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Managing on the middle level of the academic environment has become an essential managerial competency, particularly in a large library of an Open Distance Learning (ODL) institution which serves 400,000 students with a diverse student profile. The research focus of this study in the ODL environment is thus on management and organisational theories that indicate what it takes to be a good manager. This is a positivist case study which triangulates data collection methods. Quantitative data and qualitative data were collected. The findings indicate a 94,7% response rate to the survey questionnaire and 100% participation of the invited ODL middle managers in interviews. Interviews were conducted with ODL Library middle managers who operate on the level of supervisor, manager, deputy director and director. Findings revealed ODL Library middle managers‟ perception of success and that they worked and planned for career progression that was facilitated by relevant qualifications and experience, that the external support received from their families and the use of develop ment strategies and various approaches, such as personal career planning; performing secondary management roles in the ODL Library; attendance at management short courses, all influenced their successful appointment as middle managers. It further indicates that an optimum career path is influenced by factors such as ability, communication, hard work and determination. Development strategies pertain to management and leadership development which enable ODL Library middle managers to perform the role of manager in both a Library and Information Science environment, ODL environment and management environment which foster an understanding of their role in strategic planning. The most important competencies to be acquired are planning and administration, emotional intelligence and self-management, communication and teamwork. The study reveals that a high premium was placed on the importance of the selected success definitions, strategies and competencies, but that own success measured against these was lower. The subsequent recommendation is to develop ODL Library middle managers in terms of factors and strategies that lead to career success and to ensure the use thereof. / Information Science / D. Litt. et Phil. (Information Science)

by Chan Chung-Fat. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 79-81). / TABLE OF CONTENTS --- p.iii / PREFACE --- p.v / EXECUTIVE SUMMARY --- p.1 / Chapter / Chapter I. --- INTRODUCTION --- p.3 / Pay Management as a tool to attain competitive advantage --- p.4 / Objective --- p.5 / Methodology --- p.5 / Chapter II. --- PAY MANAGEMENT AS A COMPETITIVE TOOL --- p.7 / Does Pay matter ？ --- p.8 / Staffing --- p.11 / Performance Management --- p.12 / Employee Development --- p.13 / Organizational Development --- p.14 / Summary --- p.15 / Chapter III. --- PAY MANAGEMENT - BEST PRACTICES --- p.17 / Simplicity and Openness --- p.19 / Consistency --- p.20 / Process Standardization --- p.22 / Ownership of Pay Management Process --- p.23 / Control --- p.24 / Pay for Performance and Competency --- p.26 / Pay for Contribution and Variable Pay --- p.27 / Incorporating Performance Management as part of Corporate Culture --- p.30 / Measurement --- p.33 / Link to Employee Development --- p.35 / Adaptability --- p.36 / Outsourcing and Strategic Center --- p.38 / Summary --- p.39 / Chapter IV. --- PAY MANAGEMENT SYSTEM IN HK COMPANIES --- p.40 / Modern Terminals Limited --- p.41 / Dah Sing Bank Financial Group --- p.46 / The Royal Hong Kong Jockey Club --- p.48 / Kowloon-Canton Railway Corporation --- p.51 / Dow --- p.53 / Intel --- p.56 / Marks & Spencer --- p.58 / Chapter V. --- CONCLUSION --- p.61 / Corporate Vision and Mission --- p.62 / Corporate Culture --- p.64 / Organizational Structure and Company Size --- p.66 / HR Leadership and Vision --- p.67 / Employee Profile --- p.68 / Information Technology --- p.69 / Business Environment --- p.69 / Summary --- p.71 / APPENDIX --- p.72 / BIBLIOGRAPHY --- p.79

published_or_final_version / Public Administration / Master / Master of Public Administration

This study of personnel policies in college and universities includes such phrases as administrative control, classification and distribution of positions, selection and appointment, terms of employment, teaching loads, and appraisal and interpretation of personnel policies. This study is planned to provide data on the policies with regard to the non-teaching staff as well as those of the teaching staff. From this study the writer concludes that strong personnel policies are not being developed by the twenty-five colleges and universities studied. The administrative officers apparently are largely unaware of the vital needs of such policies, and the members of the staff are reported to have little representation in formulating the policies which are adopted. Furthermore, it is evident that colleges and universities are not taking the lead in the unification of personnel policies in institutions of higher learning, and the worth of each individual employed by the institutions is not being recognized.

