Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 121-126). Also available on the Internet.

Thesis (PhD)--Macquarie University, School of Education, 1994. / Includes bibliography.

Thesis (MA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: Local authorities have, as is the case with any other organisation, a set of unique circumstances with which to comply. The arrival of the “new” South Africa, bringing with it, the first fully democratic municipal elections on 5 December 2000, as well as the implementation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, has imposed a considerable burden on the human resource field within local authorities. As a support mechanism, it is important that any organisation has access to an effective and fully equipped human resource section. The history and development of human resource management, has over the years followed various approaches (both classical and contemporary), but particularly in South Africa, human resource management has been influenced by political ideologies (apartheid and democracy with all the various pieces of legislation) which have influenced the thinking. Through the various types of functions, human resource management was responsible for the establishment of a service relationship between the employer (as a dynamic system) and the employee (as a variable and dynamic being with unique characteristics), within an environment which places further demands and responsibilities, in order to establish an optimal fit to the advantage of the shareholders, and which can be managed and regulated. For this reason the human resource management section should possess the necessary skilled capacity in order to adapt to the demands of the day (including legal aspects) and through service delivery support the strategy of the organisation. The effect which change has on human resource management should not be discounted, and consequently necessitates a repositioning of human resource management in terms of positioning within the organisation, its activities (functions) and service delivery (effectiveness and efficiency) in order to make a contribution to the success of the organisation. Although effectivity has been researched and analysed for some time by researchers, the analysis thereof within local government still remains relevant. The relevancy thereof has been propelled by the promulgation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, wherein requirements are laid down for human resource management within local government. The attainment of these requirements contributes to the realisation of the organisational goals, strategies and expectations. The question can be asked whether human resource management satisfies the current and acknowledged theoretical prescription whereby human resource management should be managed and whether human resource management satisfies the principles of the Act of Local Government: Municipal Systems Act. It is against this background that this study articulates as its purpose a survey into the state of human resource management within local government. Due to the extensive nature of the research, only certain variables could be included within the research, and for that reason the research has been limited to councillors, management and human resource management sections from a number of municipalities within the South Cape and Overberg regions. The results of the study indicate that differences do exist with regard to the state and effectiveness of human resource management within local government and the way in which the requirements of the Act on Local Government: Municipal Systems Act, No 32 of 2000, are complied with. Hereby it is implied that the human resource management sections have become removed from the theoretical models whereupon it has been built and that it should reposition itself should it wish to remain a roleplayer within local authorities. In this regard several proposals have been generated as possible solutions to the problem. In conclusion it should be mentioned that the study has made a contribution to the analysis of human resource management sections within local authorities, especially