Any company operating in the developing world must view Aids as a threat and have response mechanisms in place (Rosen, Simon, Vincent, MacLeod, Fox and Thea, 2003). The objective of this research was to discover how South African professional services companies are responding to HIV/Aids. The research further sought to confirm whether the response of the professional services sector can be considered ‘rational’ or ‘reasonable.’ Twenty interviews were undertaken across professional services companies to understand how the sector is responding to HIV/Aids from the perspective of their employee base, client base and surrounding communities. The findings showed that most professional services companies have neither felt nor measured the impact of HIV/Aids on their business. Most companies have implemented some sort of measure to respond to HIV/Aids internally, even if only a policy to safeguard them. Some companies view HIV/Aids as an opportunity, in that it enables the provision of additional products and services to clients. More than half of the companies interviewed are contributing to HIV/Aids causes outside of their workplace. As a result of this study, a model has been developed to classify companies according to their response to HIV/Aids. Based on the classification, companies surveyed fell into one of 4 types: shrew, responsible, uninformed or saviour. Twelve companies fell within the ‘shrew’ category, indicating a primarily rational response to HIV/Aids. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

In the professional services industry, it is no secret that people are the greatest assets. The investment in human capital is the core of the business, the dividends of which can never be under-estimated. The continued success of the professional services firm therefore lies in being able to retain that investment within the organisation. The current high rate of turnover within the firm, and in the professional services industry, is indeed a big challenge for management. One that necessitates a review into a variety of ways of keeping the talent within the firm. This research study was commissioned to look into one of the proposed initiatives for retaining employees; that of wealth creation. The aim was to source the views of employees on wealth creation as a way of increasing the rate of retention or otherwise as well as identify the preferred structure of such a scheme. The results of the research showed that employees deem financial remuneration to be highly important and would stay with the firm longer if provided with a wealth initiative. There was preference for a short to medium term scheme rather than a long term one, with some particular suggested schemes coming out as preferred favourites than others. Respondents also went further to highlight other factors that were contributing to loss of talent within the firm. The responses from the survey have been comprehensively analysed and recommendations made on the implementation of the wealth creation scheme. / Graduate School for Business Leadership / (M.B.A.)

In the professional services industry, it is no secret that people are the greatest assets. The investment in human capital is the core of the business, the dividends of which can never be under-estimated. The continued success of the professional services firm therefore lies in being able to retain that investment within the organisation. The current high rate of turnover within the firm, and in the professional services industry, is indeed a big challenge for management. One that necessitates a review into a variety of ways of keeping the talent within the firm. This research study was commissioned to look into one of the proposed initiatives for retaining employees; that of wealth creation. The aim was to source the views of employees on wealth creation as a way of increasing the rate of retention or otherwise as well as identify the preferred structure of such a scheme. The results of the research showed that employees deem financial remuneration to be highly important and would stay with the firm longer if provided with a wealth initiative. There was preference for a short to medium term scheme rather than a long term one, with some particular suggested schemes coming out as preferred favourites than others. Respondents also went further to highlight other factors that were contributing to loss of talent within the firm. The responses from the survey have been comprehensively analysed and recommendations made on the implementation of the wealth creation scheme. / Graduate School for Business Leadership / (M.B.A.)

No description available.

This study examined how to best transfer social capital during professional service firm acquisitions. Using a qualitative, multiple case-based approach the study makes two important contributions. First, all four cases were successful in client retention and professional staff retention, yet only two cases were successful in retaining partners. This finding contradicts previous studies that found when partners leave the firm after acquisition clients follow. This research study found that clients stayed with an acquiring firm as long as their on-site project team remained more or less intact. This finding implies that social capital can be transferred between individuals and organizations. Second, a framework of organizational factors that contribute to the successful retention of social and human capital was developed. Successful retention of clients was primarily dependent on the retention of the project team (professional staff), but the robustness of the contract, the nature of the project work and sufficient communication were factors as well. Successful retention of professional staff relied upon the integration process, of which sufficient communication; goodness of organizational fit and goodness of strategic fit were factors. Successful retention of partners was based on timely communication and the importance of leadership roles for some of the acquired partners. / Organizational Analysis

