This study investigated the use of competencies for human resource management in seven Australian companies. Despite advocacy for the use of competencies by Government Committees and Task Forces (For example Carmichael (1992), Mayer, (1992) and Karpin, 1995), and the existence of competency standards for eighty per cent of the Australian workforce, the competency approach has not been widely adopted. A review of the literature indicated that the term competency had several meanings with different implications for its use depending on the meaning. The study looked at how individuals have defined the term and applied the approach to human resource management practices. Interviews were conducted with Human Resource and Training managers, and operative staff in companies using competencies. How they defined the term, described the rationale for using competencies, and applied competencies to selection, training, performance appraisal and remuneration were determined. Case studies were written for each company to describe their particular application of competencies. Competencies were found to be defined in several ways by those interviewed. Some advantages of using competencies in human resource management applications were found. The amount of work involved in introducing the competency approach was described as a reason why competencies have not been more widely adopted.

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 114-121).

Thesis (Ph. D.)--University of Washington, 2006. / Vita. Includes bibliographical references (leaves 131-139).

<p><font face="ArialMT"> <p align="left">The study recommends that performance management has to be approached from an integrated perspective. The process of the design of performance management must include a thorough consultation with major stakeholders. The implementation of the system has to be supported and driven by top leadership and management. The change management process should be supported by a proactive communication strategy and it should be managed strategically and by competent staff. A reward system that distinguishes high from mediocre performance should be put in place. Programmes must be implemented to ensure high levels of staff motivation. Monitoring and evaluation mechanisms must be put in place to ensure implementation of sustainable performance management systems. These recommendations led to the design of an integrated performance management system. The study concludes that integrated performance management, as a multidisciplinary methodology related to organisational strategy, structure, culture, systems and processes, should be regarded as a critical tool for improving motivation and performance of individuals, teams, departments and the public service as a whole.</p> </font></p>

This thesis explores the initiatives possible for corporations interested in providing child care services to their employees. It also attempts to explain why corporations are becoming increasingly interested in providing this benefit to employees.A needs assessment survey was designed to discover the child care related needs of employees and to determine how child care responsibilities impact the work environment. An exploratory study was conducted of a sample of employees (N=127) at General Telephone in Fort Wayne, Indiana.Most employees, parents and non-parents, in this sample believed that child care responsibilities adversely affected productivity within their company. They also felt that company-sponsored child care assistance could improve productivity. Using the chi-square test of significance, child care responsibilities were significantly related to increased rates of absenteeism, work interruptions and turnover. There was substantial interest among employees in a corporate sponsored child care center and/or financial assistance to reduce the cost of child care expenses.

A study was conducted to determine agreement between Christian school teachers and administrators regarding the importance of selected teacher evaluation criteria. Thirty-nine criteria were included from Christian school literature and from a list suggested by Manatt and Stow. The populations of the study included participants at the 1986 International Institutes for Christian School Teachers and Administrators and teachers and administrators from selected Midwest Christian schools.An instrument was administered on site to the Institute population and via mail to the Midwest population. Chi-square analyses were run to determine any significant differences of opinion.Findings1. There was a high degree of congruence of opinion between the teachers and administrators regarding the importance of the selected criteria suggesting a core of desirable teacher evaluation criteria for Christian schools.2. Thirty-five criteria, including all 20 suggested by Manatt and Stow, were considered to be very important by 3. Differences of opinion between teachers and administrators included respect for authority, which the administrators thought more important, and lesson plans and effective use of time, materials, and resources, which teachers thought more important.4. No conclusions could be made regarding the influence of any demographic information on the opinions.5. There was no evidence that a teacher's input into teacher evaluation is related to a teacher's satisfaction with teacher evaluation.A list was included in Chapter V of 22 teacher evaluation criteria which were mutually important to Christian school teachers and administrators.

Thesis (doctoral) - Universität Bielefeld, 2003. / DatabaseEbrary.

Bachelor's thesis. / Format: PDF. Bibl.

Thesis (Ph. D.)--University of Queensland, 2002. / Includes bibliographical references.

Thesis (MTech (Human Resource Management))--Cape Technikon, Cape Town, 2003. / Also available online.