The challenges in human resource allocation drive the present project. Conducted at an office of the Workers' Compensation Board of British Columbia (the WCB), the project aims at developing a simulation model of claim management operations to facilitate decision-making in resource allocation. In this context, resource allocation refers to the alignment of staff to claims. The components of the problem include the number of staff required and the types of staff required, given targeted system performance. The volume of claims, the profile of claims, the Workers Compensation Act, the board's business guidelines and the board's operational targets all influence staffing requirement. It is far from straightforward to answer the following questions: what is the optimal level of staffing? What is the right mix of skills? And what is the proper alignment of staff with claims? How will the system perform given a certain staffing level? How will change in the profile of incoming claims influence staffing requirement? A discrete-event simulation model was developed as a decision support tool in this project. The model was used to evaluate several resource allocation scenarios. Simulation showed that timeliness measures such as time to decision and time to closure would improve with additional resources, but the improvement was not drastic. At the staffing level of 14, compared to the current level of 12, time to decision for unadjudicated claims would reduce by 6%. Simulation further showed that specialization of staff by claim type might have a negative impact on system performance measures, because economics of scale were compromised. Finally, simulation showed that if Site Visits, a required procedure for adjudicating claims related to Activity-Related Soft Tissue Diseases, could be conducted by dedicated personnel, time to decision for these claims might reduce by as high as 60%. / Business, Sauder School of / Graduate

Thesis in Afrikaans, with Afrikaans and English summaries / Daar bestaan geen twyfel nie dat vir 'n onderneming om suksesvol te wees, deeglik opgestelde en strategies beplande ondernemingsdoelwitte onontbeerlik is. Hierbenewens moet die missie van die onderneming duidelik uitgespel wees. Die rede vir die voorgenoemde vereistes is dat die politieke, wetlike, sosiale en kulturele omgewings waarbinne die moderne onderneming horn bevind, die huidige bestuursvraagstukke en probleme kompliseer. Vir mannekragbestuur in die besonder, is daar sekere faktore soos die gebrek aan geskoolde mannekrag en die vooruitgang op tegnologiese gebied, wat 'n belangrike rol in die besluitnemingsprosesse speel. Dit is dus belangrik dat alle besluitneming en beplanning ondersteun moet word met professioneel ontwikkelde strategiese mannekragbestuursfunksies wat op 'n sinvolle wyse in die praktyk deur die onderneming toegepas kan word. Alle mannekragbestuursprogramme-, aktiwiteite en -stelsels moet dus so ontwikkel word dat aan die vereistes en beperkinge van die onderneming asook sy eksterne omgewing voldoen word. Die bestaande teoretiese beginsels en modelle ten opsigte van strategiese mannekragbestuur is in diepte ontleed, waarop 'n empiriese studie gevolg het om vas te stel in watter mate strategiese mannekragbestuur in vervaardigingsondernemings in die Pretoria/Witwatersrand/Vereeniging/KwaNdebele-streek bedryf word. Uit die ondersoek het verskeie insiggewende bevindinge na vore getree soos onder meer die gebrek aan deeglike strategiese mannekragbeplanning en voorsiening asook strategiese mannekragopleiding en ontwikkeling. Dit het dus duidelik na vore gekom dat die strategiese mannekragbestuursbenadering nog nie ten volle gevestig is nie, en daar 'n behoefte bestaan vir die daarstelling van die nodige riglyne in die verband. 'n Model is vervolgens ontwikkel wat in hierdie behoefte sal voorsien. There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region. / There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region. / Business Management / D. Com. (Bedryfsekonomie)

No description available.

