D. Tech. Human Resources Management / The aim of this research is to identify the factors that impact on employee engagement of academic staff in further education and training (FET) colleges in South Africa. It also looks at how to develop a successful employee engagement framework for FET colleges.

Thesis (MCurr)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: The shortage of nurses in the intensive care units (ICU) affects both the nurse and the patient with regard to quality care and the quality of work life. Job satisfaction as well as factors within the organisation and work environment predisposes dissatisfaction. Identifying these factors may improve the quality of life at work and reduce staff shortages. The aim of this study is to evaluate the contextual factors influencing the turnover of intensive care nurses in specified hospitals in the Cape Metropole. The objectives were: • To determine the factors influencing the turnover of intensive care nurses in specified hospitals in the Cape Metropole. • To compare the findings of the data in the specified hospitals. An explorative, descriptive design with a quantitative approach has been applied. The research sample consists of all nurses working in the intensive care units in the specified hospitals at the time of the study. A convenience sampling was applied. A structured questionnaire containing predominantly closed-ended questions was used and data collection was conducted by the researcher herself. A pilot study consisting of 10% (N=21) of the sample was done in one of the hospitals to validate the reliability of the questionnaire. The 21 participants who completed the pilot test did not participate in the actual study. The reliability and validity of the findings was assured by the utilization of the statistician and experts in the nursing department. The data is presented in tables and histograms. A Chi -square test is used to test the statistical significance association between variables. Spearman’s ranks (rho) order correlation is used to show the strength of the relationship between two continuous variables. The findings of the study show that discontent with salaries, inferior working environments, organisational factors, physical as well as emotional stress and the lack of career development opportunities, were major determinants in the poor quality of life at work with regard to the two set objectives. Recommendations include those for better remuneration, improved career opportunities and the creation of a safe as well as a friendly work environment. The aim is to create a positive work environment and improve the quality of life at work. / AFRIKAANSE OPSOMMING: ’n Tekort aan verpleegsters in die intensiewesorgeenheid beïnvloed beide die verpleegster en die pasient sovêr dit die gehalte van sorg lewering en die kwaliteit van arbeidservarings in die werkplek betref. Werkstevredenheid, sowel as faktore binne die organisasie en omgewingsfaktore in die werkplek, is aanleidend tot ontevredenheid binne die organisasie. Deur hierdie faktore te identifiseer, mag die kwaliteit van werkslewe verbeter word en die verlies aan personeel verminder word. Die doel van hierdie studie is om die kontekstuele faktore wat die personeel omset van intensiewesorgverpleegsters in spesifieke hospitale in die Kaapse Metropool beïnvloed, te evalueer. Die doelwitte was: • Om die faktore wat die omset van intensiewesorgverpleegsters in spesifieke hospitale in die Kaapse metropool beinvloed, te bepaal • Om die bevindinge van die studie binne verskeiehospitale te vergelyk Om hierdie navorsingsvrae te beantwoord, is ’n verkennende en beskrywende ontwerp met ’n kwantitatiewe benadering aangewend. Die steekproef het bestaan uit alle verpleegspersoneel werksaam in die intensiewesorg-eenhede in die gespesifiseerde hospitale binne die studie vermeld . ’n Gerieflikheids-steekproef is uitgevoer. ‘n Goedgestruktueerde vraelys met hoofsaaklik geslote vrae is gebruik vir datainsameling en vraelyste was persoonlik deur die navorser ingeneem. ’n Loodsstudie wat 10% van die steekproef beslaan, (N= 21), is in een van die hospitale onderneem om sodoende die betroubaarheid van die vraelys te bevestig. Die 21 deelnemers was nie deel van die werklike studie nie. Die betroubaarheid en geldigheid van die betrokke studie is bevestig deur die statistikus en kenners in die verplegingsdepartement van sodanige inrigting. Data is voorgelê in die vorm van tabelle en histogramme. ’n Chi-vierkanttoets is gebruik om die statistiese-beduidends verwantskap tussen veranderlikes te toets. Spearman se rangorde (rho) korrelasie is gebruik om die sterkte van die verhouding tussen twee aaneenlopende veranderlikes aan te dui. Die bevindinge dui aan dat ontevredenheid oor salarisse, ‘n swak werksomgewing en organisatoriese faktore, sowel as fisiese en emosionele stres, asook ’n gebrek aan loopbaanontwikkeling, groot bepalers was van swak werkskwaliteit in terme van die twee voorgestelde doelwitte. Aanbevelings bestaan uit voorstelle vir beter salarisse, die skepping van loopbaangeleenthede en die daarstelling van ’n veilige, vriendelike, werksomgewing. Die doel is om ’n positiewe werksomgewing te skep en om die kwaliteit van werkslewe te verbeter.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the researcher has been employed at the mine, according to history as well as according to the demands of the financial situation. Consequently, human resources shortages have been corrected by external labour which is often more expensive than internal labour. During the annual budgeting period when top management applies pressure to cut costs, the operations budget is easy to defend. With the help of Excel spreadsheets or maintenance management systems, maintenance managers can present strong arguments for not cutting the operations budget. Budget deficits are then easily corrected by means of negative adjustments to the human resources budget. This research will explore the issue of whether a tool exists to calculate the human resources budget scientifically. A target was set to develop a tool or model for human resources budgeting or to investigate whether such a tool does not already exist. A literature survey was done to determine world best practices regarding the calculation of human resources budgeting. The literature studied guided the researcher to a computerised maintenance management system (CMMS) and it was found that Sishen already has one of the best (SAP) in place. Sishen even has a process (Routine Work Management or RWM) in place which helps to get all maintenance information into SAP to make the necessary information available for effective maintenance. It was further found that SAP, which has been used by the mine for several years, can already provide the human resources requirements for any future period. The RWM process which helps to get information in and out of SAP has been in use for some time already. Unfortunately the process was poorly executed and the information is not reliable. This statement is supported by the internal (Kirstein, 2006) and external (Aurea, 2006) audits done at the mine during 2006. The external audit was done by Aurco (2006). The author concluded that Sishen has a tool but not a strategy to utilise RWM successfully. One of the reasons why RWM was poorly executed was the fact that there is a lack of support from the people in the workplace. These individuals claim that they were not consulted when RWM was introduced at the mine and as a result they did not buy in. A proper change management process was not followed and the employees suspected that RWM was implemented to play policeman or to measure how much spare time they have and reduce the workforce accordingly, as in the case of the Prometheus project. Consequently they admit to manipulating RWM's measured outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to manipulate and perceived it as a farce by many of the participants, A decision was taken to use the Kotter change management process to run a project to get RWM to the required level. Kotter's eight steps for successful large-scale change can be utilised with great success to achieve the required changes. After a brainstorming session and from the recommendations of the two audits a list of ideas was compiled. These ideas should help to get RWM to a level where human resources requirements can be drawn from SAP for any period in the future. Although the research was aimed at getting human resources budgeting from SAP, it will also have other advantages. The ratio between planned and unplanned maintenance will be better because RWM will ensure better maintenance / AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn, gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag. Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting. Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets bestaan nie. 'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die toekoms se mannekragbehoeftes kan bepaal. Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik nie. Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek. Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het, dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik gemanipuleer kan word en dat baie dit as 'n klug beskou. Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige veranderingsbestuur toe te pas. 'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die toekoms vanuit SAP verkry kan word. Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding en gevolglik beter beskikbaarheid gaan verseker.

