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Foundational assumptions in selecting human capital metricsChrysler-Fox, Pharny D. 25 August 2011 (has links)
M Com (Human Resources Management) / The aim of this study was to explore and describe foundational assumptions in selection of human capital metrics, unpacked within three broad categories of meaning, namely: why?, what?, and how? we measure human capital. A literature study was conducted to demystify conceptual elements and to report on the status quo. A modernist qualitative research methodology, with purposive and snowball sampling to recruit a limited number of practitioner experts in the field of HC and HC measurement in South Africa, was employed. With the aid of computerised qualitative data analysis software, thematic analysis was inductively applied to data generated during unstructured, in-depth interviews. Twenty-four assumptions found and positioned within the three broad categories of meaning (why?, what?, and how?) provide some understanding of selection in human capital metrics. Significant clusters of findings are: the supply of decisionlevel specific human capital information (which originated heuristically and inferentially), the limited value attached by senior managers to transactional and compliance information, the systemic integration (vertical and horizontal) of the business strategy into the business value chain, supported by multiple and parallel value chains, and an emerging measurement framework within HR. These clusters are representative of two emerging and overarching paradigms, namely: the current and entrenched Performance Measurement Paradigm (transactional), and the aspiration towards the fruition of a Human Capital Contribution Paradigm. It is clear from this study that there is still conceptual confusion regarding the terms human capital and metrics as presented in literature and understood and applied in practice. Recommendations are offered to eradicate conceptual confusion and to assist HR in moving towards a Human Capital Contribution paradigm. Read more
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Performance management in education : optimisation of educator potentialMabale, Jacob Bonang 31 August 2011 (has links)
D.Ed. / The re-admission of the Republic of South Africa to the global arena does not only imply that the education system be effectively managed and governed but also that the potential of all stakeholders in education be optimized. The rationale for performance is linked to investment in people to yield high returns in education in the form of qualified and skilled personnel, a productive and competitive workforce and an effective and efficient educational community. In the light of the preceding, the quest for quality education is interlinked with an integrated quality management system. The basic premise here is that through performance management the education system would ensure optimization of potential in order to unfold individual potential and release their latent energy and to promote economic growth and improve the quality of life for the South African citizen at large. Similarly, the optimization of the potential of educators and learners alike is seen as a necessity for ensuring provision of quality education in a high and productive education system. In chapter two, one of the most important aspects discussed is providing a broader knowledge on how human potential should be optimized and performance be managed in education institution. In the light of optimization of potential, various activities that make up human resource management and development process were discussed sequentially in this chapter. The components were interrelated and integrated So that they should not be seen as fragmented unrelated elements. For example, the beehive model of organizational development present seven workplace practices as a strategy in educational institutions to develop educators and managers to their institutional competitiveness. in addition, it was indicated that educational managers should incorporate new ways of working into every facet of their operation in order to excel in the implementation of planning and processes, and continuously evaluate resistance to change and awareness of the consequences of non- delivery, through these workplace strategies, educational managers may be in the position to synchronise all the resources for maximum work performance. Read more
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Identification of the conditions required within an organisation for a talent management strategy to successfully be put in placeTomany, Anita January 2012 (has links)
Talent management has been viewed both as a relatively new phenomenon that can deliver competitive advantage and as the latest management fad that is nothing more than a sub-section of human resources. Much has been written on the subject, albeit predominantly by consultants, so there is little academic rigour on the subject. Moreover, the majority of the literature focused on highlighting the diminishing supply of talent and providing advice to practitioners around recruiting, retaining, developing and rewarding talent. This thesis reviewed the existing literature to provide a holistic view on talent management in order to add value both at the academic and practitioner level. It focussed on what conditions an organisation is advised to put in place in order to leverage the performance of talent and whether talent can have a significant impact on organisational performance. The secondary research suggested that talent could act as a lever for organisational performance. This was tested through primary research, from the organisational and individual perspective, and resulted in the identification of four conditions that impacted on the performance of talent. These conditions were grouped into a model, which was tested both by the case study organisations and by organisations that had not been involved in the research. The findings were used to adapt the model and this is offered for subsequent researchers to further develop in order to explore generalisability for all organisations. Read more
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Multilevel linkages between HR practices and firm performanace : evidence from the hotel industry in ChinaSun, Liyun 01 January 2005 (has links)
No description available.
