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A study of the impact of privatisation on human resource management (HRM) practices was carried out on 319 employees of two privatised utilities in Malaysia, the telecommunication and electricity organisations. Employees were surveyed after privatisation, and two sets of data referring to before and after privatisation were obtained. Dependent variables comprised measures of organisational commitment and job satisfaction. Independent variables were human resource management practices concerning pay, promotion, benefits, performance appraisal, job security, physical working conditions and training and development. The sample comprised nonexecutive employeesw orking at the headquarterso f both organisations. Data were collected by questionnaires. The results were analysed using SPSS for Windows 6.1 using Mests, chi-square, correlation analysis and multiple regression analysis. The results supported some propositions. First, significant differences were found regarding the practi ces of job security, performance appraisal, and training and development before and after privatisation in both organisations. Second, both similar and different antecedents of the affective commitment (wanting to belong), continuance commitment (needing to belong), and normative commitment (obligated to belong) emerged in both organisations before and after privatisation. Third, the antecedents of intrinsic satisfaction (motivating factors) and extrinsic satisfaction (hygiene factors) also exhibited similarities and differences before and after privatisation. The practices of training and development was found to have strong relationship with employees' affective and normative commitment and also with intrinsic and extrinsic satisfaction before privatisation. After privatisation, the common antecedents in both organisations were: training and development for affective commitment, benefits for continuance commitment, and benefits and training and development for normative commitment. The antecedents of intrinsic satisfaction after privatisation in both organisations were training and development and job security, while for extrinsic satisfaction the antecedent practices were performance appraisal and pay. Further analysis of the change in practices in both organisations indicated that training and development was associated strongly with all the dependent variables except continuance commitment. The result showed that changes in training and development were highly associated with affective and normative commitment and with intrinsic and extrinsic satisfaction in both organisations. Results in this study showed that training and development practice has a strong association with organisational. commitment and job satisfaction both before and after privatisation. Therefore it could be inferred that training and development is related to many aspects of employees' attitude regarding the organisation and their job. Management must clearly make a great effort to underst and employees' needs and behaviour and to meet their needs and expectations in order to have committed and satisfied employees working in their organisation.

Cheng Hak Land Grand. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 36-58). / Abstracts in English and Chinese. / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Review on Job Insecurity --- p.1 / Type of Sector as a Moderator --- p.4 / Career Stage as a Moderator --- p.5 / Organizational Tenure --- p.6 / Age --- p.7 / Gender as a Moderator --- p.8 / The Present Study --- p.9 / Chapter CHAPTER 2. --- METHOD --- p.11 / "Literature Search, Inclusion Criteria and Coding Procedure" --- p.11 / Meta-analytic Procedures --- p.14 / Chapter CHAPTER 3. --- RESULTS --- p.17 / Table 1 --- p.18 / Moderating Effects of the Relationship between Job Insecurity and Its Consequences --- p.19 / Type of Sector --- p.19 / Table 2 --- p.20 / Table 3 --- p.21 / Organizational Tenure --- p.22 / Table 4 --- p.23 / Age --- p.24 / Table 5 --- p.25 / Gender --- p.26 / Table 6 --- p.27 / Chapter CHAPTER 4. --- DISCUSSION --- p.28 / The Moderating Effect of Type of Sector --- p.28 / The Moderating Effect of Organizational Tenure --- p.29 / The Moderating Effect of Age --- p.30 / The Moderating Effect of Gender --- p.31 / Applied Implications --- p.31 / Limitations and Further Studies --- p.33 / Concluding Remarks --- p.34 / REFERENCES --- p.36

The purpose of the study was to investigate and analyze perceived intrinsic satisfaction, extrinsic satisfaction, and general job satisfaction among exempt level employees. Specifically, the study was designed to identify job satisfaction relative to employee age and sex. The research was conducted in a manufacturing organization listed in Fortune 500.Data collection involved the administration l: confidential self-report instrument (Minnesotasatisfaction Questionnaire, Short Form) regarding employee perceptions of job satisfaction. The final sample included fifty-seven exempt level employees of which. twenty- six were female and thirty-one were male. The average age the male was 37.3 years and for females 32.8 years. The average age of the two groups was 34.5 years. Data obtained from the respondents were analyzed by applying a 2 x 3 analysis of variance with the factors of age and sex considered to be fixed.An analysis made of the data obtained from the respondents determined no significant correlation of intrinsic satisfaction, extrinsic satisfaction, and general job satisfaction existed relative to respondent age. The data, however, did indicate a significant correlation between intrinsic satisfaction and general job satisfaction did exist relative to respondent sex. No correlation between extrinsic satisfaction relative to respondent age was found.The data further found both male and female groups described job security to be the source of highest satisfaction. Advancement was the source of least satisfaction for both groups.

Thesis (MA(Teologie)--Universiteit van Pretoria, 2007. / Includes bibliographical references (leaves 105-116).

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

For thesis abstract select View Thesis Title, Contents and Abstract

Univ., Diss.--Oslo, 2006.

Univ., Diss.--Aix-Marseille 3, 2006.

Flexible employment patterns is a fast growing organisational policy. The enormous growth of temporary employment suggests that time spent in temporary employment may increasingly characterise typical career paths. For individuals building a career within a temporary employment environment may mean something very different from building a career in a world of permanent and stable employment relationships. It is anticipated that those on temporary or otherwise precarious contracts will conceivably display lower levels of commitment to the work organisation than those enjoying job security and career advancement within the ladder of hierarchy. Indeed, the combined promise of job security and career advancement within corporate hierarchies as linked with incremental increases in authority status and pay have constituted the major rewards through which organisations have been able to elicit organisational attachment and commitment from their employees. The popularity of the concept appears to stem from its linkage with several desirable employee behaviours contributing to organisational effectiveness and efficiency. However, the HRM goals of improved employee commitment will potentially be undermined by the introduction of flexible work and employment patterns. The purpose of this study was to identify the degree the nature and antecedents of organisational commitment for short term professionals. The main argument of the present research is that the new forms of job security rest on the base of employability security. Employability security comes from the chance to accumulate human capital - skills reputation that can be invested in new opportunities as they arise. Our findings supported this argument and explained significant amount of variance in commitment. Additionally our findings reveal the changing nature of commitment. The emergence of "reflective" commitment put forward a new type of commitment. According to "reflective" commitment individuals develop primarily "commitment to self' which is projected to the organisation and reflects the realisation of individual and organisational pursuits.