Research in the field of retention has been dominated by studies focused on retention of highly talented employees or A players. Organisations for many years have overlooked, misunderstood and to a large degree ignored the contributions of the steady and capable performers, the B players. Understanding the retention needs of B players has become critical in ensuring organisational success in the short and long term. The purpose of the research aimed to identify the key factors influencing the retention of B players across generations and ethnic groups, and thereby develop a retention framework that will contribute towards the improved retention of B players. The study adopted a dual approach, incorporating a qualitative and quantitative methodology. Interviews were conducted with key stakeholders to validate the questionnaire and gain insights regarding the key retention variables that influence B players. A questionnaire was then distributed to respondents to obtain their views. Data was gathered electronically and analysed against the research objectives defined. The key findings indicated that B players are most influenced by Financial Reward&Recognition, Independence&Freedom and Leadership& Management factors. A Factor Significance and Variable Importance Retention Framework was developed to assist organisations to develop dynamic multidimensional strategies. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The DuPont analysis is one of the most commonly used financial analysis tools for traditional businesses. It disaggregates return on equity (ROE) into profit margin (PM), asset turnover (ATO), and leverage (LEV) thereby providing value-relevant information relative to aggregated profitability. In this paper, I extend the use of the DuPont model to the professional service industry. The professional service industry has recently become one of the fastest growing segments driving the U.S. economy (USITC 2009, U.S. Census Bureau of Economic Analysis 2009). Unlike traditional businesses whose key business assets are their physical assets, professional service firms rely on human capital assets that are not recognized in the balance sheet. I introduce a profitability ratio analysis model that focuses on human capital. I validate the model by examining whether the disaggregated profitability ratios for professional service firms add relevant information over aggregated ratio in the same way as they do for traditional businesses. I use law firms as a representative segment of the professional service sector to empirically evaluate my model. I collect financial and human resource data for 81 of the 100 largest U.S. law firms from 2000 to 2007 then disaggregate profit per equity partner (PPP) into the three profitability ratios: profit margin (PM), revenue per lawyer (RPL), and leverage (LEV). I compare the absolute forecasting error (AFE) of the simple AR (1) model that uses only the current year profit per equity partner (PPP) to forecast one-year ahead profit per equity partner (PPP) and my model that uses the three profitability ratio model (PM, RPL, and LEV) of current year to forecast one-year ahead profit per equity partner (PPP). I find that using the disaggregated profitability ratios significantly improves forecasting of future profitability relative to using only profit per equity partner (PPP), analogous to similar results documented for the DuPont model in Fairfield and Yohn (2001) and Soliman (2004). I examine which firm characteristics are associated with the profitability ratios. I include four firm characteristics variables (STRUCTURE, SCOPE-INTL, SCOPE-RGNL, and SCALE) that are commonly used in economic analysis of industrial organizations. I find that the profitability ratios are systematically associated with firm characteristics that reveal information on the business models of individual firms. Leverage (LEV) is higher in law firms with non-equity partners (STRUCTURE), international focus (SCOPE-INTL), regional focus (SCOPE-RGNL), or large size (SCALE). Law firms that are large sized (SCALE) or regional focused (SCOPE-RGNL) command premium fee (high RPL) on average, but law firms with international focus or with non-equity partners do not. / Business Administration/Accounting

Yes / The leading frameworks of internationalization have contributed significantly to our knowledge of how firms internationalize, but do not fully explain how firms actually create and capture value from customers when internationalizing their activities. Understanding the value creation and capture activities defining their business model(s) is critical for firms moving into less familiar markets, and is particularly relevant for service firms where variability is an inherent feature of the firm/client experience. To address this gap, we take a business model perspective to analyze 144 internationalization events of 10 professional service firms. We find that the case firms adopted four different business models when internationalizing, and that single firms may utilize portfolios of business models. Our findings contribute to both the services internationalization and business model literatures by showing how variability in the internationalization process substantiates the need for business model portfolios.

The evolution and proliferation of mobile devices (m-devices) in the workplace have been rapid. In comparison to conventional services provided by mobile phones (m-phones), smartphones feature sophisticated functionality, such as Internet access, video/audio streaming, and business productivity applications. As a consequence of increased demand for smartphones in the workplace, an understanding of the factors that determine the decision to adopt smartphones in business settings is necessary. The goal of this investigation was to identify the key factors that have an impact on the adoption of smartphones. This dissertation investigation provided an understanding of the key factors that affect the adoption of smartphones for the domain of professional consultants and validated the key constructs of a conceptual map of smartphone adoption through the analysis of data generated from a survey of professional consultants from a global professional services firm, ZS Associates. A total of 130 valid responses from an online survey distributed to 336 ZS Associates professional consultants located in North America, European Union, Japan, China, and India were used in this study. The results of this investigation indicated that social influence, perceived ease of use (PEU), perceived usefulness (PU)/compatibility in the workplace, job relevance, and technology are the key factors that affect the adoption of a smartphone. Demographics and observability factors such as age and observing others' using smartphones in the workplace were found to have no significant impact on smartphone adoption. The outcomes of this investigation indicated that there were no significant cultural differences between respondents in the North America, EU, and Asia-Pacific regions in regard to the adoption of a smartphone. The results of this investigation expanded the research on the adoption of smartphones to the domain of professional consultants. The investigation expanded the research of smartphone adoption from a cultural perspective. Further, the research bridged the gap in the information technology (IT) literature on the intention to use a smartphone by incorporating the key constructs from the Technology Acceptance Model (TAM), Unified Theory of Acceptance and Use of Technologies (UTAUT), and the Diffusion of Innovations Theory (DOI) models.

An organisation’s survival is dependent on the support of a number of stakeholders. However, professional service firms tend to lose the support of their most important stakeholders, which are their well-educated employees, also referred to as their ‘talents’. This study has used Harrison and Wicks’ (2013) framework of stakeholder value creation as its point of departure, which consists of four value aspects: goods and services, organisational justice, organisational affiliation, and opportunity cost. The framework states that managerial actions, related to these four aspects, are likely to create value for stakeholders by increasing their happiness. “Happy” stakeholders are further considered to keep supporting their organisation, which generated the principal research question of this study: How can professional service firms increase the happiness of their talents? Moreover, the study was limited to neo and classic-professional service firms, which include: consultancy, advertising, accountancy, architecture, and law firms. In order to explore what managerial actions increase talents’ happiness, a case study was conducted at a British law firm. Nine solicitors of three different levels of seniority were interviewed and the firm was observed for two days. This study not only confirms the validity of Harrison and Wicks’ (2013) framework but also extends it by identifying additional managerial actions, categories for analysing ‘talent happiness’ as well as a fifth value aspect: ‘job characteristics’. In a broader perspective, this study contributes to stakeholder theory by providing an empirical and micro-level illustration of the theory.