with regard to the functions which it serves, the effectiveness with which it has been delivered and the way it complies with legislation. / AFRIKAANSE OPSOMMING: Plaaslike owerhede het, net soos enige ander organisasie, unieke omstandighede waaraan voldoen moet word. So het die koms van die “nuwe” Suid-Afrika, die eerste ten volle demokratiese munisipale verkiesing wat op 5 Desember 2000 gehou is en die inwerkingtreding van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, besondere eise aan die menslike hulpbronbestuursafdeling binne plaaslike owerhede gestel. As ondersteuningsmeganisme is dit belangrik dat ‘n organisasie toegang het tot ‘n effektiewe en ten volle toegeruste menslike hulpbronbestuursafdeling. Die geskiedenis en ontwikkeling van menslike hulpbronbestuur het oor die jare heen verskeie benaderings (klassiek en kontemporêr) gevolg, maar veral in Suid- Afrika was menslike hulpbronbestuur ook aan politieke ideologieë (apartheid en demokrasie met sy talle nuwe tipe wetgewings), wat daardeur hulle denkwyses beïnvloed het, uitgelewer. Deur middel van sy verskeie tipe funksies was menslike hulpbronbestuur verantwoordelik vir die daarstelling van ‘n diensverhouding tussen die werkgewer (as dinamiese sisteem) en die werknemer (as veranderlike en dinamiese wese met unieke eienskappe) ten einde optimale passing, tot voordeel van die aandeelhouers, te bestuur en te reguleer. Die diensverhouding geskied binne ‘n omgewing wat verdere eise en verantwoordelikheid stel. Daarom moet die menslike hulpbronbestuursafdeling oor die nodige kundige vermoëns beskik ten einde te kan aanpas by die eise van die dag (wat wetlike aspekte insluit) en deur middel van dienslewering die strategie van die organisasie ondersteun. Die effek wat verandering het op menslike hulpbronbestuur kan nie misken word nie, gevolglik noodsaak dit ‘n herposisionering van die menslike hulpbronbestuursafdeling binne ‘n organisasie, sy aktiwiteite (funksies) en dienslewering (doeltreffendheid en effektiwiteit) ten einde ‘n bydrae te lewer tot die sukses van die organisasie. Alhoewel effektiwiteit al vir ‘n geruime tyd deur navorsers ondersoek en ontleed is, bly die ontleding daarvan binne plaaslike owerhede steeds relevant. Die relevansie het stukrag gekry met die afkondiging van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, deur vereistes daar te stel waaraan menslike hulpbronbestuur moet voldoen. Die bereiking van hierdie vereistes dra by tot die verwesenliking van die organisasie se doelwitte, strategie en verwagtinge. Die vraag kan egter gevra word of menslike hulpbronbestuur wel voldoen aan die huidige en erkende teoretiese bepalings waarvolgens menslike hulpbronbestuur bestuur behoort te word en of menslike hulpbronbestuur die beginsels van die Wet op Plaaslike Regering: Munisipale Stelsels navolg. Dit is teen hierdie agtergrond dat die studie dit juis ten doel het om ‘n opname oor die stand van menslike hulpbronbestuur binne plaaslike owerhede te loods. Vanweë die omvangrykheid van die navorsing kon slegs sekere veranderlikes in die navorsing ingesluit word, daarom is die navorsing beperk tot raadslede, bestuurslede en menslike hulpbronbestuursafdelings van enkele munisipaliteite in die Suid-Kaap- en Overberg streek. Die resultate van die studie dui daarop dat ‘n verskil wel bestaan ten opsigte van die stand en effektiwiteit van menslike hulpbronbestuur in plaaslike owerhede en die wyse waarop aan die vereistes van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, voldoen word. Hiermee word geïmpliseer dat die menslike hulpbronbestuursafdeling verwyderd geraak het van die teoretiese modelle waarop dit gebou is en gevolglik hulself moet herposisioneer indien hulle steeds as rolspeler binne plaaslike owerhede gesien wil word. In hierdie verband is bepaalde voorstelle gegenereer as potensiële oplossing vir die probleme. Ten slotte kan dit vermeld word dat die studie ‘n bydrae gelewer het tot die analisering van menslike hulpbronbestuursafdelings binne plaaslike owerhede veral ten opsigte van die funksies wat dit verrig, die effektiwiteit waarmee dit uitgevoer word en die wyse waarop aan wetgewing voldoen word.

