Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.

<p> The last five decades have seen the population of Hispanics in California rise from 16% to 39% (California State Data Center, 2013). As the number of Hispanics has grown, so has the number of Hispanics responsible for heading public organizations in the State. As more Hispanics obtain leadership positions, they face the same challenges that many other leaders&rsquo; face; to do more with less and to operate under the scrutiny of the citizens they represent (Kettle, 2009). The pressure to deliver effective and efficient services is further complicated by the hierarchical structure of public organizations; and the ideals of the old public administration, new public management, and new public service that shape how public administrations function today. The purpose of this study was to determine the best-practices that Hispanic leaders employ to make them successful in leading a public organization. This descriptive phenomenological study utilized a purposive sample of 10 participants who currently provide direct or indirect leadership to a public organization in their role as an elected official. Data was collected through semi-structured interviewed utilizing an eight-open ended question interview protocol. As a result, 6 key findings were identified. One notable finding was that Hispanic leaders of public organizations indicated that key components to their success included; (a) collaboration, (b) communication skills, and (c) continual engagement of internal and external stakeholders. As a result, this study identified current best-practices of Hispanic leaders in public organizations, which help inform current and future Hispanic leaders on what is required to lead a successful organization. It addition, it provides the components to develop a toolkit of diverse leadership skills and abilities that may assist Hispanic leaders navigating through the bureaucracy that engulfs public organizations. </p><p>

A firm’s capital structure decision is guided by factors both internal and external to the organisation. This paper tests the extent to which international macroeconomic factors, particularly a considerable market shift, affect firms’ capital structures by using the global financial crisis of 2008 as a reference point. The study investigates the degree to which firms’ capital structures are changed in a variety of countries and industries within emerging markets, hypothesising that firms’ capital structures have changed post-financial crisis. The research is conducted by means of a quasi-experimental event-based time-series study, with the financial crisis of 2008 considered the fulcrum. Data from five years before, and five years after the event provided the basis for statistical analysis. The study found that leverage in emerging market firms is counter-cyclical and that country specific and industry specific factors influenced the degree of effect that the financial crisis of 2008 had on capital structures of firms over the studied period. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Recognizing the need for companies and organizations to retain employees, one of the topics given very little attention in the research is non-attendance in face-to-face training. This study presents findings from the analysis of archival data from a 2013 employee education survey. Exploratory factor analyses were conducted on two sets of data exploring barriers to participation in employee-development education classes. Extrinsic factors were identified as ‘more important things take priority’ and ‘circumstances beyond the employee’s control’. Intrinsic factors were identified as ‘personal motivation challenges’. These factors emerged as potential reasons for non-participation or no-show behavior in employee education courses. Possible explanations for the results are discussed and recommendations for future research are presented.

M.Com. (Business Management) / The purpose of this quantitative study was to determine the relationship between employees’ perceptions of their leaders’ attitudes in terms of being caring, and employee retention in an insurance organisation in South Africa. The employee turnover rate in 2012 for this organisation was 24%. Non-managerial employees for the national insurance company were surveyed. The psychometric instrument used to measure the data was the Survey of Perceived Organisational Support (SPOS). Analysis of data revealed a significant difference between the employee’s perceptions of their leaders’ attitudes toward their subordinates, and employee retention. However, the age of the employees and the number of months employed by the organisation indicated a correlation. This will allow organisation leaders to be better equipped and more proactive rather than reactive in terms of employee retention actions and plans

