Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004 / The problem of managing discipline in the hotel industry ranges from senior managers failing to manage discipline correctly, to junior/middle managers having insufficient practical experience and confidence to discipline effectively and justify the decisions they have made. Senior managers therefore lack confidence in junior/middle management's ability to manage discipline. The objective of this study is to provide senior management with simple, workable solutions to manage discipline correctly. This will enable senior management to delegate the management of discipline to junior/middle management correctly; to improve the confidence of junior/middle management in the management of practical discipline; to improve the confidence level of senior management in the ability of junior/middle management to manage discipline; and to .improve the ability of junior/middle management to correctly and confidently justify disciplinary decisions they have made. The study recommends that: senior management should take the lead and initiative to allocate time with junior/middle management to plan how to manage discipline effectively; the success of senior management's performance should be measured by how well junior/middle management achieve the performance competence to formally and practically manage discipline; senior management should provide structured feedback, coaching and counselling to junior/middle management on their performance; and senior management should coach junior/middle management on how to justify disciplinary decisions. The cost of this change, namely, coaching and influencing people, is not monetary, but one of commitment. It is the choice senior management should make. The choice is to want control or to coach, namely, to use power to change or influence change, to compel or develop people to take responsibility and ownership for what they were employed to do.

Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2007 / South Africa is a country, which is rich in history and has a young democracy, which continues to evolve. The new democratic Government has envisioned a Higher Education (HE) system that would be accessible to all who wants to further their tertiary studies. The White Paper on the Transformation of Higher Education of 1997 reaffirms the purpose of HE with regard to social responsibility, since it incorporates community engagement as a scholarly activity, which places emphasis on developing students as future citizens of South Africa. HE can produce different forms of community engagement, which include but is not limited to distance education, community based research, participatory action research, professional community service and service learning. The Cape Peninsula University of Technology (CPUT) accepts that South Africa has social and economic challenges, as any young democracy has, and incorporates Service Learning as a mechanism, which may contribute to the solutions of such challenges. In this research study, emphasis is placed on Service Learning as a teaching methodology to enhance students’ interpersonal and diversity skills, while it also develops their professional learning experience, as well as their corporate social responsibility. Students are encouraged to reflect on their learning experiences, both academically and personally. The literature survey reveals that South African HE is a member of the Talloires Declaration (2005) that unites universities globally to a uniform framework on the civic role and social responsibilities of HE. South African HE has partnerships with both the United States Fordand Kellogg Foundations in order to promote, develop and create awareness regarding social responsibility.

Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2009 / Policies adopted by tertiary educational institutions play a key role in determining the future of an institution. When they are applied and monitored effectively, most of these policies bear positive results for the institution. However, where there is no clear monitoring system, it is a foregone conclusion that policies will not bring about desired results. Therefore, assessing the PoN policy and practices are imperative. The HR Code is a policy document of the PoN. The main objective of the study was to establish effectiveness of the HR Code: SDT. The research study established motivating factors for drafting the HR Code: SDT, and analysed its weaknesses in order to trace whether staff development is linked to strategic goals of the PoN. The researcher has also made an earnest attempt to find out reasons why staff members resign after attending development programmes, which would assist the institution to retain their staff, as it prepares itself to become a university of technology that requires more and better qualified staff. The enquiry adopted a case study approach because it dealt with a specific institution in Namibia. A triangulation method was utilised to solicit information from academics, administrative and support staff, by conducting semi-structured interviews with top management, HoD’s, sectional heads and ex-staff members. A closed-ended questionnaire was distributed to staff members. Institutional documents were also reviewed to corroborate empirical data that was collected. Research revealed that the aim of drafting the HR Code: SDT was to improve qualification levels of Namibian staff members and to improve work performances of staff members. However, research proved conclusively that there were no measurable objectives that were established to evaluate and monitor that the objective was achieved; there were also no staff development plans linked to strategic goals of the institution; staff members’ work performance was not assessed after training; and there were no retention strategies in place. It is evident from the research findings that the desired results of the HR Code: SDT will not be achieved and, therefore, recommendations are proposed that the PoN effectively communicates objectives of the HR Code to staff members; develop a comprehensive and complimentary staff development policy; a staff development plan; an innovative retention strategy; and appoint a staff development officer to monitor and ensure that desired goals are achieved as means to save the institution from an unnecessary waste of financial, material and human resources.