Thesis (MPhil (Information Science))--University of Stellenbosch, 2006. / Although a number of studies into the reasons for merger failure point to cultural incompatibility as a major cause, little attention has thus far been given to the knowledge loss that occurs consequent to company mergers. Drawing on literature around knowledge, knowledge loss, reasons for mergers and acquisitions, organisational culture and merger failure, this case study examines the potential for knowledge loss in a company in the South African IT sector.

Thesis (MComm)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: This study stems from an urgent need to understand which factors contribute to talented employees’ intention to quit, and what organisations can do to ensure the retention of such talent. Difficulties regarding the retention of talented employees have become a worldwide challenge. The retention of talented individuals has become a primary source of gaining a competitive advantage. The increased focus on talent management practices has become a wide spread phenomenon worldwide, including South Africa. History, cultural heritage, politics and the economic environment are but only a few factors that collectively now shape the nature and complexity of the South African labour market. A context, notorious and respected for its diversity and the struggles that have sprouted from it, poses formidable challenges for organisations competing in the global market. A multitude of factors, controllable and uncontrollable, contribute to increased levels of employee turnover in all sectors and organisations in South Africa. Organisations and top management can position themselves, by implementing action plans and organisational structures, to identify and coordinate such controllable factors. Strategies and processes can be implemented to address the increasing challenges regarding the retention of valuable talent. The implementation of structural talent management programmes have proven to address and overcome retention challenges. The crucial role of line management in implementing and fostering a culture of talent retention has also been proven. The foundation of a talent management competency model, for the purpose of addressing and solving this issue, has been laid down. Additional research has been done in order to reevaluate and elaborate on the existing knowledge of such a competency model. This study aims to once again re-evaluate the originally proposed model as well as any extensions that may have been developed by other researchers. The primary objective of the current study consequently was to expand on the existing model as proposed by Oehley (2007) and Smuts (2011). Factors external to the organisational environment were added to the model in order to gain a more comprehensive understanding of the complexity underlying the determinants of intention to quit. Only a subset of the hypothesised intention to quit structural model was then empirically tested. In the initial model only nine of the nineteen paths were empirically corroborated. The initial reduced model was subsequently revised by deleting various paths that were found to be statistically insignificant (p > .05) and by adding various paths suggested by the modification indices. The final model produced exact fit. Seven of the nineteen paths in the final model were not empirically corroborated. Suggestions for future research are made by introducing additional variables that could be included into a future model. / AFRIKAANSE OPSOMMING: Hierdie navorsing vind oorsprong uit die dringende behoefte om die faktore te bepaal wat talentvolle werknemers noop om te bedank en te probeer verstaan wat organisasies kan doen om die dienste van werknemers te behou. Die uitdaging om die dienste van hierdie katagorie van werknemers te behou, blyk 'n internasionale vraagstuk te wees. Die behoud van talentvolle individue in die werksplek het 'n primêre bron van kompeterende voordeel vir organisasies geword. Die toenemende fokus op talentbestuur het 'n wêreldwye fenomeen geword. Die geskiedenis, kulturele erfenis, politiek en die ekonomiese omgewing is maar net 'n paar van die faktore wat gesamentlik die kompleksiteit van die Suid-Afrikaanse arbeidsmark beïnvloed. 'n Werklikheid wat veelbesproke is, maar gerespekteer word vir sy diversiteit en die meegaande probleme wat daaruit voortspruit, bied buitengewone uitdagings vir organisasies wat moet meeding in die internasionale sakewêreld. Verskeie faktore waarvan sommige beheer kan word, maar ander nie, dra by tot die toenemende verhoging in die arbeidsomset in alle sektore en organisasies in Suid-Afrika. Organisasies en topbestuur kan hulself bemagtig deur verskeie pro-aktiewe benaderings en organisatoriese strukture in plek te stel om sodoende beheerbare situasies te kan identifiseer en koördineer. Strategieë en prosesse kan geïmplimenteer word om die toenemende hoeveelheid uitdagings met sukses aan te pak en dus die waardevolle talent van werknemers te behou. Die toepassing van strukturele talentbestuurprogramme het as sulks bewys dat dit met sukses gebruik kan word om die dienste van werknemers te behou. Die belangrike rol wat lynbestuur vervul in die toepassing en implementering van die proses om talentvolle werknemers te behou, is al deeglik bewys. Die basis van 'n talentbestuur en bevoegdheidsmodel om die probleem aan te spreek en op te los is op sigself al bewys. Addisionele navorsing is alreeds uitgevoer om die huidige model te her-evalueer en daarop uit te brei. Die huidige studie het dit ten doel om die oorspronklike model en teorieë wat vorige navorsers ontwikkel het, te her-evalueer. The primêre oogmerk van die onderhawige studie was gevolglik om op die bestaande modelle soos voorgestel deur Oehley (2007) en Smuts (2011) uit te brei. Faktore ekstern tot die organisasie is tot die model toegevoeg ten einde ‘n meer volledige begrip te ontwikkel van die kompleksiteit wat die determinante van die voorneme om te bedank onderlê. Slegs ‘n subversameling van die gehipotiseerde bedankingsvoorneme-strukturele model is vervolgens empiries getoets. In die aanvanklike model het slegs nege van die negentien bane empiriese steun ontvang. Die aanvanklike gereduseerde model is vervolgens hersien deur verskeie statisties onbeduidende (p > .05) bane te verwyder en deur ‘n aantal bane wat deur die modifikasie-indekse voorgestel is tot die model toe te voeg. Die finale model het presiese passing getoon. Sewe van die negentien bane in die finale model kon egter nie empiries bevestig word nie. Voorstelle vir verdere navorsing word gemaak deur addisionele veranderlikes voor te stel wat moontlik in ‘n toekomstige model ingesluit sou kon word.