Thesis (MPA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The new management model for the Government places the responsibility for the execution of the human resources function within the management domain of the executive authority, department heads and line managers. Other than in the past, the human resources function has been decentralised at all provincial departments within the Western Cape. Departments subsequently went ahead and established their own human resources components. However, the creation and structuring of the said function within the different departments were completed, to a great extent, in isolation with each other. Although all departmental components had to perform the same functions within the same regulatory framework, there was little consistency in the way it was structured. The purpose of the research is to create a generic organisational structure to serve as a guideline whereby departmental human resources components could be organised. In order to design a model a literature study has been undertaken with the emphasis on structuring of organisations and a functional analysis of the human resources function has been done. The focus was on literature that deals with the structuring of human resources components. An analysis was also done on the regulatory framework in which the human resource function should function, within the Government. In view of the preceding discussions and due to specific principles, a generic organisational structure has been developed and is recommended that it serve as a guide to be applied within the Western Cape Provincial Administration. / AFRIKAANSE OPSOMMING: Die nuwe bestuursmodel vir die staatsdiens plaas die verantwoordelikheid vir die uitvoering van die menslike hulpbronbestuursfunksie binne die bestuursdomein van die uitvoeringsgesagte, departementshoofde en lynbestuurders. Waar die menslike hulpbronbestuursfunksie ten opsigte van bepaalde departemente binne die Wes-Kaapse Provinsiale Administrasie voorheen vanuit 'n gesentraliseerde komponent gelewer is, is die funksie gedesentraliseer en het departemente gevolglik begin om hul eie menslike hulpbronbestuur komponente te vestig. Die vestiging en strukturering van hierdie komponente het in isolasie tot mekaar plaasgevind, en was daar weinig sprake van patroonmatigheid in die wyse waarop dit gestruktureer is, alhoewel almal dieselfde funksies ingevolge dieselfde regulatoriese raamwerk moet verrig. Die doel van die navorsingstudie is om 'n generiese organisasiestruktuur te ontwerp om as riglyn te dien waarvolgens hierdie departementele menslike hulpbronbestuur komponente gestruktureer kan word. Ten einde die model te ontwerp is 'n literatuurstudie ten opsigte van organisasie-teorie met die klem opdie strukturering van organisasies onderneem, en is 'n funksionele analise van die menslike hulpbronbestuur funksie gemaak. Aandag is geskenk aan literatuur ten opsigte van die strukturering van menslike hulpbronbestuur komponente en is daar ook 'n ontleding van die regulatoriese raamwerk waarbinne die menslike hulpbronbestuur funksie binne die staatsdiens verrig staan te word, gedoen. Op grond van die voormelde en aan die hand van bepaalde beginsels is 'n generiese organisasiestruktuur ontwerp, en word aanbeveel dat dit dien as riglyn vir toepassing binne die Wes-Kaapse Provinsiale Administrasie.

Thesis (MPA.) -- University of Limpopo, 2002 / Refer to document

Since the publication of the White Paper on energy Policy of 1998, South Africa has taken off on a new trajectory of sustainability. The South African government have identified that the renewable energy sector will play a critical role in advancing and improving the energy sector. They envisage that the sector will contribute to the development of a green economy and the creation of meaningful employment for all South Africans. With the renewable energy sector of South Africa being dependent on skills, many of which are pertinent for the success of the sector, sufficient skilled workers are required to provide a service to the growing sector. Upon engaging with individuals employed in the sector and embarking on the research it became apparent that there was a lack of a talent management framework for the sector. Talent management represents a means for companies to develop and sustain talent pipelines thereby creating a competitive advantage. Globally executives across the employment spectrum admit that they have challenges in building a strong talent pipeline. The South African Renewable Energy Sector (SARES) is not exempt from this reality, where it has been well documented that South Africa is struggling with a skills shortage. This makes it difficult to grow and develop a fledgling sector. The purpose of this treatise was to evaluate the need for a talent management framework for the South African Renewable Energy Sector. To evaluate this, a literature review was performed on concepts relating to the development of a talent management framework specifically for the sector. These concepts or independent variables were, engineering skills, competence, knowledge worker, policies supporting RE development as well as training and development. The talent management framework relied on ring fencing the study around the knowledge worker, by correlating the definition of an engineer to that of a knowledge worker. The results show that despite the proclamation made by the South African government that South Africa is geared to supply the skills required for SARES. The research found a need for educational institutes to produce more knowledge workers. The results of this research study showed that despite the low positive correlation between the five independent variables, being, engineering skills, competence, knowledge worker, policies supporting RE development they would still provide those responsible for recruitment and talent management with a platform to be able to develop a working talent management strategy. There is a need for the development of a suitable talent management framework, which would allow the sector to manage elements of talent management such as recruitment and retention of knowledge workers. The proposed talent management framework can be used to assist in consolidating the present recruitment practises as well as being used to develop a talent management strategy for the sector.

