This thesis presents new data on the work motivation of Metropolitan Police Service (MPS) constables. It offers data from two surveys: a snap-shot of the attitudes and behaviours of constables with seven years' service; and a survey of new recruits over their first fifteen months of service. It is perhaps the most comprehensive study undertaken of motivation to work hard and remain in a UK police force and includes a critical review of the motivation literature with specific reference to its relevance to the job of police constable. A provisional model is proposed to explain variance in the dependent variables - motivation to work hard (effort) and motivation to remain in the organisation (intention to stay/leave). New construct variables operationalise effort, reality shock, career frustration, organisational citizenship behaviour, socialisation and performance. Pre-existing scales are used for organisational commitment, management support, intention to leave, self efficacy, higher order need strength, organisational identification, intrinsic motivation and job satisfaction. The model met with a reasonable level of success: up to 46 per cent of the variance in intention to leave and up to 26 per cent of the variance in effort were explained. The effect of the model in explaining the outcomes of two organisational changes on the work motivation of experienced constables is also examined. Following the data analysis, a revised model is proposed. Motivation theories were shown to have validity and contribute to our understanding of work motivation. Variables explaining the work motivation of MPS constables were found to be similar to those in empirical research on other workers. However, probationary constables as a group were shown to have very unrealistic career expectations. Self-reported levels of effort decreased and levels of intention to leave increased over the socialisation period.

No description available.

No description available.

This study is concerned with the integration of young Omanis into the labour market. The aim is identify the factors that hamper their efforts to gain access into the labour market. The year 1970 marked the beginning of a new era in the history of Oman. This hitherto backward and undeveloped country embarked on an ambitious development programme and within a span of twenty five years achieved rapid economic growth and social change. The pace of economic development has been determined by the revenues generated from oil which are the main source of income for the government. In its transformation the country relied on an expatriate labour force to meet the demand for a competent work force needed to carry out and run various plans and projects. Their size increased from few hundreds in 1970 to constitute two thirds of the country's workforce which was estimated at around 625,000 in 1995. Until 1970, most young Omanis were seeking employment in the public sector. The fall of oil prices from 1986 onwards and the advent of the Gulf crises in 1990, weakened the economy of Oman and the Government's role as the leading employer of school-leavers was reduced. Accordingly, a growing number of young Omanis began to approach the private sector for employment. The private sector employers were, however, more enthusiastic to recruit expatriate workers than to employ young Omanis. The result was growing unemployment amongst young school-leavers. This situation coincided with the majority of jobs being occupied by non-Omanis. This situation raised question marks about the efficiency of the human resource policies of the country. The changes brought about by this new pattern of employment and the difficulties faced by the young schoolleavers is the central focus of this study. To provide an adequate explanation for the impact of this issue, the study drew on the experiences of several countries and covered different issues under different disciplines, in order to formulate a set of assumptions. These assumptions were developed to reflect the perspectives of the principle groups of stakeholders concerned with labour market issues - young Omanis, private sector employers, and Omani society as a whole. In gathering data and generating knowledge, the study employed a triangulation of methods comprising quantitative and qualitative research methods. The employment of multiple methods was essential, on the grounds that not much research has been carried out in Oman. Respondents, many of them expatriates with little motivation to support the objective of the study, often questioned the intention and motivation of the researcher. Therefore, to obtain an accurate picture from them, it was important to intensify the efforts in the field to ensure the veracity of their responses. Based on these investigations the study has sought to conceptualise a theoretical approach to youth transition from school to the labour market, based on two types of factors: endogenous and exogenous. The study also offered a set of suggestions to policy makers to alleviate the problem of youth unemployment in the country.

No description available.

No description available.

No description available.

No description available.