Thesis (MBA)--Stellenbosch University, 2001. / People and change management within an organisation deals with the philosophies, policies, procedures, practices and decisions that affect individuals and groups who are employed by an organisation. The overall purpose of people management is to create a synergistic environment for both the functional (or line groups) and the cross functional groups so that the operational and strategic objectives can be achieved. Globalisation and innovation, the new knowledge economy and re-engineering of corporations have presented new challenges to both management and leadership of organisations in South Africa. It is becoming increasingly evident that competitiveness is locked in peoples' knowledge and skills. The implication is that if South African businesses are to survive and grow, companies must include executive development as an essential part of their corporate strategy. However, these changes have left many managers around the world confused, anxious and disillusioned, with a decreased ability to understand the situations and their future significance, and therefore cannot plan for change. Resistance to change may result, which is detrimental to the organisation and its most important resource - human capital. Emotionally, they may feel that their careers' existence is threatened and that derailment is imminent. Summarising their feelings would indicate that there are issues - particularly important issues - that need to be identified, understood, and respected. Interventions to address these very hot ''burning issues" then need to be actioned and evaluated. The study investigated a homogenous population, represented by the Western Region Managers of Telkom SA, to identify current or impending burning issues, and recommend specific interventions for Telkom SA. The company is currently the sole provider of fixed line telephony in the country. The South African State owns 70% of Telkom SA and the company is currently preparing for a public listing on the Johannesburg Stock Exchange (JSE) in October 2001. Almost all of Telkom SA's business processes have been reviewed and changed where necessary, as efforts to improve service delivery are pursued. This study could thus assist the People Management policies and procedures within the Human Resource management division by proactively identifying and confirming the existence of certain burning issues which affect the Western Cape managers. The burning issues identified by the questionnaires distributed to the managers are: • The need for heightened levels of productivity • Developing processes that facilitate a culture of mutual respect and trust, co-operation, cohesion and the pursuit of common goals • The management of human capital • Managing the stress involved in organisational change • Developing customer-driven processes and structures • Reducing the impact of people related risks, e.g. highly intellectual, capital leaving the organisations, HIV/AIDS, brain drain in key positions. • Turning the negativity around in the workplace. It is hoped that by studying the changes and its effects occurring in Telkom SA, a model for large scale South African organisational restructuring can be created-especially for those state-owned enterprises which still have to undergo the process of privatisation.