Thesis (DTech( Human Resource Management))--Cape Technikon, Cape Town, 2001 / Through this research it is shown that the involvement of human resource management in the transforming local government, which currently functions at a low level in the local authority sector, will become an ever increasing necessity in South Africa. Local authorities could either accept circumstances as they are, or accept the responsibility to change them. In this research the researcher accepted the responsibility to make a contribution towards a possible change by focusing on the contribution that the human resource manager, in more specifically local authorities in South Africa could make in this regard. The change that is envisaged and is being brought about in the South African local government sector with specific reference to the service delivery of the provision, management and control of local government, has led to the establishment of: • human resource management and comprehensive management functions; • participative involvement; • a requirement of new, additional techniques of human resource management for local authorities; and • an essential requirement for increasing employee, councillor and public involvement within local government. The outcome of the abovementioned is an incisive need of improving human resource management and sound labour relations. In order to obtain the aforementioned objectives, qualitative research was used. 5 With this study the research has endeavoured to determine: • why the involvement of human resource management in the transforming local authority sector is important; • what the nature of human resource involvement within local authorities is; • what the role, functions, involvement and methods of human resource managers in the transforming local government entails; and • how the human resource involvement within local authorities can be arranged and what the characteristics of the human resource manager should be.

A cultura da Inovação é algo almejado pelas organizações para a melhoria de desempenho e de sua vantagem competitiva. Num ambiente de regulação, onde a inovação é tema obrigatório, caso do setor elétrico por exemplo, passa a ser fundamental o tratamento diferenciado a este processo. No entanto, a inovação deve ser estruturada de forma que as práticas de gestão de pessoas permitam que se crie um ambiente de desenvolvimento organizacional, pois ele é um pilar importante na construção de uma cultura de inovação. A integração entre estes dois processos, portanto, torna-se fundamental e, nesse sentido, este trabalho tem como objetivo geral de Propor a integração dos processos de gestão de pessoas e inovação no Grupo CEEE e, para isso, tratou-se como objetivos específicos em dois artigos, sendo: (i) propor diretrizes para a gestão da inovação do Grupo CEEE a partir da análise das práticas de gestão de pessoas; e (ii) estruturar um programa de reconhecimento e recompensas visando o incentivar o processo de inovação Trata-se de dois estudos de caso, de natureza aplicada qualitativa exploratória, no intuito de levantar o máximo de informações acerca dos temas, tendo como principal contribuição preencher uma lacuna identificada na gestão da inovação da empresa em estudo, mas servindo também como exemplo para as demais empresas do setor de energia. Como resultados deste trabalho, foi possível propor alternativas nos processos de gestão de pessoas visando o desenvolvimento de uma cultura de inovação, além de também, propor uma metodologia visando o reconhecimento e a recompensa no processo de inovação, pilar importante do processo de gestão de pessoas para desenvolver uma cultura de inovação. Uma vez implementada estas propostas, será possível perceber a integração destes dois processos, permitindo a empresa obter ganhos em todas as dimensões da inovação, atendendo ao proposto no objetivo geral. / The culture of innovation is something pursued by organizations to improve performance and competitive advantage. In an environment regulated, where innovation is required subject, in the case of the electricity sector for example, it becomes fundamental differential treatment in this process. However, innovation must be structured so that personnel management practices allow you to create an organizational development environment because it is an important pillar in building a culture of innovation. The integration between these two processes, so it is essential and in this sense, this work has as main objective to propose the integration between the personnel management processes and innovation in CEEE Group and, therefore, treated as specific goals in two articles, namely: (i) personnel management practices in the Innovation Process; and (ii) Recognition and reward the Innovation Process. These are two case studies, exploratory qualitative applied nature, in order to get as much information about the themes with the main contribution to fill a gap identified in the company's innovation management study, but also serving as an example to other companies in the energy sector. As a result of this work, it was possible to propose alternatives in the personnel management process aiming the development of a culture of innovation, and also propose a methodology aiming to recognize and reward the innovation process, important pillar of personnel management process to develop a culture of innovation, Once implemented these proposals, it will be possible to realize the integration of these two processes, enabling the company to obtain gains in all dimensions of innovation, given to the overall objective.

