D.Cur. (Professional Nursing) / The negative experiences reflected by nurses indicate that current management models, on which the management of nurses is modelled, are not capable of generating solutions towards the present problems and the dilemma of this practice area. Two objectives have been stated in this study. namely the design of a nurses management model for professional wholeness and to formulate guidelines for a management manual which will facilitate professional wholeness. The construction of this model deliberately deviates from existing management frameworks and a nursing theory is used as basis, since nurses management needs it's own nursing framework to view the nursing organization as a unique organizational entity with corresponding unique interactional patterns. The inherent service and wholeness orientation of "Nursing for the Whole Person Theory" was utilised to construct a management model directed towards professional wholeness. A nurses management model for professional wholeness was generated up to level three of situation-relating theory. The process of model construction was put through three phases by which factor isolation, factor relations and situation relations have been described. The model is based on a wholeness approach by which the management of nurses is viewed as a service built on devotion and stewardship and directed towards the nurse as a whole person being an integral part of the nursing organization as a protesslonal organizational entity. The nursing organization, similar to the nurse, is viewed as a whole with an external and internal organizational environment. The nursing organization as a whole has bodily/physical, psychological (intellectual, emotional, volitional), spiritual and social dimensions where a state of maximal professional wholeness is reached only by deliberate and dynamic management interaction facilitated in a coordinated and integrated manner by comparable wholeness management processes. The approach of management for wholen ess set as point of departure that nurses who experience professional wholeness to a large extent will have a greater potential to render quality nursing and therefore facilitate health with others. Professional wholeness starts with the nurse manager, who in the quest for own personal wholeness and professional wholeness, facilitates the professional wholeness of the integral parts of the nursing organization namely the individual nurses and the nurse community. Professional wholeness implicates a dynamic movement on a continuum which mirrors the state of professional wholeness. The position on the continuum at anyone stage is dependant on the interactions taking place within the internal organizational en-vironment and between the internal organizational environment and the external organizational environment. The possible outcomes of the managerraent of nurses is a state which varies dynamically between minimal professional wholeness and maximal professional Wholeness. Management strategies which promote, rnalntain and restore, direct the intensity of interactions for facilitating the professional wholeness of nurses, tt1enurse community and the nursing organization. The choice of a specific strategy is based on the state of protesslonal wholeness reflected. A list of words has been developed (basEd on a Judeo Christian management ethic) to generate qualitative indices for minimal and maximal professional Wholeness. The quest for wholeness management is to striVe purposely and dynamicaly towards the reflection of a state of maximal professional wholeness by tile nurse, the nurse community and the nursing organization. The model has subsequently been evaluated by experts and from the evaluation it was concluded that the model can make a unique contribution to the practice area of nurse management. The application of the model in the practice area of nurses management will purposely and dynamically contribute towards solving the current dilemma of this practice area by enabling nurses to reach the objectives of nursing namely maximum quality nursing and to facilitate health intentionally. Broad guidelines have been stated as recommendations for further research. In the formulation of hypotheses an attempt has been made to capture the core aspects of wholeness management that need further empirical clarrification. The second objective of this study was addressed by formulating professional wholeness gUidelines for a manual that will facilitate professional wholeness. Eight modules were developed. The guidelines and objectives of the modules were formulated to enable students enrolling for a course in nurse management for professional wholeness to facilitate the principles of wholeness management in the nurse's management pratice area. The module dealing with the intellectual wholeness management processes has been developed as an example to give a more detailed version of the guidelines that have been formulated. In conclusion, the nurse management model for professional wholeness is a vision and an inspiration to return to the original mission of nursing where nursing again will become the central theme. Where the inherent service talent which distinguishes nurses from any other employee and which led them to the choice of nursing as a career will not be brutalized in the management process but will rather be embraced and nurtured!

M.Phil. (Business Management) / This dissertation is a theoretical study of participatory management. According to research, companies tend to neglect the employees as one of their most valuable assets in favour of the more efficient use of raw materials and capital assets. The primary goal of the study was to show that by the effective implementation of a participatory management program, it will lead to certain advantages for both the management and the employees. The first section of the study focuses on the formulation of a definition for the term "participatory management". The -connection between motivation and leadership with participatory management are shown and identified. In the following section of the dissertation the different types of application of participatory management are discussed and practical examples are shown. A practical, yet simple model of participatory management are shown and discussed in detail. The third section of the study refers to the successful implementation of a participatory management program. The barriers in the way of successful implementation and the prerequisites that both the management and the employees have to comply to, to ensure a successful implementation of a participatory management program, are discussed in detail. The resulting advantages of a successful program for both the management and the employees are shown. In the final chapter certain conclusions based on the theoretical study of participatory management are made. One of the most important conclusions is that the success of a participatory management program depends on the support from management.