Thesis (MBA)--Stellenbosch University, 2014. / Human resource management is a widely researched field. However, the research done in terms of small to medium-sized enterprises, is extremely limited, especially in South Africa. The aim of this research was to investigate human resource management practices in one such a company, and to develop a feasible action plan to improve on these practices. The chosen company, Task Applied Science (Pty) Ltd, is a medical research company based in Cape Town, South Africa. The data for the study was obtained through a literature review and interviews. The data from the literature review identified best practices and frameworks. This was combined with interviewing company employees as well as HRM practitioners in the medical field to not only identify problems, but to also suggest possible solutions. These solutions were compiled in a comprehensive action plan. As such, the results offer a workable solution for Task Applied Science, and can serve as example for all small to medium-sized enterprises. The literature review further showed that smaller companies tend to ignore the importance of human resource management due to the time and costs involved and the fact that they are focussed on the external environment rather than the internal. This cannot simply be remedied by implementing practices developed in large companies. Best practices need to be customised to fit the needs of the specific company. The findings showed that only certain human resource management practices were implemented in reaction to crises, or as needs arose. This, combined with the rapid growth and lack of structure, caused a breakdown in communication, transparency, and trust. Staff loyalty decreased because they felt that they were left in the dark. Both the company strategy and values became vague, and thus staff could not be aligned to it. Noteworthy was that the increase in policies and documentation did not cause employees to feel restricted, but rather that it created a feeling of security. The study made it abundantly clear that the human resources department needs to be treated as a strategic partner in the planning and execution of the company strategy; especially in terms of efficient change management. Their role is to communicate the strategic direction, while at the same time acting as an activist for the staff, voicing their needs and capabilities. The proposed action plan focused mainly on the company culture and the alignment of staff with the company’s business strategy. This was done by addressing issues such as company culture, communication, company values, and staff development. The plan offers practical solutions within each of these categories. Furthermore, it suggests solutions in terms of efficient staff recruitment and knowledge management. By implementing this plan the company will be able to increase the synergy between the business units within the company, eradicating silos, and establishing the staff as a competitive advantage. In addition to this, it will establish the human resources department as a credible partner for the staff in developing both their personal and professional lives.

published_or_final_version / Public Administration / Master / Master of Public Administration

by Law Chi Kwong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1986 / Bibliography: leaves 67-68

by Lui Wing Yiu, Jimmy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: l. 121-125.