Call number: LD2668 .T4 1985 J66 / Master of Science

Botswana Railways has been facing low employee motivation and productivity for some time. Companies such as Air Botswana which had been experiencing similar issues decided to privatise to increase its efficiency and, as a result, turned things around. Hence, using both quantitative and qualitative investigation at the Headquarters of the Botswana Railways, this study sought to determine the extent of employee motivation and how to enhance it in order to increase employee productivity. The study revealed that employees' main grievances included poor remuneration and lack of opportunities for growth and promotion. It is recommended that Botswana Railways implements policies and strategies which could uplift employees' morale to increase employee productivity and company output. / Thesis (MBA) North-West University, Mafikeng Campus, 2011

The job diagnostic survey will be used to gather data on job satisfaction and motivation from the chosen data set. This is a structured questionnaire which provides quantitative results. These results wil be used to calculate the motivation potential score for each individual. Statistical methods will then be used to evaluate the results. This information, together with theory such as Hertsberg's 2-factor theory and Hackman and Oldham's job characteristics model will be used to propose ways of enhancing the jobs of graduate South African engineers. This will improve their job satisfaction and motivation allowing companies to attract, retain and gain greater performance from them. / This research has three main purposes. Firstly, it examines the level of job satisfaction and motivation of engineers and actuaries in South Africa and compares this with other groups. Secondly it examines the role of job design in their job satisfaction and motivation. Thirdly, it recommends ways to increase the level of satisfaction and motivation. The research methodology was based on Hackman and Oldham’s Job Characteristics Model (JCM) and accompanying Job Diagnostic Survey. It states that high satisfaction, motivation and effectiveness will result from the presence of five job characteristics as long as certain intervening factors are also present. It was found that Job design, as proposed by the model, does contribute to satisfaction and motivation. Relative to other groups of employees, actuaries and engineers in South Africa are satisfied. Of those surveyed, civil engineers had the highest level of satisfaction and electrical engineers the lowest. Actuaries scored higher than engineers. The results of this research suggest organisations should increase feedback to employees and improve opportunities for growth. Further research should be done on the intervening factors and the effects of demographic differences within the two groups.

The main objective of this research was to investigate, analyse and evaluate attitudes towards electronic human resource management (e-HRM) tools within a large South African financial institution. This was done by developing and validating an instrument to determine e-HRM tool usage, e-HRM tool preference as well as attitudes towards e- HRM. Methodology: a total of 104 HR professionals and line managers completed the e-HRM attitudinal questionnaire. The sample demographics were obtained using analysis of the frequencies of respondents in each of the demographic categories as well as within the tool usage section and attitudinal measurement section. To ascertain the internal consistency of the attitudinal component of the e-HRM measurement instrument and the six attitudinal subscales, the Cronbach’s alpha reliability coefficient was calculated for overall scale and corresponding subscales. Due to the low reliability obtained for three of the subscales, the structure of the e-HRM measurement instrument was assessed using exploratory factor analysis. Differences between groups with regard to preference for tool usage were assessed, using Pearson’s Chi-Square tests for both the occupational and the demographic characteristics of respondents. Finally, to explore whether there were any significant differences for biographical and occupational demographics and attitude on the measurement instruments, an independent samples ttest was conducted and one-way analysis of variance (ANOVA) was used. The main finding of the study was that users of e-HRM tools had significantly more positive attitudes towards e-HRM tools than non-users. / (M.A. (Industrial and Organisational Psychology))

Management development is critical for effective job performance and in turn for the success of the organisation. The cost of this development "calls for" an evaluation of the increased performance actually achieved. The aim of this study was to evaluate the effects of a development centre on management "performance" in South Africa. Research on this aspect of the assessment centre technology is lacking. The research was based on the Solomon Four-Group design. A sample of Ill managers at supervisory level was used. The job performance of participating managers was measured prior to attending the centre and three months after attendance. Consistent with the available research findings, the results indicated a statistically significant increase in the critical dimensions measured in the experimental groups. Consequently it was concluded that, in support of the hypothesis posed, the participation in a development centre contributes to an increase in managerial performance. Key terms: development centres; assessment centres; management development; managerial performance; managerial-dimensions; managerial-competencies. / Economics and Management Sciences / M.A. (Industrial Psychology)