Research is undertaken into the correlation between shared values and organisational performance. The issue of commitment continuity as a pre-requisite for improved financial and operational performance is investigated in detail. Emphasis is placed on the theories and nature of growth and sustainability; sustainable change within the organisation; and employee commitment emphasising aligned commitment as well as elements constituting the aligned commitment equation. The role of management has been identified as a determining factor that underlies the commitment of employees in an organisation. It is found that organisations should change their definition of “growth” from actual profits to the management of talent within the organisation in order to realise the benefits of sustained commitment. Literature studies into concepts such as shared values and shared vision and how these concepts can be inculcated into organisations through the implementation of effective change management processes is done. Should these concepts be universally accepted throughout the organisation, it will lead to organisational commitment which will eventually evolve into a commitment continuum. The presence of a commitment continuum will inevitably lead to the achievement of sustainable growth and a high performance culture within the organisation. To ensure the process is credible it should at all times adhere to both the spirit and letter of prevailing legislation and regulation as well as accepted norms of good practice. The impact that the concepts such as Knowledge, Information, Empowerment, Performance Strengthening and Shared Values have on the attainment of aligned commitment was examined. Also discussed were the comparisons between the South African and Namibian operations of the financial organisation. This research study was approached from a human perspective and should contribute towards the attainment of a commitment continuum within the organisation, through the aforementioned concept, with specific focus on Shared Values. The study includes both literature and empirical research. The study covers a numbers of disciplines that, when seen together, provides better understanding as how these constructs interact with one another in the attainment of sustained commitment and the presence of a commitment continuum. This, in turn, will lead to improved financial performance on the part of the organisation. The study has practical value in the sense that the newly adapted questionnaire and equation framework should enable organisations to measure the degree to which the influential constructs contributing to aligned commitment, already exist. The results show that a commitment continuum can be established in the financial services sector through aligned organisational commitment, the introduction and development of a shared values system and the establishment and acceptance of a shared vision. Coupled with organisational commitment, this will furthermore lead to growth and sustainability and a high performance culture being attained within the organisation. / MBA, North-West University, Potchefstroom Campus, 2014

Evidence from national surveys conducted in 1995, 2002 and 2006 shows that, despite a variety of specific Government training initiatives, the UK automotive supply sector lags behind international competition and suffers from severe skills shortages. Long term recovery from this position will require improvements in education, careers guidance, recruitment and work related training. The aim of this research has been to design a model of work related training for the sector to help ensure that the learning involved delivers sustained changes in behaviour and skills. A series of case studies have been reviewed to provide a context of work related training in the sector. Separate surveys were used · to benchmark training performance in a World Class manufacturer to understand realistic norms of training output, to sample the sustainability of learning amongst SMEs engaged on similar training programmes and to determine the range of training needs across the automotive supply sector. In total data was obtained from 833 individuals in 389 companies. The initial conclusions that defined the requirements for the model were that The outcomes of training across SMEs in the automotive supply sector were mostly unknown, unmeasured and often unpredictable. For reference, even in large organisations it is estimated that 60% of training budgets lack quantifiable targets. Learners themselves are unpredictable, Training initiatives, deriving from recommendations of the Leitch report and which are „employer led‟ focus on “World Class Manufacturing” which, coming largely from the perspective of Automotive OEMs, means Lean Manufacturing. For smaller SMEs a constrained training offer can be an impediment to growth. Their needs are the more diverse. The model was synthesised from the survey results and its concept tested and refined by a further survey of sixteen predominately automotive companies. Tamkin‟s IES model from Human Resources was also used as a reference comparator. On the input side the new model stresses company readiness and relevance of training. On the output side it adds organisational impact to the accepted but often overlooked measurable outputs. Beneath each of the ten elements of the model there are quantifiable indicators for use with diagnostic tools in either a company‟s HR plan, a training provider‟s delivery planning or a funding agency‟s grant criteria. The companies most likely to meet these quantifiable criteria will be the competitive and innovative companies that operate as learning organisations. It is argued that training targeted on these companies will be cost effective to implement, provide measurable performance benefits and deliver sustainable learning.