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The influence of talent management on strategyPiti, Mfundo January 2010 (has links)
Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy. Read more
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Evaluation of supervisor performance at Transnet port terminalsBen-Mazwi, Amanda January 2014 (has links)
The study is about evaluating supervisor performance at Transnet Port Terminals (TPT) and the impact it has in the business world in general. The aim of the study was to evaluate the quality of supervisors at Transnet Port Terminals (TPT) in the Eastern Cape. The sample size of 43 supervisors working at TPT from different departments like operations, planning, key accounts and procurement participated in the study. The sampled supervisors are between the ages of 20 and 59 years and was composed of females and predominantly males. The data was gathered through a questionnaire that was designed particularly to address the lack of quality of supervisory support at TPT. The response from respondents were tied to themes that were constructed, which are: (a) organisational goals; vision and management competencies; (b) communication; (c) performance cycle-setting of goals; (d) supervisor/supervisee performance conversation; and (e) supervisory development programme. The literature gathered and deliberated on in the literature review emanate from different authors in the form of books, journals and treatises. The empirical results were linked to theories gathered from different authors. Research findings were used to curb the issues identified, which will be beneficial to both TPT and its employees. The recommendations were submitted to the company to look at developing an in-house supervisory programme, capacity building internally and creating platforms for effective communication. Read more
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Investigating talent management as a strategy to promote employee retention at ABSA BankPepeta, Phumeza Martha January 2012 (has links)
Research studies have reported that many organisations are challenged with the ability to retain talent. Against this background, the purpose of this study was to investigate whether Absa Bank’s talent approach is succeeding in retaining critical talent. Talent management is undoubtedly one of the critical strategic imperatives facing business leaders today. The current war for talent and skills shortage has resulted in growing pressure to attract and retain talent in order to have a competitive advantage. The literature review in this study revealed that there is no “one size fits all” approach when it comes to talent management. The study emphasised the importance of having a talent strategy that focuses on unleashing and harnessing talent rather than just recruiting the best people in the market. The study further highlighted that organisations should clearly identify their own talent drivers, based on their unique organisational culture and business strategic imperatives. The key talent drivers discussed in this study include recruitment and selection, training and development, performance management, reward and recognition, diversity and culture, quality leadership and barriers to effective talent management. The study further argued the importance of having a compelling employee value proposition (EVP), in an attempt to attract and retain the best people. The target population for this study consisted of middle managers at Absa Bank, where the majority of key value roles, which are critical for retention lie. A sample of 100 respondents was randomly selected from the total population. The findings suggested that when an organisation has effective leadership, it is more likely to create a compelling EVP that is conducive to talent retention. Furthermore, the findings revealed that Absa is effective in applying certain talent strategies whilst other areas required more attention. Read more
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A critical analysis of organisational strategies for employee engagementPoisat, Paul January 2006 (has links)
Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement. Read more
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A study of the method of officer cadet assessment employed by the Royal Canadian School of Mechanical Engineering utilizing the critical requirements and peer rating techniques.Otke, Paul Gerald January 1958 (has links)
The Royal Canadian School of Mechanical Engineering at Camp Chilliwack, British Columbia, assesses officer cadets on a five point scale, in terms of 13 qualities which are considered by RCSME to be characteristic of a "good man".
This research was undertaken for the purpose of critically examining this assessment method to suggest possible improvements to it. The assessment method was examined in two ways : (a) By carrying out a job analysis by means of the critical incident technique to derive Critical Requirements for COTC cadets and use these as a basis for judging whether or not the criteria of assessment at present in use are well formulated; (b) By obtaining peer ratings by the cadets themselves to serve as a basis for-examining the validity of assessments that have been made by the existing procedures.
