Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2012. / Knowledge management has become a critical success factor in business organisations today. Significant research has been conducted globally and various authors and researchers seem to agree that knowledge management is a tool, which organisations can use to gain competitive advantage. However, to be able to effectively use knowledge management as a tool, organisations should overcome certain hurdles. One of the key areas within knowledge management is knowledge sharing and for this to happen smoothly, companies should appreciate the value of their information and knowledge resources. Promoting effective sharing and transfer of intellectual assets is the core of knowledge management. Knowledge sharing is, therefore, vital for the success of a knowledge management system. One of the primary barriers to this success exists when there is no continuous flow of information and knowledge within an organisation. With the world economy becoming increasingly global, organisations have become more diversified than ever. When employees from various backgrounds come together in a company, knowledge sharing should take place in spite of cultural differences. In this research study diversification is concerned with social and cultural backgrounds. National culture and social backgrounds have been identified by researchers as factors that impact knowledge sharing. Diversified companies normally have a number of languages spoken amongst employees, since employees come from different ethnic groups, which all add to the task at hand with regard to successful knowledge management. Culture influences the way that people think, behave and the way in which they manage knowledge. Culture defines who people are, which certainly has an effect on knowledge management, hence the need to have a better understanding of culture and knowledge management. This research therefore, focuses mainly on information and knowledge sharing in socially and culturally diverse SMEs. There is a need to conduct more research in this area, since South Africa is a culturally diversified country.

The purpose of this study was to examine three state-sponsored health insurance programs targeted at small businesses and identify the political and economic factors that contributed to their success. I evaluated the success of each states program using three criteria: reducing the number of uninsured, program participation, and providing portability. In my analysis, I examined factors which may have played a role in the varying levels of success that were observed. I found that the success of a program depended largely on two factors: economic conditions within the state and the quality of the program. / Department of Political Science

The management dilemma that triggers this research is the improvement of employee retention in medium-sized businesses in the Garden Route. Various factors contribute to poor retention in business, such as the lack of employee engagement, lack of organizational commitment, lack of recognition and reward and lack of employee retention strategies. If these strategies are not in place it results in employees not feeling committed to the organization and therefore opting to leave. This study takes a closer look at the literature review on specific causes of poor employee retention and aims to seek solutions for management to address the employee turnover problem, which affects the ability of the organization to achieve its goals and objectives. The question which formed the basis of this research was whether management can indeed improve retention within their businesses. The parameters of this research topic are five medium-sized businesses in the Garden Route. Ten middle managers from these organizations formed part of the research. The research topic fell within the phenomenological paradigm, as the study looked at employee retention within organizations with the aim of finding out what the reasons for poor retention are and how the problem can be addressed. The approach was a subjective one as responses were interpreted from questionnaires to gain an in-depth understanding of the problem. Research was conducted by means of both questionnaires and interviews in order to interpret and explain the complexity of poor retention rates within the specific organizations. The qualitative data collection method was used. Results were analysed and interpreted to indicate the relevance with the theory. Respondents confirmed that employee retention remains a challenge. It is clear that there is a need for effective strategies to retain talented employees in medium-sized businesses in the Garden Route as this is not being addressed as a priority. Recommendations were submitted which indicated that managers need to invest in strategies to foster employee engagement and organizational commitment. Fair and consistent rewards should be implemented and supported by blended retention strategies.

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2006 xvii, 137 leaves / The purpose of this study is to assess the job satisfaction of employees at selective IT SMEs in Durban and to ascertain if the personal characteristics of gender, age, race, and tenure influenced job satisfaction. This was assessed by determining if these employees were satisfied with their reward structure, their work environment, and the impact of gender, age, race and tenure on job satisfaction. / M

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2006 xvii, 137 leaves / The purpose of this study is to assess the job satisfaction of employees at selective IT SMEs in Durban and to ascertain if the personal characteristics of gender, age, race, and tenure influenced job satisfaction. This was assessed by determining if these employees were satisfied with their reward structure, their work environment, and the impact of gender, age, race and tenure on job satisfaction.

The primary purpose for this study was to investigate small businesses organizational support and interest in health promotion. The research question for this study was, "Are small businesses actively involved with the organizational support of health promotion programs?"A survey was distributed via mail to small businesses in the Lynchburg, Virginia area, with a follow up three weeks later because an appropriate number of surveys had not been returned. The results of this study have provided insight into the current status of worksite wellness programs of businesses with fewer than 250 employees.Small businesses do actively support healthy food and smoking policies at the worksite. Some small businesses provided activities to measure employee health risks. The main issue small businesses deal with are safety/accident prevention. Other health topics are not prevalent in small businesses. Small businesses that had a health promotion program in place offered more programs and awareness materials than those who did not and are actively involved in the organizational support of health promotion programs. / Fisher Institute for Wellness

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: According to Van Scheers (2010, p. 1) small businesses constitute 55% of the employment rate in South Africa. The argument that in the future new jobs are more likely to come from a large number of small businesses than from a small number of large businesses (Martin, 2001, p. 189) has challenged the South African government to support the empowerment of small business. The Wholesale and Retail Sector Education and Training Authority (W&R SETA) was formed as part of the governmental plan to ensure quality-learning provision within the wholesale and retail sector. The training of employees within small businesses in the wholesale and retail sector is not adequate (Mokgata, 2009, p. 4), despite the various methods of training funded by the W&R SETA. The small business unit at the W&R SETA introduced the Voucher-training System. Small levy paying businesses in this sector receive a voucher or vouchers that can be used to access free training opportunities for staff. Providers accredited with the W&R SETA are allowed to offer training programmes that suit the education and training needs of the sector. Companies pay the provider with the free vouchers they are allocated by the SETA. The scope of the Small Business Voucher-training System is to offer short courses that provide skills with immediate effect on the small businesses. The focus of this study grew out of the need to know if the voucher-training programmes meet the needs of small businesses in the wholesale and retail sector. In order to determine whether the voucher-training programmes meet the needs of the small business sector, the small business managers’ perceptions of the voucher-training programme are essential in order to develop insights into the possible improvements and sustainability of the programme. A descriptive research study from an interpretivist perspective is used to understand the perceptions of the small business managers of the voucher programmes. A case study design was used and forms the basis of this study. Interviews were used to elicit qualitative data that provide insights into small business managers’ perceptions of the voucher-training programme. A descriptive research study from an interpretivist perspective is used to understand the perceptions of the small business managers of the voucher programmes. A case study design was used and forms the basis of this study. Interviews were used to elicit qualitative data that provide insights into small business managers’ perceptions of the voucher-training programme. The reasons small business managers gave explaining why they selected specific programmes for employees indicate the influence the training had on employees and their future progression and development within their company. It showed how the company itself benefited from the employees involvement in these programmes and lists the most appropriate programme for these small businesses in the wholesale and retail sector. The small business managers’ reflections on any changes in their employees’ behaviour after the employee attended the voucher-training programme ranged from positive behaviours which they noticed to poor or no influence from the training interventions on employee behaviours at all. The learning programmes small business managers noted as essential in furthering the development of their employees are programmes that suit the respondents in this study. These insights are important in order to understand the type of programmes needed by small business managers in determining the further training needs for their employees in the wholesale and retail sector. The respondents shared various insights, from their personal experience after they had sent employees on the learning programmes, on how they felt the voucher programme system could be improved. The insights these small business managers provide on how to possibly improve the voucher-training programme indicate a thorough knowledge of their business and operational requirements which the SETA and providers need to pay careful attention to should this programme continue.