Aim: This research attempts to understand the interrelation between strategy, performance measurement and management systems (PMMS) and human behaviour. Literature and the researcher’s experience suggest that PMMS most of the time do not deliver the expected results. In the specific case the focus is on a medium-sized company in Sweden which has experienced operational troubles with respect to delivery, which in turn has impacted financial performance. The research proposes a toolbox approach to introduce and align strategy, performance management and behavioural aspects. Methodology: The research enquires about how existing performance measurement and management is influencing the behaviour of employees and managers of this organization. The actions taken during the management of the crisis and the results which were achieved are described. The method and methodology are based on constructivism in order to obtain information about the impact of the strategy, performance measurement and management systems and behaviour. Literature research provided significant conceptual frameworks for both the implementation of strategy and consequent measurement and management systems as well as human behaviour in an organizational environment, summarized in a revised conceptual framework deduced from previous research. This research brings these two fields together to examine the interrelation of both within the researched organization. The researcher is part of the system and also influences the participants and this cannot be separated from each other. The research is less concerned with a wider validity due to the uniqueness of the case. The work might be used as reference for researchers and practitioners to compare their specific situation and derive ideas how to approach them. Based on the findings, previous research is validated, and a process introduced which enables the organization to align strategy, performance measurement and management systems and behaviour. To obtain the primary data the research uses a semi structured interviewing method of both individual and focus groups interviews. The primary data is the thematically coded with NVIVO. Results: Literature suggests that the introduction of PMMS and addressing behavioural aspects are widely separate issues. In introducing new PMMS, literature often refers to “creating buy-in” or “engaging” employees but does not advise on how to address behavioural aspects. Behavioural research deals with the motivation of employees but mostly cannot establish a link between performance management and measurement systems and behaviour. In this specific research, it was found that there is validity of motivational theory with regard to human behaviour, which strongly influences the performance measurement and management of the company. The impact of motivators may have opposite effects than expected because in this specific case the PMMS of the corporate office for the local unit did not change but nevertheless financial performance improved significantly. Contribution to knowledge: A conception framework was derived from literature attempting to interrelate Strategy, PMMS and behaviour. The primary research confirmed this framework and partially validated previous research and theories. Based on the findings from literature a revised conceptual framework is proposed to link behaviour to PMMS.

Este trabalho tem como objetivo analisar como a área de Gestão de Pessoas vem contribuindo para o alcance dos objetivos estratégicos de uma determinada organização. O estudo baseou-se em uma análise teórica sob a perspectiva de diferentes autores, porém teve como pano de fundo o modelo dos múltiplos papéis propostos por Ulrich (1998). Considerando que as organizações estão em um processo de crescimento acelerado e de mudanças significativas, tendo que constantemente buscar diferenciais competitivos, este trabalho se apresenta como relevante para a empresa, principalmente por se fazer necessária a reflexão sobre a gestão de pessoas. O estudo de caso foi desenvolvido em uma empresa brasileira de grande porte do ramo metal mecânico do país, que atua no mercado mundial do agronegócio. A pesquisa contou com a aplicação de um questionário adaptado aos múltiplos papéis de RH, que buscou analisar a percepção da equipe de liderança da empresa e os profissionais que atuam na área de RH, além de terem sido consideradas informações complementares coletadas em relatórios internos. Concluiu-se que a área de gestão de pessoas vem atuando de forma estratégica e contribuindo com a organização no alcance de seus objetivos. Ficou evidenciado neste trabalho, a partir da percepção dos participantes, que a área atua de forma equilibrada nos papéis propostos, ou seja, como parceiro estratégico, agente de mudanças, especialista em gestão e mediador. Ficam recomendações de melhorias para a organização e a possibilidade de continuar os estudos a partir das conclusões alcançadas. / This paper aims to analyze how the area of Personnel Management has contributed to the achievement of strategic objectives in a particular organization. The study was based on a theoretical analysis under the perspective of different authors, but had as a background the model of the multiple roles proposed by Ulrich (1998). Whereas organizations are in a process of rapid growth and significant changes, having constantly to seek competitive advantages, this work presents itself as relevant to the company, primarily by reflecting on their people management. The case study has been developed at a large Brazilian company in the metal mechanical sector, which operates in the global agribusiness market. The research involved the application of a questionnaire adapted to the multiple roles of HR, which sought to analyze the perception of the leadership team of the company and the professionals working in the HR area, besides being considered complementary information gathered in internal reports. We conclude that the area of people management has been acting strategically and contributing to the organization on the achievement of its goals. It has become evidenced in this study, from the participants' perceptions, that the area operates in a balanced way in the proposed roles, that is, the strategic partner, agent of changes, specialist in management and transparent management. Recommendations for enhancements to the organization remain, as a possibility to continue the studies from the conclusions reached.