M.Cur. (Professional Nursing) / It is important that the nursing service manager in a nursing service exercises a participative managerial style in order to promote staff retention and job satisfaction of the professional nurse. No guidelines exist on what is participative management or how it can be implemented in a nursing service. Little evidence exists of any nursing research having been conducted on participative management in South Africa, nor has research been done from the Judeo-Christian approach. This study, participative management in a nursing service, was conducted in three phases in order to answer the following questions: a) what is participative management? b) how does participative management work? c) what guidelines can be formulated to implement participative management in a nursing service? The first phase of concept identification was effected by means of interviews with management specialists and a literature control. In the second phase a conceptual definition of participative management was formulated. In the third phase the process of participative management was identified and described by means of interviews with management specialists and a literature control. Through this process guidelines were formulated to implement participative management in nursing services. During a workshop with nursing service managers in charge posts in the public sector hospitals in Transvaal, guidelines for the implementation of participative management were streamlined and verified with a managerial specialist. Participative management in a nursing service is a dynamic process of creative problernsolving and mutual decision-making within the nursing service between the nursing service manager and the professional nurse. It is a process of information exchange and consultation between the nursing service manager and the nurse, and undergoes three phases during implementation: namely the prepajgtory, the implementation and the evaluation phase. During these phases the nursing service manager acts as a facilitator in optimising the professional maturity level of the nurse. This promotes a co-responsibility and co-accountability within the decision-making process in order to promote wholeness in the nursing service. The managerial style of the nursing service manager promotes the mission and goals of the nursing service, improves job satisfaction, personnel management and quality nursing care. This facilitates wholeness, in the sense of total well-being, within the professional nurse and the patient. Recommendations forthcoming from this study should address nursing practice, nursing education and nursing research. It is recommended that participative management should be implemented, by means of the guidelines that have been formulated, in a nursing service. A nursing.model for particjnativ:e management in a nursing service should be developed. Further recommendations are that the effect of participative management in a nursing service on professional nurses, quality nursing care, nursing management, job satisfaction experienced by nurses within a multi-cultural context and personnel turnover be examined.

A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).

The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.

Employee participation is a common and popular aspect of most labour relations systems in many countries, including South Africa (the RSA). For years now, there have been debates around the actual benefits of employee participation initiatives to both the business and its employees. Various factors influence the development of participation initiatives within businesses. Some of these factors include legislation, management perceptions and attitudes, socio-economic factors, political and business complexities. These factors vary from one economy to another, from industry to industry, from company to company and may be classified into internal or external factors. It is even suggested that participation initiatives and levels of implementation may be different within the same organization, from department to department, and from one geographic set-up to another within the same organisation. It is for this reason that this research was undertaken. RoyalServe(RS) has an average of 12 000 employees and about 800 sites or branches or units within the RSA. A number of employee participation models and initiatives exist within RS, and it has been argued by many (inter alia trade unions, employees, managers) that the implementation of these models varies from one site to the next - with one of the major influencing factors being the size of a branch or site. Employee participation initiatives and models are established either voluntarily or in response to compliance with legislation. Some scholars and practitioners have suggested that employee participation models that yield positive results for both parties are the ones that are voluntary and have not been undertaken for legal compliance purposes. Others argue that even in cases where it is legislated and practiced for compliance, the end result remains the same. From a comparative point of view, the Japanese and German models of employee participation have been, for some time now, crowned as classic examples of employee participation. Interestingly, the two models (Japanese and German) were implemented for contrasting reasons. The Japanese model is voluntary whereas the German model is legislated. Both models remain leading examples of how successful participation can be, regardless of the reasons for its implementation. Royal Serve Cleaning operates in three Sub Saharan countries: South Africa, Lesotho and Namibia (making it a transnational organisation). The Head Office is situated in Midrand, Johannesburg, RSA. The following regional offices exist to provide immediate and more flexible support to both employees and clients at regional level: Cape Town: Western Cape; Midrand: Gauteng Province, Limpopo, North West and Mpumalanga; Bloemfontein: Free State, Lesotho and Northern Cape; Durban: KZN; Port Elizabeth: Eastern Cape; Namibia.The primary goal of this research was to investigate how the size of a site influences the implementation of employee participation within RoyalServe Cleaning (Pty) Ltd. Put differently, the question to be answered by the research is: are employee participation initiatives applied similarly across all sites within RoyalServe regardless of size? Another question that has been answered in this research report, albeit indirectly, is: do RoyalServe employees understand the various participation initiatives in place at all levels of the organisation? Accusations have been leveled by some employees that employee participation initiatives at RS are benefiting only those employees based at the big sites at the expense of the smaller ones. The research methodology followed in this paper includes: A review of the available literature about RoyalServe employee participation strategies, initiatives, minutes, reports and practices; The development of a questionnaire which was then distributed to selected employees at all levels within the organisation. The analysis of information gathered in the above activities and recommendations formulated was based on gathered data.

One response to problems of low productivity and decreased job satisfaction in the workplace has been the institution of worker participation in decision-making. Evaluations of worker participation programs generally have shown them to be beneficial in terms of both job satisfaction and increased productivity. In British Columbia, we have a unique example of worker participation in the contract reforestation labour force which can be seen as an informally structured, semi-participative worker participation group. In light of theory on worker participation, this study examines two reforestation crews, one a contract crew and one a non-contract crew, to compare worker participation in the areas of technology, division of labour and organizational structure. Worker participation has been found by most researchers to be cost effective. This study compared cost differences between the two labour groups, and although it did not generate conclusive evidence of the relative cost efficiency of the contract group, it is suggested that the British Columbia Ministry of Forests Section 88 final planting cost data is not a reliable basis for determination of relative cost efficiencies. However, the perspectives of those working in reforestation, and an economic analysis of one case study suggest that the contract group is more cost effective. But changes in the contract work force are occurring. These changes can influence the worker participation evident in contract planting, and hence the cost effectiveness of contract planting. In order to capitalize on those attributes in the worker participation model which have value to the forest manager in the goal of forest renewal, the concept of stewardship, a long term contract which begins with planting and carries through to the "free to grow" stage, is one of the alternatives proposed for future reforestation contracts. / Forestry, Faculty of / Graduate

M.A. (Industrial Psychology) / Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.

Please read the abstract in the section 00front of this document / Thesis (DCom (Human Resources Management))--University of Pretoria, 2005. / Human Resource Management / unrestricted

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