Thesis (Ed. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 86-94). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 86-94). Also available on the Internet.

Thesis (M.S.)--Rutgers University, 2009. / "Graduate Program in Industrial and Systems Engineering." Includes bibliographical references (p. 60-61).

Thesis (M.S.)--Naval Postgraduate School, 2003. / Title from title screen (viewed May 14, 2004). "June 2003." Includes bibliographical references (p. 127-129). Also issued in paper format.

The use of competency assessments for the recruitment of staff has been around for some time. The benefits of conducting competency assessments has been discussed and debated by many Human Resources professional but not so much by managers who require the placement of competent people in vacant positions. With tights costs and operation budgets, companies are starting to question the activities and work practices that do not obviously seem to be adding any value to the bottom line. One of the practices is the competency assessment for staff recruitment and placement. The purpose of this research is to determine whether competency assessments are beneficial to the placement of staff in critical managerial positions. It is aimed at demonstrating if there is value add in the time and money spent in conducting these assessments. The main aim of the study is to determine the usefulness of competency assessments in the recruitment of Senior Managers within the South African Public Service. To facilitate the research, a case study design approach was selected. This approach was selected because a single situation was selected to allow an extensive investigation into the problem statement. The case study method also allowed the use of a mixed method approach to help obtain information using multiple data collection methods. The sample of this study consisted of a total of 160 Senior Managers in the National Treasury. This sample was the total number of Senior Managers who have been appointed and placed with the aid of competency assessment processes. The information for the research was contained through a number of techniques namely, the questionnaire to the Senior Managers and their subordinates, the interview process with the Senior Managers, and secondary information from the competency assessment service providers and National Treasury employee personnel records. Data obtained through the above method and techniques was statistically analysed using the Statistical Package for the Social Sciences (SPSS). The salient findings of the study indicate strong correlation between competency assessment scores with the current performance of the Senior Managers within the National Treasury. There are also strong signals of job satisfaction amongst the Senior Managers, suggesting that the placement of these managers informed and assisted by the competency assessment process has been a success. Recruitment experts and Line Managers within the Public Service will derive major benefits in using the competency assessments techniques in recruiting and placing people in critical positions. It is recommended that further research be conducted to assess and determine the usefulness and value add of competency assessments in the recruitment and placement of managers across the broader Public Service namely at a National, Provincial and Local government level. Once this study has been conducted and the results proves and support what has been found by this study, the Government must then prescribe the use of competency assessments for recruiting and placing people in all Senior Management positions. This will aid in making sure that the Public Service recruits people who can champion excellent service delivery on behalf of government. The Public Service will benefit by employing the right person for the right job. All the elements of effective job placement will be realised. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

The performance of an employee is an integral part of a project’s success. In order for companies to realise their project objectives, it is essential that both internal and outsourced employees are performing optimally. This study aims to identify the factors that affect internal and outsourced employees, as well as to determine if there is a difference in employee performance in terms of information technology project deliverables. A sample of 74 employees was used from Derivco, which is based in La Lucia Ridge, Durban. The sample included both outsourced and internal employees. The data was collected by means of a questionnaire which included likert based questions. The data showed that outsourced employees performed better than internal employees as they had a greater probability of meeting the business requirements of a project. The literature review suggested that there were 20 possible variables that could influence employee performance. The results of this study concluded that 17 of the 20 variables identified from the literature review were important. The results of this study will benefit both employees and the organisation. Employees can gain a better awareness of their performance as well as helping the organisation in developing a better program to improve both internal and outsourced employees’ performance. The study extends the work of several models such as the Bennet and Franco et al. (2001) performance model and Develin’s (1989) organisational model. These models created a foundation for understanding teams, employees and the employer characteristics, in order to determine their performance patterns. However, particular attention is given to the Bennett and Franco model (2001) as well as the Sharpley model (2002). The reason for selecting these models is that the factors investigated in these frameworks are similar to those investigated in this research. The research aims to investigate whether South African organisations face similar impacts to the models described. The Bennett and Franco et al. (2001) and Sharpley (2002) models are based on perception, motivation, performance and an individual or internal motivation process. The findings of this research indicate that employees face similar factors to those shown in the Bennett, Franco and Sharpley models. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

The Minister for Public Service and Administration Geraldine Fraser-Moleketi, made a request to government departments to move towards improved productivity, an improved scale of service delivery and the kind of quality service where citizens can say that public servants across the board, are performing to the best of their ability. The Government has put in place policies such as Performance Management and Developmental System (PMDS) as a gesture of its commitment and seriousness about effecting a better life for all through a business like approach to public service, Unfortunately some governments departments fail to enforce the policy accordingly. This paper is intended to examine the implementation of PMDS within the Department of Education in the North West. A qualitative research was conducted in the Corporate Center (Head Office) of the department. The data was collected from three managers and four staff members, two of whom are union representatives. The correspondence on PMDS and the researcher's observations were also used in this study. The investigation conducted revealed that performance management is not a priority in the department as it is done on an ad ho basis. There are also no specific people appointed to enforce the policy and those supervisors who do not feel like implementing the tool do so. This has a negative impact on the service delivery. There is a need for the department to make performance management a priority so as to improve productivity and service delivery. / M.Admin. (Industrial Relations) North-West University, Mafikeng Campus, 2005

Thesis (Ph. D.)--University of Nevada, Reno, 2007. / "May, 2007." Includes bibliographical references (leaves 77-87). Online version available on the World Wide Web.

Thesis (M.T.P. 1979) from the Department of Architecture, University of Adelaide.

Thesis (Ph.D.)--University of Western Australia, 2003.