As organizations strengthen their presence overseas, the number of expatriates is increasing rapidly (Armstrong, & Li, in press; Brookfield Global Relocation Services, 2015). Expatriates are often used by multinational corporations (MNCs) for knowledge sharing (Fang, Jiang, Makino, & Beamish, 2010; Hocking, Brown, & Harzing, 2004). Knowledge sharing refers to a relational act based on a sender-receiver relationship which involves sending one's knowledge to another as well as receiving another's knowledge (Foss, Minbaeva, Pedersen, & Reinholt, 2009). Effective knowledge sharing is key for MNCs in order to create and sustain competitive advantage (Jensen & Szulanski, 2004; Schwaer, Biemann, & Voelpel, 2012; Wang & Noe, 2010). Given its relevance, organizations invest significant amounts of resources in the development of knowledge-management systems and provide employees with incentives to encourage knowledge sharing (Cabrera, Collins, & Salgado, 2006). MNCs however often face difficulties in encouraging employees to share their knowledge (Cabrera & Cabrera, 2002, 2005) and growing evidence suggests that in international contexts employees are even more reluctant to share their knowledge due to cultural, nationality, ethnicity and linguistic barriers (Gilson, Lim, Luciano, & Choi, 2013; Mäkelä, Andersson, & Seppälä, 2012). It is therefore critical to identify how to enhance knowledge sharing between expatriates and host country national (HCN) colleagues despite the cultural, linguistic, nationality, and ethnicity barriers they may experience when working together (Peltokorpi & Clausen, 2011). The first aim of this dissertation was therefore to identify how to enhance knowledge sharing between expatriates and HCNs. Survey data was collected from 84 expatriate-HCN dyads working in 31 different host countries in all parts of the world. Drawing upon the supplementary person-person (P-P) fit literature, a specific type of person-environment (P-E) fit, it was demonstrated that when expatriates perceive high similarity between themselves and their HCN colleague in terms of deep-level characteristics such as values, personality, goals, and abilities (i.e. high P-P fit) they are more likely to engage in information elaboration which in turn facilitates knowledge sharing. Interpersonal citizenship behaviour was identified as a moderator which increased information elaboration and knowledge sharing even when expatriates perceived low deep-level similarity between themselves and their HCN colleague (i.e. low P-P fit). Furthermore, we do not know what types of knowledge expatriates share with their HCN colleagues (Armstrong & Li, in press) despite the fact that knowledge is often considered as an organization's most important resource (Zander & Kogut, 1995). The second aim of this dissertation was therefore to systematically examine what types of knowledge expatriates share with their HCN colleagues. Survey data was collected from 197 expatriates working in 52 different host countries in all parts of the world. By means of a qualitative content analysis of written descriptions regarding the types of knowledge shared, a three dimensional typology of expatriate knowledge sharing was constructed which identifies the full range of knowledge types shared by expatriates. Three types of knowledge were identified: regulative knowledge, normative knowledge, and cultural-cognitive knowledge, each consisting of several subtypes. The theoretical and practical implications of these findings are discussed.

No description available.

The purposes of this study were to measure and compare the knowledge level of sales personnel employed by a ladies' apparel manufacturer and to examine the need for a training program for sales managers, sales secretaries, and sales representatives. The data were gathered through a four-part questionnaire developed by the researcher. Sales personnel were rated as having low, medium, or high knowledge. The majority rated as having medium knowledge. No significant differences in knowledge level were evident relative to sales position or length of employment. Training needs tended to have little variance among respondents.