by Cunningham King, Mimi, Li, Yuen Yu Vivien. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 105-108. / ABSTRACT / TABLE OF CONTENTS --- p.iii / LIST OF EXHIBITS --- p.viii / LIST OF TABLES --- p.ix / ACKNOWLEDGEMENT --- p.x / Chapter CHAPTER ONE --- INTRODUCTION --- p.1 / Chapter 1.1 --- Staff Turnover in Service Industry --- p.1 / Chapter 1.2 --- Outlook of Supply of General Staff --- p.2 / Chapter 1.3 --- Objective and Scope --- p.4 / Chapter 1.4 --- Significance of the Study --- p.4 / Chapter 1.5 --- Case Brief --- p.5 / Chapter CHAPTER TWO --- LITERATURE REVIEW --- p.8 / Chapter 2.1 --- Definition --- p.8 / Chapter 2.2 --- Effects of Turnover --- p.10 / Chapter 2.3 --- Costs of Turnover --- p.13 / Chapter 2.4 --- Measurement of Turnover --- p.14 / Chapter 2.5 --- Causes of Turnover --- p.14 / Chapter 2.6 --- Causes for Staying --- p.15 / Chapter 2.7 --- Developing the Theoretical Framework --- p.16 / Chapter 2.8 --- The Theoretical Framework --- p.29 / Chapter THREE --- METHODOLOGY --- p.31 / Chapter 3.1 --- Overview --- p.31 / Chapter 3.2 --- Population and Sample --- p.31 / Chapter 3.3 --- Preliminary Survey Method --- p.3 2 / Chapter 3.4 --- The Hypotheses --- p.34 / Chapter 3.5 --- Data Collection Method --- p.36 / Chapter 3.6 --- Variables --- p.38 / Chapter 3.7 --- Measurement of Variables --- p.40 / Chapter 3.8 --- Data Analysis Techniques --- p.41 / Chapter FOUR --- RESULTS --- p.44 / Chapter 4.1 --- Response Rate --- p.44 / Chapter 4.2 --- Feel for Data --- p.45 / Chapter 4.3 --- Factor Analysis --- p.49 / Chapter 4.4 --- Hypotheses Testing --- p.51 / Chapter 4.5 --- Other Analyses --- p.55 / Chapter 4.6 --- Summary of Results --- p.59 / Chapter CHAPTER FIVE --- DISCUSSION --- p.60 / Chapter 5.1 --- Significant Factors Affecting Propensity to Stay --- p.60 / Chapter 5.2 --- Factors not Correlated to Propensity to Stay --- p.62 / Chapter 5.3 --- Relationship Between Demographics and Propensity to Stay --- p.63 / Chapter 5.4 --- Departmental Variationin Propensity to Stay --- p.64 / Chapter 5.5 --- Conclusion --- p.64 / Chapter SIX --- RECOMMENDATIONS --- p.65 / Chapter 6.1 --- Recommendations to the Airline --- p.65 / Chapter 6.2 --- Recommendations for Further Research --- p.70 / APPENDIX / Chapter I --- "Places Offered by Universities, Polytechnics and Colleges" --- p.71 / Chapter II --- Title and Job Nature of Sample --- p.72 / Chapter III --- Questionnaire (in Chinese) --- p.73 / Chapter IV --- Questionnaire (English Translation) --- p.86 / Chapter V --- Distribution of Valid Cases by Rank --- p.93 / Chapter VI --- Demographics of Respondents --- p.94 / Chapter VII --- List of Mean Scores for items Measuring Independent Variables --- p.99 / Chapter VIII --- Results of Hypotheses Testing --- p.101 / Chapter IX --- "Correlation Between Number of Children, Education, Salary, Age and Length of Service" --- p.104 / BIBLIOGRAPHY --- p.105

Title also in Chinese. / Abstract in English and Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 54-57. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENTS --- p.iv / Chapter Chapter I --- INTRODUCTION --- p.1 / Turnover Problem in Hong Kong --- p.1 / Objective and Scope --- p.2 / Contents of the Following Chapters --- p.3 / Chapter Chapter II --- A THEORETICAL FRAMEWORK --- p.4 / Definition --- p.4 / Effect of Turnover --- p.5 / Causes of Turnover --- p.8 / Opportunity of Alternative Employment --- p.14 / Summary --- p.14 / Chapter Chapter III --- RESEARCH OBJECTIVE AND METHODOLOGY --- p.17 / Objective --- p.17 / Propositions --- p.17 / Methodology --- p.18 / Measurement --- p.20 / Statistical Tests --- p.24 / Chapter Chapter IV --- FINDINGS AND ANALYSIS --- p.26 / Management Attitude --- p.26 / Job Characteristics and Job Satisfaction --- p.29 / Age and Job Satisfaction --- p.30 / Length of Service and Job Satisfaction --- p.32 / Sex and Job Satisfaction --- p.33 / Marital Status and Job Satisfaction --- p.35 / Education and Job Satisfaction --- p.36 / Intracompany Comparison and Job Satisfaction --- p.37 / Intercompany Comparison and Job Satisfaction --- p.39 / Summary --- p.40 / Chapter Chapter V --- CONCLUSIONS AND RECOMMENDATIONS --- p.42 / Possible Ways to Reduce Turnover --- p.42 / Further Research Recommendations --- p.49 / APPENDIX --- p.51 / BIBLIOGRAPHY --- p.54