The Critical Incident Technique, as outlined by Flanagan, was used to obtain incidents from the entire cadet population and from the instructors who were currently involved with or were familiar with COTC training,
There were three major differences between cadets and instructors in the incidents collected: (a) the rank orders of incidents showed marked differences for a few Critical Requirements but in general considerable similarity existed; (b) the number of incidents collected from certain locations differed, and (c) a disproportionately large number of ineffective incidents were contributed by instructors.
A detailed comparison was made between the Critical Requirements isolated in this study and the categories employed at the RCSME in the assessment of cadets. There were 11 Critical Requirements for which no corresponding categories existed. Three main objections to tie RCSME categories were discussed.
Peer ratings were obtained for the entire cadet population. These predicted future officer performance without being unduly affected by popularity. The peer ratings of First Phase cadets were found to be more accurate than those of Second Phase cadets.
Peer ratings were scored by weighted and unweighted scoring techniques. Both methods yielded almost identical results. The unweighted scoring technique, however, requires fewer calculations and is less time consuming.
The results of this study indicated that peer ratings can be used as an independent measure of officer cadet performance.
Two improvement procedures were suggested. First, that the Critical Requirements isolated in this study be used as a basis for assessment in the form of a check list or other device and, second, that the employment of peer ratings be incorporated as one of the components of the assessment method. / Arts, Faculty of / Psychology, Department of / Graduate Read more
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Bargaining strategies of white-collar workers in British ColumbiaMarchak, Maureen Patricia January 1970 (has links)
The primary objective of this thesis is to examine the relationship between job control — that is, the amount of discretion a worker exercises at his job — and bargaining strategies. The relationship between income and bargaining strategies is also examined, and the joint effects of income and job control are analysed. In addition, attention is given to the association between social interaction rates among workers with job control levels held constant, and bargaining strategies.
The main argument associates job control with replaceability and with marketability of skills; these with bargaining strategies; and, consequently, job control with bargaining strategies. Hypotheses are stated which link low job control to the low incidence of individual bargaining, low income, willingness to join unions, and union membership. An argument then links low job control to passive behavior, and consequently to low individual bargaining, and low rates of participation in union activities.
Survey research, involving interviews with white-collar workers
in 43 commercial firms in British Columbia, was undertaken to test the arguments. Tests consisted of percentage comparisons between workers with differing levels of job control, with respect to specific questions and responses. Data was examined separately for men and women.
Support was found for the predicted associations between job control and individual bargaining, and job control and Income. For women, but not for men, support was found for the predicted associations between job control and willingness to join unions, and job control and union membership. For men, but not for women, limited support was found for the predicted relationship between job control and participation rates in union activities.
An analysis of the relationship between income and strategies revealed that low incomes are associated with willingness to join unions. When job control levels are held constant, income continues to be inversely associated with pro-union responses. Similarly, when income levels are held constant, an inverse relationship is maintained between job control and pro-union responses. High income tends to decrease the effects of low control, and high control tends to decrease the effects of low income. The two variables also interact, such that a combination of low control and low income is strongly associated with pro-union responses.
It is suggested that the evidence justifies further examination of relationships between job control and bargaining strategies, but that this examination should take into consideration more detailed information regarding specific populations engaged in given skill areas, and the employment opportunities available to them.
An additional argument associates low interaction rates of workers
and management personnel with pro-union responses and union membership,
and high interaction rates of workers and co-workers with pro-union responses and membership. The argument is stated with respect to the opportunity workers have for engaging in discussion of bargaining positions, defining the employer as an opponent, and organizing collective energies. This section of the theory was generally unsubstantiated. It is suggested that white-collar workers have higher interaction rates than manual workers, and differences in rates do not have a substantial influence on organization potential. / Arts, Faculty of / Sociology, Department of / Graduate Read more
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