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by Chim Wing Ming. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 58-60). / Chapter I. --- INTRODUCTION --- p.6 / Chapter II. --- METHODOLOGY --- p.8 / Chapter III. --- FRAMEWORK FOR HUMAN RESOURCE MANAGEMENT --- p.11 / Differences between HRM and Personnel Administration --- p.11 / Reasons behind the rise of HRM --- p.13 / Principles of HRM --- p.14 / Aim of HRM --- p.19 / Conducive Factors for Implementation of HRM --- p.20 / Implementation of HRM : Some Empirical Findings --- p.25 / Chapter IV. --- HONG KONG GOVERNMENT : A CASE STUDY OF HRM --- p.30 / Background --- p.31 / The Need for HRM --- p.33 / Aims of HRM --- p.34 / Features of HRM in the Hong Kong Government --- p.35 / Factors Affecting the Implementation of HRM --- p.47 / Chapter V. --- CONCLUDING REMARKS --- p.53 / BIBLIOGRAPHY --- p.58 / ANNEXES / Chapter 1. --- A List of Questions Asked in the Interview / Chapter 2. --- Stereotypes of Personnel Management and Human Resource Management / Chapter 3. --- Information Sheet about Education Department / Chapter 4. --- Human Resource Management Framework set up by Civil Service Branch / Chapter 5. --- Aspirations for HRM Policy and Practice set by Civil Service Branch / Chapter 6. --- Civil Service Branch HRM Review : Initial Management Improvements / Chapter 7. --- Vision of Education Department / Chapter 8. --- HRM Programme Plan of Education Department (January1997)

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2018. / Universities have been producing graduates at a fairly fast rate, yet the cry for technical expertise and educated graduates. Thousands of university graduates are not employed, or they end up in industries and places that have nothing to do with their education and or qualifications. Too often the unemployed graduates they owe money loaned for studies which they are not able to repay because they are essentially unemployable, the may be because of a stagnated economic growth thereby a general high level of unemployment. The levels of entrepreneurial activities have remained low and there are no expectations of a sudden turn around for the economy. The researcher looks at one aspect of the graduate studies, specifically human resources management qualifications offered by the Cape Peninsula University of Technology in the Western Cape South Africa from the period 2014 to 2017. The research was largely descriptive and partially exploratory which resulted in the use of an assorted method approach (qualitative and quantitative). The research focuses mainly on the activities of those employed as Human Resource practitioners and the expectations at their work stations. Together with this the respondents gave extra detail on what is expected of them together with duties frequently performed. Based on this, the data was captured and analysed for similarities of expectations from more than 50 organisations. The findings indicate that there is a serious disjuncture between what is taught in the class and what the industry practices and expects. Recommendations of the ideal course structure are added to the findings to enable institutions of higher learning to adjust their curricula in line with industry needs.

by Chan Ping-wah. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 135-140.

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

There is no question that effective talent management requires a well-defined process. Talent management includes all talent processes needed to optimise people within an organization. The processes include: attracting, recruiting targeted selection, performance management, succession planning, talent reviews, development planning and support, career development, and workforce planning. The hired employees should be developed to mould into the organization culture so that they support the vision and mission of the organization. Retention of key employee is critical to the long term success of business as it ensures customer satisfaction, product sales, and satisfied co-workers, reporting staff, effective succession planning and a deeply embedded organisational knowledge and learning culture. iii The research problem in this study was to investigate how successfully Talent Management and Employee Retention strategies been implemented at the Bank of Zambia. To achieve this objective a comprehensive study was undertaken on talent management and employee retention. The study involved conducting a literature survey to understand the processes that are necessary for implementation of talent management and employee retention in an organization. An empirical study was later conducted to investigate whether the processes of talent management and employee retention have been successfully implemented at the Bank of Zambia. The survey was compared to the literature review to determine whether the Bank of Zambia complied with the findings in the literature review. The main findings from this research are that for talent management to be successful, the initial step of planning right from the strategic point of aligning to talent goals to business goals through to succession planning should be well conducted. This process needed special attention. As much as the empirical study showed a case of progress towards engagement, there was concern raised regarding job security. Some employees perceived that they were insecure in their job. Compensation and rewards were also perceived to lack equity in their distribution and that promotion and career progression were below expectation for may employees The final observation from the investigation was that the organizational culture was not well adopted by respondents. . Employees perceived that the culture did not support innovation and the rewards system did not provide incentives for better performance.