Thesis (doctoral)--Universität zu Köln.

Thesis (doctoral)--Universität Frankfurt am Main.

Thesis (Ph. D.)--Florida State University, 2005. / Advisor: Dr. Jon S. Bailey, Florida State University, College of Arts and Sciences, Dept. of Psychology. Title and description from dissertation home page (viewed June 13, 2005). Document formatted into pages; contains x, 91 pages. Includes bibliographical references.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis (MSW(Social Work and Criminology))-University of Pretoria, 2008. / Includes bibliographical references.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1985. / Also available in print.

Thesis (Ph. D.)--University of California, Santa Cruz, 1986. / Typescript. Includes bibliographical references (leaves 231-256).

Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005. / Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).

D.Comm. / The primary purpose of this study was to evaluate an insourced Employee Assistance Programme (EAP) over a one year period in terms of impact evaluation (utilisation and client's satisfaction with the programme) and efficiency evaluation (cost-effectiveness). Such evaluation studies are becoming increasingly important in the current era of organisational downsizing and coping with resource constraints. A client satisfaction survey was used to assess client's satisfaction with the program, while data obtained from the management information system of the company was used to compute both the utilisation rate as well as the cost-effectiveness of the programme. The utilisation rate was computed to be 5.2% which is within the acceptable range as posited by the available literature. The utilisation rate was further examined in terms of the demographics of the client population as well as that of the EAP. The demographic information revealed that the most common problem addressed by the EAP was marital problems (37.8%). Another finding of note was the very high percentage of management / mandatory referrals. Supervisor feedback reports indicated that the most common problem amongst employees that resulted in referral was absenteeism and morale. Supervisors rated involvement in incidents /accidents and absenteeism as being the constructs that improved the most with EAP intervention. The survey of EAP clients (self-referrals) suggested that the majority of clients were satisfied with the overall quality of EAP services. Computation of the cost-benefit ratio revealed that for every R1.00 invested in the EAP between R5 and R8 was saved in terms of recovered lost productivity.

M.Phil. (Business Management) / This dissertation is a theoretical study of participatory management. According to research, companies tend to neglect the employees as one of their most valuable assets in favour of the more efficient use of raw materials and capital assets. The primary goal of the study was to show that by the effective implementation of a participatory management program, it will lead to certain advantages for both the management and the employees. The first section of the study focuses on the formulation of a definition for the term "participatory management". The -connection between motivation and leadership with participatory management are shown and identified. In the following section of the dissertation the different types of application of participatory management are discussed and practical examples are shown. A practical, yet simple model of participatory management are shown and discussed in detail. The third section of the study refers to the successful implementation of a participatory management program. The barriers in the way of successful implementation and the prerequisites that both the management and the employees have to comply to, to ensure a successful implementation of a participatory management program, are discussed in detail. The resulting advantages of a successful program for both the management and the employees are shown. In the final chapter certain conclusions based on the theoretical study of participatory management are made. One of the most important conclusions is that the success of a participatory management program depends on the support from management.