Ao considerar a globalização uma aliada à expansão das estratégias das organizações na internacionalização de seus negócios, a expatriação de seus funcionários surge como um recurso de gestão de pessoas e, com isso, oportuniza benefícios para as empresas e para o crescimento profissional e pessoal dos indivíduos. Conceituada como um processo contínuo, onde criação e apropriação de conhecimento fazem parte do cotidiano do indivíduo em contextos organizacionais, o tema aprendizagem organizacional ganha espaço na expatriação. Esta dissertação de mestrado tem por objetivo analisar a contribuição da expatriação para os processos de aprendizagem organizacional, tanto formais quanto informais. A metodologia utilizada foi um estudo de casos múltiplos, o qual permitiu analisar com maior profundidade os resultados. A partir do desenvolvimento do referencial teórico, foi elaborado um roteiro de entrevistas e também foram analisados documentalmente dados das empresas participantes do estudo. As empresas selecionadas são de ramos diferentes de mercado, tais como moveleiro, metalmecânico e calçadista e com importância para a atividade exportadora do estado do Rio Grande do Sul. Foram realizadas onze entrevistas com funcionários que já foram expatriados dessas organizações ou que ainda encontram-se em processo de expatriação. O método de análise selecionado foi a análise de conteúdo. Desta forma, pretendeu-se apresentar quais são as contribuições da expatriação para os processos de aprendizagem organizacional, com vistas a propagar os resultados advindos de experiências positivas e negativas de expatriados que retornaram ao país de origem e conseguiram cargos melhores nas organizações ou que ainda encontram-se expatriados; e experiências de como as empresas conseguiram aprimorar suas políticas de gestão de pessoas através dos resultados da expatriação. Como resultados, pode-se observar que a expatriação tende a desencadear processos de aprendizagem organizacional que se encontram embutidos nas atividades do cotidiano do indivíduo. Verificou-se que os funcionários aprenderam a partir de suas experiências de expatriação e ao enfrentaram um problema ou desafio, através da reflexão e interação e colaboração com colegas. Além disso, a expatriação indica uma contribuição na qual o expatriado enxerga a sua própria cultura sob uma nova ótica, toma conhecimento de outras culturas organizacionais e identifica novas formas de lidar com pessoas na equipe do país da empresa subsidiária. Mudanças de perspectiva e de comportamento que fazem os expatriados modificar e repensar suas premissas e entender as consequências das diferenças culturais e reconhecer fracassos também foram identificadas como contribuições da expatriação para os processos de aprendizagem. / Allied to the strategy of business expansion of the organizations, considering globalization and the business internationalization, expatriation of employees emerges as a personnel management resource and, therefore, provides benefit for companies and for professional and personal growth of individuals. Conceptualized as an ongoing process where knowledge creation and appropriation are part of the daily life of individuals and organizations, organizational learning gain ground within the expatriation discussions. This dissertation aims to analyze the contribution of expatriation to the processes of organizational learning - formal and informal. The methodology used was the multiple case study, which allowed an in-depth analyze of results. With the development of the theoretical framework, were designed a set of interviews and collected and analyzed data from the companies participants. The selected companies belong to different business sectors such as furniture, metal mechanic and footwear; and have significant importance to the exporting activity of the state of Rio Grande do Sul – Souther Brazil. Were conducted eleven interviews with employees who had already experienced expatriation or employees that still expatriated. After data collection was realized the content analysis of data. Furthermore, the study also aims to present the contributions of expatriation for organizational learning processes, to propagate the proceeds from positive and negative experiences of expatriates. As a result, it can be seen that the expatriation tends to trigger organizational learning processes that are embedded in the individual's daily activities. It was found that employees learned from their expatriation experiences and faced a problem or challenge, through reflection and interaction and collaboration with colleagues. In addition, the expatriation indicates a contribution in which the expatriate sees their own culture in a new perspective, becomes aware of other organizational cultures and identify new ways of dealing with people in the country and the group of the subsidiary. Perspective changes and behavioral changes that make expats modify and rethink their assumptions and understand the consequences of cultural differences and recognize failures were also identified as expatriation contributions to the learning process.

Este estudo tem como tema a relação entre práticas de gestão de pessoas, modernidade organizacional e inovação disruptiva. Seu objetivo é o de construir um framework, identificando o grau de importância das práticas de gestão de pessoas, práticas de modernidade organizacional e práticas de inovação disruptiva, adotadas pelas empresas reconhecidas pelo Programa Gaúcho da Qualidade e Produtividade (PGQP), através do Prêmio Qualidade RS (18ª edição – ano 2013 e 19ª edição – ano 2014), analisando as relações entre elas. Conta com a aplicação de metodologia quantitativa, com escopo descritivo. A estratégia de pesquisa utilizada é do tipo survey. Os procedimentos metodológicos empregados para a análise dos dados envolveram testes estatísticos univariados e multivariados. Na análise exploratória dos dados, inicialmente foram analisados quanto à existência de outliers, e quanto ao atendimento dos princípios da análise da normalidade, linearidade, multicolinearidade e homocedasticidade (KLINE, 1998; MAROCO, 2010). Também foi utilizada a análise fatorial exploratória. Do ponto de vista científico, foi possível identificar que as práticas de gestão de pessoas possuem correlação positiva com a inovação disruptiva; com a modernidade organizacional e, por fim, a modernidade organizacional tem correlação positiva com a inovação disruptiva. Assim, entende-se que as práticas de gestão de pessoas, afetando positivamente a motivação e satisfação no trabalho, trarão características de modernidade organizacional às empresas, resultando em inovação disruptiva, ou seja, uma inovação que trará vantagens às empresas em termos de maior produtividade e qualidade nos processos, de acordo com os resultados encontrados e com os autores estudados. / This study has as its theme the relationship between people management practices, organizational modernity and disruptive innovation. Its goal is to build a framework, identifying the degree of importance of people management practices, practices of organizational modernity and disruptive innovation practices adopted by companies recognized by the Programa Gaúcho da Qualidade e Produtividade (PGQP), via the Prêmio Qualidade RS (18th Edition – year 2013 and 19th Edition – year 2014), analyzing relations between them. Account with the application of a quantitative methodology, with a descriptive scope. The search strategy used is of type survey methodological procedures employed for data analysis Univariate and multivariate statistical tests involved. Exploratory analysis of data, initial data were analyzed regarding the existence of outliers, and as for the attendance to the principles of analysis of normality, linearity, multicollinearity and homogeneity. From a scientific point of view, it was possible to identify which people management practices have positive correlation with disruptive innovation; with the organizational modernity and, lastly, the organizational modernity has positive correlation with disruptive innovation. Thus, it is understood that people management practices affecting positively the motivation and job satisfaction, will bring features of organizational modernity enterprises, resulting in disruptive innovation, namely, an innovation that will bring advantages to companies in terms of greater productivity and quality procedures, whose findings corraboram with the results found with the authors studied.

