In today's tough economic environment, companies are forced to work more efficiently and effectively with the resources they have at their disposal. At the same time companies are struggling to attract and retain good people with the necessary attributes and skills in order for them to remain competitive. The challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives. Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. Further, employee engagement can be a deciding factor in organisational success. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer satisfaction, company reputation and overall stakeholder value. The purpose of this study is to determine whether job and organisational characteristics have an impact on work engagement. Weak correlation was found between the four aspects of Job and organisational characteristics namely: the Position the company holds in the industry, Own and company objectives, Environmental factors and Commitment or social responsibility position the company takes and the three aspects of Engagement namely Vigour, Dedication and practically significant correlation coefficients of large effect between Vigour on the one hand and Dedication and Absorption on the other hand. Practically significant correlation coefficients of large effect between Dedication on the one hand and Absorption on the other hand. Practically significant correlation coefficients of medium effect between Absorption on the one hand and Own and company objectives was found. After controlling for work engagement at baseline, only four of the dimensions tested between Job and organisational characteristics and Engagement were statistically significant. No positive association could be found between Job and organisational characteristics and Work Engagement. The findings are noteworthy in that all the aspects of Job and organisational characteristics do not lead to Engagement thus no evidence was found that Job and organisational characteristics could stimulate Work Engagement. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

In today's tough economic environment, companies are forced to work more efficiently and effectively with the resources they have at their disposal. At the same time companies are struggling to attract and retain good people with the necessary attributes and skills in order for them to remain competitive. The challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives. Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. Further, employee engagement can be a deciding factor in organisational success. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer satisfaction, company reputation and overall stakeholder value. The purpose of this study is to determine whether job and organisational characteristics have an impact on work engagement. Weak correlation was found between the four aspects of Job and organisational characteristics namely: the Position the company holds in the industry, Own and company objectives, Environmental factors and Commitment or social responsibility position the company takes and the three aspects of Engagement namely Vigour, Dedication and practically significant correlation coefficients of large effect between Vigour on the one hand and Dedication and Absorption on the other hand. Practically significant correlation coefficients of large effect between Dedication on the one hand and Absorption on the other hand. Practically significant correlation coefficients of medium effect between Absorption on the one hand and Own and company objectives was found. After controlling for work engagement at baseline, only four of the dimensions tested between Job and organisational characteristics and Engagement were statistically significant. No positive association could be found between Job and organisational characteristics and Work Engagement. The findings are noteworthy in that all the aspects of Job and organisational characteristics do not lead to Engagement thus no evidence was found that Job and organisational characteristics could stimulate Work Engagement. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Various challenges in local government are forcing municipalities to consider alternative models and methodologies of management to deliver services and improve the quality of people’s lives. A literature review of the entrepreneurship field of study confirms the need for entrepreneurship in the public sector, which includes local government, and indicates that it is not only applicable but in fact essential for the public sector to become more entrepreneurial. The research study examines specific individual behavioural and organisational factors that facilitate knowledge creation and enhance the potential of entrepreneurial success in public institutions and local government specifically. The city where the research was conducted implemented alternative operating models and structures by establishing separate utilities and agencies for trading and key service delivery functions, that relate to the concepts of public and corporate entrepreneurship (CE). The research objective was to determine whether the interventions implemented contributed to entrepreneurial knowledge creation, affected managerial behaviour, and had any relationship with the entrepreneurial characteristics and performance of the relevant entities (agencies) and traditional core departments that were maintained. The entrepreneurial performance (intensity), organisational characteristics and key business dimensions as variables related to firm-level entrepreneurial orientation (organisational culture), as well as knowledge creation dimensions (learning styles) of managerial staff, which include the concepts of ‘cognitive analytical propensity’ (CAP) and ‘progressive action propensity’ (PAP), were assessed. The entrepreneurial performance index (EPI) measurement instrument was used to assess the performance of each selected agency and core department. The CAP as well as PAP levels of managerial staff were measured by the Honey and Momford (1992) learning style questionnaire (LSQ). The results indicate that there are no significant variances in the entrepreneurial performance of core departments and independent municipal entities (agencies) of the local government organisation. Significant variances in key business dimensions of core departments and municipal agencies have however been identified, which indicate that the managerial staff regard agencies as being less bureaucratic in terms of resource management practices. Organisational characteristics and ‘Active initiative’ (AI) levels of senior management staff have a positive correlation with entrepreneurial performance, while CAP levels of managerial staff have a negative correlation. These findings have serious and extensive implications for the nature of recruitment, as well as training and development practices to promote entrepreneurship in general and in local government specifically. The primary emphasis that is currently placed on the development of ‘cognitive’ competencies to promote entrepreneurship is subsequently questioned and it is accordingly argued that ‘active initiative’ should be developed instead. The study concludes that the extensive transformation programme that was implemented in the local government organisation, and that resulted in the establishment of independent municipal agencies did not have a significant positive effect on the entrepreneurial and overall performance of organisational units. It is further deduced that the adjustment of structures, operating practices and corporatisation alone are not sufficient to improve entrepreneurial and overall performance and that the primary distinguishing factor might in effect be related to entrepreneurial behaviour, leadership skills and competencies of managerial staff which should be developed. / Thesis (PhD)--University of Pretoria, 2011. / Business Management / unrestricted

This comparative research explores the work experiences of dementia care workers in nursing homes. The aim of this study is to understand concepts central to care and to gain insights from the care workers‟ perspectives. A comparative framework and symbolic interactionist approach is used to analyse data collected using ethnographic methods from 59 dementia care workers in Canada, Scotland, and the United States. The fieldwork settings are institutionalised; dominated by for-profit ownership; and provide care for a resident population with high cognitive and physical needs. The comparative findings underscore the importance of work conditions that provide care workers with sufficient resources to do their job and enough time to complete their work. The absence of these critical components creates stressful work conditions for the care workers. The lack of time, staff and supplies such as towels, wash cloths, and continence products do not allow the residents‟ choices in their care and disregard their dignity and rights. The inability to deliver care for the residents according to the guaranteed government care standards often result in the violation of human rights for the care workers and residents. The care workers are unable to supply the quality of care they know the residents need and are capable of providing given better circumstances. There are frequently not enough care workers, resources, or time to meet the level of care that relevant standards mandate or the care workers know is possible. The analysis reveals that care workers struggle to provide more than basic physical care and are seldom able to meet essential social care needs for the residents. Unwritten rules are implemented in each setting that include separating people with dementia, placing these residents out of view of the public, not allowing the residents access to go outside, and not providing them with engaging and meaningful interactions. While policies are frequently developed with good intentions, many are counter-productive without dementia knowledge. This comparative research reveals care practices and routines share strong similarities across the fieldwork sites while the care worker characteristics as a workforce vary the most between countries. Some differences involve the training required, average age, pay and mode of dress or appearances. Too often researchers frame stress issues for care workers as problems with attitudes, motivation, training and incentives. Yet, the broader social structures and conditions that set the context in which these problems have their origins are commonly ignored. Good working conditions for care workers are precursors to good care for the residents. This thesis concludes with recommendations for practice, research and policy development.