The aim of this study was to explore human resources (HR) practitioners’ experiences of engagement interventions within a financial institution. A qualitative research approach was followed which was informed by the hermeneutic phenomenological paradigm. Semi-structured interviews were used. The findings indicated that HR practitioners play a critical role in enhancing engagement in organisations through the implementation of effective engagement interventions. The HR practitioners often thought of themselves as the ‘heart’, ‘the core’, ‘facilitator’, ‘business partner’ or ‘middle man’ when implementing engagement interventions. The majority of the HR practitioners did understand engagement, their role in the implementation of engagement interventions and the tools used to assess engagement. However, the findings did indicate that some of the HR practitioners within this study had limited knowledge of engagement, engagement interventions and the tools used to implement engagement. The findings also indicated that the implementation of an engagement intervention should be a collaborative process between employer and employee, with the support of top management to ensure the success of the engagement intervention. Engagement interventions were considered to be predominantly positive and successful by most of the participants. However, it was noted by participants that if there is no follow-through on the implementation of the engagement interventions it can become negative. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Thesis (MPA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Education and training under apartheid can at best be described as fragmented and unequal along racial lines. The consequence of the decades of human resource neglect resulted in the virtual destruction of human resource potential, with devastating effects for social and economic development. At the organisational level witness to this has been the lack of career paths offered to workers and the debilitating effect on worker motivation and general productivity. In response to this state of affairs the South African government introduced a number of innovative laws aimed at reversing this downward spiral: The Skills Development Act, 1998 and the related legislation have as their single objective the establishment of a more enabling and responsive human resource environment. This will amount to the rebuilding of the South African workforce within organisations through the introduction of new sets of human resource processes, policies and principles. This study compares the activities of the Pioneer Foods Group with those of the Drakenstein Municipality in relation to the skills development regulatory framework and the subsequent obligations it places on organisations to establish new human resource practices. The study goes further and seeks to establish whether there is a causal link between the processes of skills development and Organisational Development (00). The study concludes that there is a definitive link between the skills development regulatory framework and 00. The two processes are regarded as mutually supportive, leading to the achievement of individual and organisational end goals. / AFRIKAANSE OPSOMMING: Opvoeding en opleiding onder die Apartheidsregering kan beskryf word as gefragmenteerd, ongelyk en geskoei op ras. Die gevolge van dekades van menslike hulpbron vernalting het geweldige en verreikkende ekonomiese en sosiale implikasies tot gevolg gehad. 'n Nadere blik op die vlak van organisasies dui aan dat vir werkers geen beroeps vooruitsigte was nie met die gevolg dat die motiverings vlak en veral produktiwiteit ontsettend laag was. Die respons vanaf die Suid Afrikaaanse regering was die bekendmaking van 'n reeks innoverende wetgewing gemik om die afwaartste kurwe te stop. Die Vaardigheids Ontwikkeling Wet, 1998 en die ander meegaande wette het as primêre doelwit die daarskep van "n meer verantwoordelike menslike hulpbron klimaat. Dit het ten doel die heropbou van die Suid Afrikaanse mense deur die bekendmaking van "n stel menslike hulpbron prosessese, beleid en beginsels. Hierdie studie fokus en vergelyk die vaardigheidsontwikkeling aktiwiteite van die Pioneers Voedsel Groep met die van die Drakenstein Munisipaliteit. Die studie gaan verder deur vas stel of daar n definitiewe verband is tussen die prossese van vaardigheidsontwikkeling en die van organisasie ontwikkeling. Die slotsom is die volgende: dat daar 'n definitiewe verbintenis is tussen vaardigheidsontwikkeling en organisasie ontwikkeling. Die twee prossese steun op mekaar deurdat beide ten doel het 'n verbeterde organisasie en individu, soos hulle strewe na die bereiking van doelwitte.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the researcher has been employed at the mine, according to history as well as according to the demands of the financial situation. Consequently, human resources shortages have been corrected by external labour which is often more expensive than internal labour. During the annual budgeting period when top management applies pressure to cut costs, the operations budget is easy to defend. With the help of Excel spreadsheets or maintenance management systems, maintenance managers can present strong arguments for not cutting the operations budget. Budget deficits are then easily corrected by means of negative adjustments to the human resources budget. This research will explore the issue of whether a tool exists to calculate the human resources budget scientifically. A target was set to develop a tool or model for human resources budgeting or to investigate whether such a tool does not already exist. A literature survey was done to determine world best practices regarding the calculation of human resources budgeting. The literature studied guided the researcher to a computerised maintenance management system (CMMS) and it was found that Sishen already has one of the best (SAP) in place. Sishen even has a process (Routine Work Management or RWM) in place which helps to get all maintenance information into SAP to make the necessary information available for effective maintenance. It was further found that SAP, which has been used by the mine for several years, can already provide the human resources requirements for any future period. The RWM process which helps to get information in and out of SAP has been in use for some time already. Unfortunately the process was poorly executed and the information is not reliable. This statement is supported by the internal (Kirstein, 2006) and external (Aurea, 2006) audits done at the mine during 2006. The external audit was done by Aurco (2006). The author concluded that Sishen has a tool but not a strategy to utilise RWM successfully. One of the reasons why RWM was poorly executed was the fact that there is a lack of support from the people in the workplace. These individuals claim that they were not consulted when RWM was introduced at the mine and as a result they did not buy in. A proper change management process was not followed and the employees suspected that RWM was implemented to play policeman or to measure how much spare time they have and reduce the workforce accordingly, as in the case of the Prometheus project. Consequently they admit to manipulating RWM's measured outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to manipulate and perceived it as a farce by many of the participants, A decision was taken to use the Kotter change management process to run a project to get RWM to the required level. Kotter's eight steps for successful large-scale change can be utilised with great success to achieve the required changes. After a brainstorming session and from the recommendations of the two audits a list of ideas was compiled. These ideas should help to get RWM to a level where human resources requirements can be drawn from SAP for any period in the future. Although the research was aimed at getting human resources budgeting from SAP, it will also have other advantages. The ratio between planned and unplanned maintenance will be better because RWM will ensure better maintenance / AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn, gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag. Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting. Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets bestaan nie. 'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die toekoms se mannekragbehoeftes kan bepaal. Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik nie. Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek. Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het, dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik gemanipuleer kan word en dat baie dit as 'n klug beskou. Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige veranderingsbestuur toe te pas. 'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die toekoms vanuit SAP verkry kan word. Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding en gevolglik beter beskikbaarheid gaan verseker.

