Thesis (doctoral)--Universität Hamburg, 1973. / Includes bibliographical references (p. [v]-xxi).

Thesis (doctoral)--Universität München.

Thesis (doctoral)--Universität zu Köln, (1971?). / Includes bibliographical references (p. i-xii).

Employers often wrestle with whether or not to suspend an employee and the issue is what needs to be done before an employee could be suspended. Suspending an employee means to deprive him or her from entering the work place for a period of time, due to alleged misconduct which, due to the nature of the alleged misconduct and in the opinion of the employer, warrants the employee not to be in or near the workplace. Section 23 of the Constitution of the Republic of South Africa, affords every employee the right to fair labour practices and this right should be affected by the Labour Relations Act, 1995 (LRA). Unfortunately the LRA only deals with the unfair suspension under the definition of an unfair labour practice in section 186(2) by stating that the meaning of unfair labour practice is any act or omission that arises between an employer and an employee involving the unfair suspension of an employee or any other unfair disciplinary action short of dismissal in respect of an employee. The focus of this document thus is to scrutinise the lack of legislative guidelines relating to the procedural fairness of suspension of employees. It would thus necessitate an overview of the nature of suspension which would be discussed in length by way of referring to the right to suspend an employee as well as the application of the courts in such cases, the distinction between suspension as a preventative, or as a punitive measure and the possibility of suspension resulting in an unfair labour practice. The distinction between preventative and punitive suspensions are highlighted. Since it is not clear when, how and for how long an employee may be suspended, in the absence of clear guidelines, employers have to turn to the courts’ interpretation to get the necessary guidance on the application of a suspension. In order to ensure that the employer, experiencing unnecessary difficulty with the implementation of procedural fairness of suspensions, in a meaningful way, be assisted by the proposal that legislature consider to address this by including clear guidelines under Item 3 of Schedule 8 of the LRA.

Thesis (MPA.) -- University of Limpopo, 2007 / Refer to the document

M.Ed. (Psychology of Education) / Please refer to full text to view abstract

Thesis (Ph. D.)--University of Massachusetts at Amherst, 1995. / Includes bibliographical references (leaves 192-202).

Thesis (Ph. D.)--University of Louisville, 2005. / Department of Leadership, Foundations, and Human Resource Education. Vita. "May 2005." Includes bibliographical references (leaves 207-223).

Thesis (M.A.)--Baylor University, 2009. / Includes bibliographical references (p. 69-83).

M.B.A. / Many talented football players had their football career rather cut short or marred by long term of inactiveness, in this country due to their unbecoming behaviour or because of a fall out with the coach. These incidences have been widely reported. Not only do the players lose out under these circumstances but the whole football community as in the club itself, the spectators, the sponsors, the football union, journalists, persons very close to the errant player and the country at large, are compromised as inappropriate ways of managing the situation are exercised. Punitive measures are generally preferred over corrective ones. This undesired state of affairs persisting, as it looks more likely that it will, it will continue to haunt the football industry indefinitely unless appropriate intervention happens. The tonic could be the belated assistance of an astute and empowered labour relations manager in the strategic employee relations of the PSL clubs in general. The absence of guiding regulations and policy framework within which labour relations operations are carried out, gives way to allsorts of inhibitive practices resulting from sentiment-derived decisions. Think about it, where policies lack sentiments rule. Too many roles are generally unfairly entrusted to football coaches. Many football coaching literature and manuals either generate or affirm this notion. Coaches voluntarily take functions that are beyond their capacity. Not all coaches have the skills to motivate players. Those who have such a plus are few. Unfortunately this category of coaches may be thin in other critical aspects of coaching and in employee assistance as well as employee wellness side of things. Irrespective of the relatively high budget needed to accommodate the package of the LRM, the rewards are greater. Going for it is damn worth it, folks!