M.Comm. / Although "work" is one of the most familiar words in the vocabulary it can be used in many different ways. For the purpose of this dissertation the definition of "work" is taken from the Oxford dictionary as "action involving effort or exertion directed to a definite end; what a person does to earn a living" (Oxford, 1994: 926). Earning one's living does not necessarily mean working for money. Housewives receive no salary for the job they do. Housework does, however, fall within the definition, since it involves considerable effort directed towards family living and creating and maintaining a home. The most obvious feature of work is the vast range of activities by which people can earn their living. Equally vast are the personality and temperament differences between workers that determine their needs and expectations. This radically influences people's perceptions. To an intellectual, the task of working on a production line, the monotony, noise and other discomforts would be almost an unbearable penance. To the person doing the job it is a way of earning a living and it is acceptable as such. The person may not enjoy the task, but at least it is something that he/she knows they can do. When Adam had eaten from the forbidden tree of knowledge in the Garden of Eden, the Lord said to him: Gen. 3:17-19 "...all the days of your life; ... by the sweat of your brow you will eat bread" (Bible, 1998: 4). Work is a life sentence; it absorbs the major portion of each day; for most of one's life. 1 Workers are not alike; they are not cast from the same mould. They come in assorted shapes, sizes, colours, education and experience, attitudes and ambitions. Some work for a living; for others working is a living. Some think of work as their central purpose in life; others think of work as a way of providing the necessities and look at time away from work as the real joy of living. Thus, there are many different reasons why people work. Since the beginning of this century, employers and social scientists have started looking at the role that work fulfils in satisfying man's needs and in the utilisation and development of his abilities. Emphasis has been placed primarily on the psychological and sociological aspects of work. Management have been interested in these developments primarily for increasing productivity. From this research into man's needs, a number of theories have evolved relating to work motivation. In today's competitive world and market it is essential that a company have positively motivated employees to improve productivity and efficiency. Motivation is one of the factors that influence performance. The purpose of this study is to do a study on motivation of employees within a technical division of Telkom SA. The aim is to establish the causes for the level of motivation and to present to management a proposal on improving the level of motivation.

M.Ed.

M.Ed. (Educational Management) / Apprentices in South Africa must attend a technical college for their theory training. A major problem is that technical colleges experience difficulty in attracting suitable people to be appointed as lecturers in their technical departments. The majority of technical lecturers are artisans who are drawn from industry as they are needed to teach trade theory to apprentices. In most cases the young lecturer who teaches technical subjects does not have the necessary professional qualifications. One cannot assume that someone who is suitably qualified in a technical field of study is necessarily capable of successfully passing on his knowledge to the students. , The functions and tasks of the lecturer must be examined. Once these have been defined, one can concentrate on the recruitment of lecturers. The following factors must be considered: admission requirements, evaluation and acknowledgement of qualifications, promotion and conditions of service. It is not only important to recruit the most suitably qualified person but just as important to ensure that this person remains in the teaching profession. The problem is that salaries and benefits are determined by the education department and colleges cannot compete with industry. In most cases the suitable lecturers, as well as those with a few years teaching experience, are offered well-paid jobs with excellent benefits in the industrial sector. The technical lecturer is a member of the college staff. As many lecturers have the required professional qualifications, it is imperative that all lecturers fulfil the requirements set by the teaching profession. This means that most of the newly appointed technical lecturers must be professionally developed. The principal of the college plays a vital role in the professional training and development of the lecturer. He can promote this by adopting the correct managerial attitude and by creating the appropriate college climate. A good evaluation system is also important...