傳統人力資本理論認為，教育投入越多，人力生產力越高，就業機會與薪資報酬也會越高。在此觀念下，各國為了經濟發展所需，紛紛提倡高等教育，並培育出大量高學歷人才，而台灣也不例外。隨著產業不斷發展與轉型，促使勞動力結構轉變，所需之人力就必須由教育面來提供。因此，從1980年代中期以來，政府大量放寬高等教育限制，迄今已培養出許多高學歷人力。然而，在高等教育進入普及化階段後，失業與低度就業問題也隨之而來，造成人力資源浪費等相關議題出現。 本文引用發展經濟學大師Michael P. Todaro於1974年所建立的勞動力市場供需架構，從政府政策以及人力市場的教育供給和產業需求等角度深入探討目前現象，並透過訪談產官學專家的意見，來找出問題之原因。本文研究發現，由於高等教育快速擴張，教育性失業及低度就業問題已逐漸推至碩博士畢業生。究其原因可分成兩大部分：第一，產業界未能有效升級，再加上台灣企業型態多以中小企業為主，無法創造充足職缺。第二，高等教育過度擴張，高學歷人力品質卻無法符合產業需求，進而造成產學失衡現象。因此，要解決上述問題，不僅是教育和產業進行調整，政府也必須改進相關政策來引導兩者媒合，才能讓高階人力資源達到更有效的運用，進而提升台灣整體競爭力。 / Traditional Human Capital Theory believes that highly educated people are more productive and would enjoy more employment opportunities and salaries. Influenced by this theory, many countries have promoted higher education to cultivate domestic talent, and Taiwan is no exception. When the rapid development and ongoing transformation of the industry called for new talents and skills, the government in mid-1980s responded with reformed educational system which would produce much more highly educated human resources. But as higher education becomes common, unemployment and underemployment—the waste of human resources—gradually become a problem that needs to be addressed. Based on the model developed by Michael P. Todaro in 1974, this paper aims to examine the current situation of labor market in terms of government policy, and labor supply and demand. Many people with master or PhD degree are faced with unemployment or underemployment for two reasons. First of all, the industry doesn’t supply sufficient job opportunities because it doesn’t effectively upgrade. Second, the excessive quantity and declining quality of the graduates does not meet the demand of the market. In order to solve these problems, both education and industry have to adjust the pace of development, and the government needs to bridge the gap by revising the policy involved. In this way, the human resources can be effectively used, and Taiwan would become more competitive.