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Workplace discipline and the right to privacy.Mookodi, Masego Magdaline. January 2004 (has links)
No abstract available. / Thesis (LL.M.)-University of KwaZulu-Natal, Durban, 2004.
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The management of disciplinary measures in the Public Sector with reference to the Department of Agriculture in Limpopo ProvinceMatsetela, Samuel Dioka January 2005 (has links)
Thesis (MPA) --University of Limpopo, 2005 / Management of disciplinary measures is a delicate part of work programmes that
needs dedicated employees to handle. The personnel should be provided with acts,
rules and regulations, codes and work procedures to serve as guidelines during their
execution of their duties. In this research work, the participating workers indicated
some perceptions that could contribute towards poor service delivery, which include
tribalism, ethnicity etc. The Department of Agriculture should eliminate these
perceptions soon in order to achieve the set departmental goals. The personnel should
be encouraged to undergo various trainings so that they can be mentally empowered.
They should be exposed to libraries to get materials relevant to their work sphere.
Monitoring should be regular to ensure perfection within an institution. Employees
are of the opinion that training workshops are for specific group of workers and that
they are treated inequitably by the institution. Their future efforts are then
demoralized. Knowledge acquired from various literatures should be implemented
practically. The management and supervisors can gain knowledge about the various
disciplinary approaches such as supportive approach; disciplinary policy, which
indicates the steps to be followed when applying the disciplinary measures;
disciplinary system like the designing of a disciplinary action; and the techniques
such as the analyzing of the written institutional records and statement of discipline
related rules and procedures. All employees within an institution should take
discipline as reformative. Supervisors should where possible react positively in order
to bring balance between the workers and the employer. The treatment of employees
should develop positive attitudes such as the desire to work with, and not against,
their superiors. The data collected indicated that there are factors contributing towards
fair or unfair management of disciplinary measures. Good factors should be
encouraged and maintained whereas the negative ones should be addressed to avoid
delay in service delivery.
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Grievance and disciplinary procedures at the local government level.Maharaj, Pamela. January 1992 (has links)
No abstract available. / Thesis (M.Admin.)-University of Durban-Westville, 1992.
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Managing disciplinary application in the hotel industryCollier, Eric January 2004 (has links)
Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004 / The problem of managing discipline in the hotel industry ranges from senior
managers failing to manage discipline correctly, to junior/middle managers having
insufficient practical experience and confidence to discipline effectively and justify
the decisions they have made. Senior managers therefore lack confidence in
junior/middle management's ability to manage discipline.
The objective of this study is to provide senior management with simple, workable
solutions to manage discipline correctly. This will enable senior management to
delegate the management of discipline to junior/middle management correctly; to
improve the confidence of junior/middle management in the management of
practical discipline; to improve the confidence level of senior management in the
ability of junior/middle management to manage discipline; and to .improve the
ability of junior/middle management to correctly and confidently justify disciplinary
decisions they have made.
The study recommends that: senior management should take the lead and
initiative to allocate time with junior/middle management to plan how to manage
discipline effectively; the success of senior management's performance should be
measured by how well junior/middle management achieve the performance
competence to formally and practically manage discipline; senior management
should provide structured feedback, coaching and counselling to junior/middle
management on their performance; and senior management should coach
junior/middle management on how to justify disciplinary decisions.
The cost of this change, namely, coaching and influencing people, is not monetary,
but one of commitment. It is the choice senior management should make. The
choice is to want control or to coach, namely, to use power to change or influence
change, to compel or develop people to take responsibility and ownership for what
they were employed to do.
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Stakeholders' perception of disciplinary processes in the KwaZulu-Natal Department of Education.Dube, Dumisani Nimrod. January 2010 (has links)
There is now widespread acceptance in the organisations that human resources are an
important source of competitive advantage, or an important component of the value chain.
In the public service sector, the delivery of services to the populace depends on the
competence, motivation and discipline of the employees. All of this points to the
importance of properly dealing with HR issues in organisations.
This empirical study gathered the views of Ward Managers of the Kwa-Zulu Natal
Department of Education. 40% of Ward Managers participated in this survey, and the
responses were analysed utilising the Statistical Package for Social Sciences (SPSS).
The results indicate that the majority of respondents perceived the department’s
disciplinary process to be unfair both substantively and procedurally. The majority of
respondents felt that there were inconsistencies in the decisions to discipline employees;
that the sanctions were inconsistent and that the disciplinary hearings took too long to
finalise.
Finally, this study recommended further research on the subject, especially utilising
different methodologies such as in depth case studies and unstructured interviews in order
to gain insights into the reasons why Ward Managers hold the views that they hold or to
refine some of the concepts in order to understand what exactly they understand by
concepts such as ‘unfairness’. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.
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