M.A. / Policy is considered one of the most stressfull occupations, which often results in psychiatric disorders, divorces, misuse of alcohol and suicide. The researcher has been motivated by the possible changes that a social group work programme can bring about in the general functioning of members of the South- African Police. GOAL OF THE STUDY The description of the experience of the participants of a group work programme with emphasis on scientific development of group work within the South-African Police Service. OBJECTIVES OF THE STUDY 3.1. The discription from the literature as to the nature and influence that a police official's working conditions affect him as a person. 3.2. The discription from the literature as to the nature and the process of social group work as well as the factors that need to be considered within the social work group. 3.3. Discription of participants experience with the implimentation of the group work programme. 3.4. The recommendations to further develop programme contents scientifically. METHOD OF STUDY For the purpose of this study the descriptive method of research was used. Qualitative methods of data gathering were used. METHODS OF DATA GATHERING A literature study in respect of the police official and the influence of his working conditions on himself as well as that of the social work group was conducted. Questionnaires were completed after completion of each group session and after completion of the programme by members of the target group. ACHIEVEMENT OF GOALS Above mentioned goals were conclusively achieved. These conclusions can be summarised as follows: The police official is as a result of the nature of his work exposed to traumatic happenings that is beyond the norm that is normally experienced. This tension as well as the tension of which the level is unknown , eg. salaries, disparity, etc. can result in shortcomings in role functioning. Through scientific handling of the group process and relations in a group the social worker can develop possibilities for group members to grow, change and develop better social functioning. Exposed from group session description and programme description it is evident that the skills of members for example their selfesteem, commumication skills, conflict handling, budgeting skills and handling of stres, shown great improvement. 7. RECOMMENDATIONS Recommendations were specifically made in terms of further use of the group work programme in the SAPD. All members of the South-African Police Service can be exposed to the groupwork program. Group sessions can be programmed for junior members of the South-African Police Service at college level for preperation in advance. The impact made through social group work to members are to such extend that social workers in the SAPS can make more use of this social work method in enhancing general functioning of members.

D.Phil. (Leadership in Performance and Change) / Executive behaviour is a captivating socioeconomic phenomenon. Four executive-related matters attracted the researcher’s interest: (a) What, indeed, is executive effectiveness?; (b) What specific executive behaviours, tasks, attributes, styles of leadership or other considerations make trendsetting executives effective?; (c) In what respects do executives who hold long-term (up-to-retirement) employment contracts differ from their fellow-executives who have opted for short-term contracts, with regard to matters such as remuneration, executive capability, executive migration, and psychosocial dynamics in the workplace?; and (d) How do executives from the public and private sectors differ in their executive job performance and what can they learn from each other with regard to executive effectiveness? Employment patterns of senior executives in many organisations change as their conditions of employment vary. In South Africa, the King report of 1994 questioned the wisdom of granting executive leaders of institutions and organisations contract terms of indefinite length. The researcher considered length of employment contract term as a critical matter. Would a reduction of stipulated duration of terms of employment in executive contracts promote executive effectiveness, result in higher productivity and restrict opportunities for deliberate corporate misconduct? In the study, the researcher intended to explore the effects of length of contract term on executive performance by comparing executives with long-term (up-to-retirement) employment contracts with executives who have opted for short-term employment contracts. The perceived differences will be apparent in criteria of effective executive leadership such as daily executive behaviours, executive tasks, and executive leadership styles.

<p> This qualitative study explored the perceptions of effectiveness of a performance review process at one family business. Ten employees across the firm were interviewed in order to describe the process, identify its strengths and weaknesses, and offer suggestions for improvement. Findings suggest that participants understood the process steps and timing, but had less accurate understanding of the process outcomes. Participants generally perceived the process as fair, helpful, and valuable to their development. Noted strengths included the process design and support from direct managers, executive leaders, and the organization. Weaknesses included the lack of structure, poor consistency in ratings, timing issues, and lack of goal alignment. Recommendations include improving the rating system, adjusting the process timing and structure, leveraging evaluation data as a talent management tool, and increasing stakeholder involvement. However, these study findings are considered exploratory, and more research should be conducted to determine how representative these findings are of family businesses.</p><p>

<p> This phenomenological study focused on the lived experiences of 17 deans in the Wisconsin Technical College System as they dealt with the end of collective bargaining. The interviews explored how the phenomenon impacted the professional role of the dean, how it changed key responsibilities, and the anticipated and unanticipated changes experienced as a result of this change. Four major themes emerged including: (1) change evoked a range of emotions and feelings in faculty that deans needed to address; (2) collective bargaining defined how deans did their work and shaped relationships; (3) the collective bargaining contract was a rule book that both complicated and simplified; and (4) collective bargaining locked what is known as golden handcuffs. The findings of this research contribute to the body of knowledge related to the deanship and organizational change in the presence of formal labor-management structures and relationships.</p><p>

The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.