M.Com. (Business Management) / This dissertation is a study of the theoretical basis of management by objectives compared with a modified system used by Technikon Southern Africa, an academic institution. According to management by objectives theory, certain elements should be present in any MBO system if the organization wishes to implement it successfully. The research was based on the hypothesis that the system (MBO) used by Technikon SA, although modified, would still lead to the effective and efficient management of the institution. The first part of this study describes the organizational climate of Technikon SA from its establishment to 1993. In particular, the discussion focuses on the need for an effective managerial system to manage the Technikon as an open system. The second part of the dissertation provides a theoretical framework, based on literature from many sources, which describes the underlyning philosophy of management by objectives. This discussion also comprises the elements of a management by objectives programme, as well as the possible benefits and pitfalls of such a system. The third part of the study refers to the implementation successes of management by objectives in tertiary institutions. This section essentially consists of a comparison of the management by objectives system used by the Technikon and the theoretical basis as it has developed since Drucker first introduced the concept. In the final chapter conclusions based on the comparison are made. The most important conclusion is the rejection of the hypothesis that the system used by the Technikon is effective. In the final analysis suggestions are made to improve the system used by the Technikon, the most important being the following: management must change from an autocratic management style to one of participation and self-control; academics must be seen as professionals who can be trusted to achieve their objectives by way of their own planning and actions; objectives must be determined from key performance areas; goal-setting must be a participative process; all objectives must meet certain criteria; action plans should be implemented; management must be competent to motivate, coach and persuade; continuous feedback should be given by management; and the most important of all, management by obj ectives should be implemented as an integrating system with the emphasis on its use for performance appraisal. Further research is suggested to determine an effective system for Technikon SA. Once again it was found that management by objectives, although an old concept, is effective, but only if management adheres to its basic principles

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Call number: LD2668 .T4 1928 R61

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: In an extremely competitive economic environment, WesBank’s differentiation strategy is focused on innovation and service excellence; both of which are dependent on people. The objective of the study therefore was to articulate the strategic role of human resources (HR) in WesBank to ensure alignment and integration of the human capital strategy with WesBank’s overall business strategy. WesBank continues to reinforce the importance of its people and has invested significant capital in a technology solution in order to facilitate the management of this important asset. However, after four HR restructures since 2009, the organisation continues to struggle to find the ideal structure and operating model for its HR function. Findings from the literature review confirm that this situation is not unique to WesBank because many organisations struggle to articulate and measure the effectiveness of their HR departments. There is a shift towards intangible assets in the new world of work such as brand recognition, knowledge, innovation and human capital. In this new era new business models are required. In this context, the human capital strategy is a prime source of competitive potential because it is intangible, difficult to see or quantify and therefore to copy. To test the impact of the current HR function in WesBank, two respondent groups were invited to take part in structured interviews. The respondents represented the viewpoints of business and the human resource communities. Both groups confirmed that the WesBank human capital strategy should have three focus areas, namely a transactional focus that measures service delivery on basic services, a transformational and strategic focus and a focus on measuring the impact of the strategy on organisational success. Both groups believed that at the time of the interviews, WesBank did not have a clearly defined human capital strategy, which manifested itself in HR’s value being experienced as convoluted, and the HR structure having changed four times since 2009. Research suggests that organisations can realise a 43 percent impact on performance if the HR function is freed up to focus on strategic contribution. WesBank’s recent investment in an HR system aimed to reduce the disproportionate amount of time HR allocated to administrative tasks. However if HR is unable to successfully leverage the opportunity provided by this investment to redirect efforts to strategic contribution the estimated impact of the new technology on organisational performance reduces to 5 percent. If WesBank is able to anchor HR in strategy implementation it will be easier to quantify HR’s impact on performance.

D.Comm. / The purpose of this study was to build a comprehensive, holistic people integration process model for people integration during mergers and acquisitions (M&As). M&As is a popular and frequently used strategic initiative by organisations to grow their business. It has been estimated that 80% of M&As are unsuccessful in producing any shareholder value. In many cases lack of culture integration, a people aspect, is mentioned as one of the main reasons for M&A failure. Poor people integration during M&As is thus a major cause of M&A failure and motivated this research. The research objective was firstly, to build a model from current best practice in the M&A field. In building this model (Model P) inputs were received during interviews from experts and practitioners in the M&A field. The second research objective was to build a theoretical model (Model T) based on an in-depth literature review. The third research objective was to verify Model T with experts and practitioners in the M&A field. A questionnaire was distributed to experts and practitioners in the M&A field. The findings from the verification process were integrated with the findings from a comparison between Model T and Model P and a final model (Model TP) was built. The last research objective was to apply Model TP to two case studies in order to demonstrate the practical use of Model TP. The research process was completed upon arriving at Model TP and illustrated its practical use in the M&A field. The overall conclusion in the study was that the main difference between Model T and Model P turned out to be in the model design. Model T was based on an organic model design whereas Model P had a linear design. An organic model design was also chosen for Model TP. The reasons for choosing an organic model design were that this design emphasised the complex interrelationships and dynamic tension of the building blocks within the people integration model. That means that a change in any of the building blocks would impact on the other elements of the model. The contents of the models, i.e. the actual building blocks of the practice model and the theory model, were very similar. This implies that experts and practitioners in the M&A field have the necessary knowledge of what a successful people integration process entails. A comprehensive, holistic people integration process may not have been documented academically, but practitioners do have the knowledge of effective integration of people during M&As.

Typescript (photocopy). / Digitized by Kansas Correctional Industries

Human resource management involves a set of activities that involve employees within organisations. The development of the concept of strategic human resource management requires systematic examination and an informed perspective. High commitment human resource systems aim to enhance employee commitment within organisations. High commitment human resource systems have close relationships to organisational performance. Management must therefore understand the ways in which organisational performance can relate to high commitment human resource systems in order to achieve a competitive advantage in today's intensively competitive marketplace.Small businesses are important players in various economies; therefore, understanding how high commitment human resource systems relate to organisational performance in small businesses would be valuable. Despite the considerable benefit associated with knowledge of the relationship between high commitment human resource systems and organisational performance in small businesses, this area has not been specifically researched. This study empirically addresses these topical issues by asking:Are high commitment human resource systems related to organisational performance in New Zealand small businesses?In order to answer this question, this study develops a set of research propositions. A respondent group of small businesses completed a questionnaire designed to gather information regarding the relationship between high commitment human resource systems and organisational performance in small businesses. Statistical analysis of the data identified a number of interesting findings.The results indicate that small businesses conduct high commitment human resource systems with compliance and commitment human resource practices. Small businesses use compliance human resource practices much more widely than commitment human resource practices. The results of this study provide evidence that commitment human resource practices do exist in the context of small businesses; however, commitment human resource practices are unique to the context of small businesses, differing from those in larger organisations. This study also suggests that commitment human resource practices in small businesses do not relate to organisational performance with regard to employee turnover or financial performance as they do in larger organisations. This study emphasises the importance of an understanding of how high commitment human resource systems relate to organisational performance in the context of small businesses. The study also discusses implications for research areas and business practice, the limitations of the study, and suggestions for future research.

wage regulation in Orissa

Dissertation (Ph.D.)--University of Toledo, 2009. / Typescript. "Submitted as partial fulfillment of the requirements for the Doctor of Philosophy in Manufacturing and Technology Management." Bibliography: leaves 246-252.

Thesis (Ph. D.)--Columbia University, 1939. / Vita. Published also as Teachers college, Columbia university, Contributions to education, no. 784. Bibliography: p. [257]-278.