Wen Cheng Advisor: Dr. Jin-Feng Uen Abstract: The project style organization is normal state in many businesses. The purpose of mission of project is finish job quality by limit budget. Nowadays, Engineering or building project by cooperation to under take a large scale public engineering to resolve problems of plan, design and work. The combinations of project members are provisional, maybe they are work for the different departments for the same company or they work for different companies, maybe they are short-tern workers for project, so the employee source of project is complicated. And there are many important works for building projects, including control budget, plan, and resources distribution properly, so project management is difficult, and project manager¡¦s role is very important. Manager has to share information, trend participated leadership with team and discuss openly to solve problem to complete project. Manager also needs to encourage team members to work together in the project management. This case refers to several references, project manger behaviors defines the following: concern for people, information provide, job goals, external relations and performance rewords.Therefore, project manager behaviors for project organization of members have certain inflation and also has indirectly effect ion. This is a case of KMRT and studies between project manager behavior and employees of job performance including employees of job satisfied, employees of individual personality and job enrichment, etc. It also studies in some circumstances between project manager behavior and employees of job performance. These evidences show as followings¡G 1. Project manager emphasizes information provide and it obviously affect with employees of job performance. 2. Project manager emphasizes concern for people and it obviously affect with employees of job satisfaction. 3. Project manager emphasizes information provide and it obviously affect with employees of job satisfaction. 4. Job enrichment for project manager to emphasize performance and employee of job satisfaction is effective interruptedly. 5. Project employees of different departments for project manager to emphasize concern for people and employee of job satisfaction is effective interruptedly. 6. Age of project employees for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 7. Project employees of different departments for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 8. Project employees of different positions for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly.

Thesis (M. Com. (Human Resource Management)) -- University of Limpopo, 2021 / The purpose of this study was to examine the relationships among organisational politics, organisational support and job satisfaction among 148 participants in a selected institution of higher education in South Africa. Quantitative, descriptive research was conducted to determine if there is a relationship among the three variables of the study. Data collection was done using structured questionnaires. Two groups of respondents participated in the study; and that is the academic staff and administrative staff members from central administration and library. The study established that organisational politics is negatively related to organisational support and have a negative impact on the overall job satisfaction. Based on the findings of the study, recommendations, strengths and potential links for future research are provided. Key words/concepts: Organisational Politics, Organisational Support, Job Satisfaction.

It has been widely reported that despite high health expenditure and a myriad of policies in place, South Africa’s health outcomes are worse than those in many lower income countries. The adverse health outcomes are even more pronounced in a rural province such as the Eastern Cape Province. Consequently, the Eastern Cape Department of Health (ECDOH) had turned to Private Public Partnerships (PPP) with the hope of mitigating some of the challenges beleaguering the health system in the province. This study evaluated the impact of the implementation of one of the PPP models at an Eastern Cape Hospital on key employee job outcomes. This is crucial as there had not yet, been this type of scientific assessment of the impact of the PPP model since the inception of the PPP about half a decade ago. Theoretical guidance of the study was provided by the Job Characteristics Theory (JCT) of Oldham and Hackman (1975), which predicted that changes in five core characteristics of a job will affect three critical psychological states which will in turn impact on key employee job outcomes. Uniquely, this study veered away from the traditional quantitative approach to the application of the JCT but rather adopted a qualitative case study approach. There is historical evidence that cross cultural validation of a theory in a new setting (a South African PPP hospital in this instance) benefits from an initial qualitative study. Data collection and analysis were guided by the JCT. Primary data collection was by semi-structured, face to face, one on one interviews. The analyses of the data specifically employed pattern matching and explanation building techniques, all underpinned by the JCT. Validity of interview data was strongly contributed to by available relevant case study documents. This study found that indeed, the implementation of this PPP model brought about changes in all five (JCT) core job characteristics of clinical staff, but to varying degrees in the three unique shared service areas. Interestingly, the three psychological states were found to have been impacted upon by changes in the JCT core job characteristics but also by factors related to the context of the job, such as quality of supervision and co-worker relationship. In contrast to the predictions of the JCT, this study also found that the key job outcomes were impacted directly by such contextual factors as the recent availability of specialists and staff shortages, among others. It also emerged that the PPP implementation has directly evoked a perception of inequity and breach of psychological contract among clinical staff working at the shared service areas. Among the three shared areas, the accident and emergency unit was discovered to have had the worst overall impact. Due to the importance of contextual factors at this PPP setting, key recommendations were directed towards improved management of the jobs. It is also recommended that a follow-up quantitative study be commissioned to further explore the main themes that emerged from this study. This research report is presented in three sections. Section 1 is the evaluative report itself, structured as an academic paper. Section 2 expands on the literature that was briefly reviewed in Section 1 while Section 3 outlines, in greater details, the research methods followed during the conduct of the research and the justifications thereof.