Background and Aim: Talent Management has become an important topic of discussion in South African organisations as it becomes more difficult to attract and retain highly qualified, skilled and talented employees. Retention of talent does not only mean of ensuring that a well qualified workforce is retained but it is also linked to how these talents can be nurtured and motivated to consistently strive for success and growth. The more employees' talents are managed and developed the more they are likely to focus their energies on improving their performance and focus their individual energy to the success of the organisation. The main aim of this research was to investigate the relationship between Talent Management, Productive Organisational Energy and Intention to Quit of employees in a Government institution in North-West. Method: A quantitative research approach was followed with data collected from employees of the North West Provincial Department (N=127). The Human Capital Index (HCI), Productive Organisational Energy Measure (PEM) and Intention to Quit Scale were administered. Principal Component Analysis, Reliability Analyses, Descriptive Analyses and Regression Analyses were applied. Results: Significant relationships exist between the following variables: • A positive relationship exists between Talent Management Practices and Productive Organisational Energy dimensions. • A significant relationship exists between Talent Management Practices and Intention to Quit. • A negative relationship exists between Talent Management Practices and Employees' Intention to Quit. • A significant relationship exists between Productive Organisational Energy and Intention to Quit. • A negative relationship exists between Productive Organisational Energy and Intention to Quit Mediator between variables: • From the Multiple Regression analysis conducted on the relationship between Talent Management, Productive Organisational Energy and the intention to quit it was determined that Talent Management Practices were not a statistically significant mediator for the relationship between Productive Organisational Energy and the intention to quit. Practice Relevance: To date there are limited empirical research studies on Talent Management in the South African context. In addition no research has been done between on the relationship between Talent Management, Productive Organisational Energy and Intention to Quit in the South African context. The study will go a long way in an attempt to identify if there is a significant relationship between the concepts, and makes a contribution to the body of knowledge surrounding the relationship between the three concepts in the South African context. Furthermore, the study of measures of organisational energy which can be applied in the South African context will assist those interested in the relationship between talent management, productive organisational energy and intention to quit in the workplace. This research will thus point out the extent to which the application of Talent Management Practices in the organisational influence the productive organisational energy of employees and hence their intention to leave the organisation. / Thesis (M.Com (Human Resource Management) North-West University, Mafikeng Campus, 2012

published_or_final_version / Business Administration / Master / Master of Business Administration

The Hong Kong Special Administrative Region Government is definitely a typical example of a tradition bureaucracy which translates policies into actions. It relies on neutral and career civil servants working in the Weberian hierarchy to deliver public goods and services. The principal-agent theory may be used to study the contractual and hierarchical relationships in the public bureaucracy. It postulates that agents have conflicts of interests and information advantages over their principals and make use of opportunities to manipulate their principals and the political process for gains. Hence, an appropriate manpower strategy, either by external labour market or internal labour market, is necessary to ensure agents choose those courses of actions that produce desirable outcomes so as to achieve organizational objectives and operational efficiency. The Hong Kong Housing Authority (“HKHA”), as a statutory body, is responsible for formulating public housing policies in Hong Kong whereas the Housing Department, as the executive arm of the HKHA and one of sixty-one government departments, is responsible for its implementation with the objectives of the Government’s Long Term Housing Strategy. In late 1990s, the Government embarked many public management reforms in which the fundamental ways in delivering public goods and services have been altered. Since 1998, the HKHA has introduced many substantial reforms in its core businesses, including an aggressive manpower strategy of employing contract staff and ceasing the recruitment of civil servants. The HKHA’s original long-term manpower strategy which mainly relies on the civil service fits the Internal Labour Market model very well and promotion serves as an effective mechanism to achieve organizational efficiency. However, the employment of contract staff which introduced a number of efficiency features from the external labour market fails to appreciate the importance of promotion, and operational inefficiency was found as evidenced by various documentary sources and analyses from interviewees. The findings of this study are consistent with the Hypotheses and it is recommended that the HKHA explore alternative human resource management policies and practices, in additional to the existing ones, to cope with the rising public expectations and the increasing challenges for the years ahead. / published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

No description available.

Thesis (M.B.A.)--Univerrsity of Hong Kong, 1993.

Thesis (M.S.)--University of Wisconsin--Madison, 1964. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 133-144).

Thesis (Ph. D.)--Georgia State University, 2008. / Title from file title page. Bruce E. Kaufman, committee chair; Barry T. Hirsch, Klara S. Peter, Hyeon J. Park, committee members. Description based on contents viewed Sept. 22, 2009. Includes bibliographical references (p. 159-165).

This study investigates the effect of leadership styles on cultural diversity management of employees in the workplace. The main objectives of this study were to explore the relationship between leadership styles and cultural diversity management; and to develop a deeper understanding of the nature and extent of the relationship between leadership styles and cultural diversity management. Results indicated positive correlation on effect of leadership styles on cultural diversity management of employees in the workplace. The majority of the correlational results found in the study add to a generally high level of support for most of the relationships found in the literature.

A research report submitted to the Faculty of Health Sciences, University of the Witwatersrand, in partial fulfilment of the requirements for the Degree of Master of Public Health / Introduction Performance management system is set of techniques used to plan, direct and improve the performance of employee in line with organizational objectives. Performance management is a critical management responsibility to ensure achievement of the organization strategic goal. The performance management system is a good initiative in the public sector but faces critical implementation challenges. The implementation of performance management system in Mofumahadi Manapo Mopeli Regional Hospital is regarded as a challenge because of the increase number of complaints and disputes at the end of the cycle. Main Aim To identify the challenges in the implementation of the performance management system at Mofumahadi Manapo Mopeli Regional Hospital. Methodology The study is a descriptive cross sectional study and based on a self administered questionnaires to the personnel working in Mofumahadi Manapo Mopeli Regional Hospital. Data was collected over a period of one month and an assistant was used to distribute and collect the data. The assistant followed up with all unit managers v to increase the return of questionnaires. The data collected was kept confidential and anonymous. The data processing was done by the researcher and the information from the questionnaire was analysed in Excel program. Research limitation: There was a low return of questionnaires due to the lack of interest in participation in research as participation is voluntary. Changes in the personnel statistics such as resignation and transfers of officials during the financial year affected the population size during the period of the data collection. Result: Overall the study found that employees do not like the system because of inconsistency. The supervisors are not held accountable for the monitoring of PDMS and conduct inadequate evaluations and apply inconsistent processes. The implementation process is left up to the supervisors and the employees and often takes place at the last minute of the performance cycle. Organisational value and short term rewards overlook high performers.

Thesis (M.B.A.)--University of Hong Kong, 1994. / Includes bibliographical references (leaves 96-97).