This research on Sappi Kraft (Pty) Ltd, focuses on the Health and Safety Programme that is in implementation. The programme is expected to entrench the Health and Safety Culture by encouraging acceptable Behaviour Based Safety, continuous staff Training, encouraging interactive communication and housekeeping to be adopted by all employees. The documented study is based on the participation of the staff and management influence to ensure organisation behavioural changes to Safety are challenged. To verify the impact of the analysis, a questionnaire was distributed to the shop floor staff. Interview sessions were conducted on Sappi Management members. Analytical tools such as SPSS and Excel spreadsheet were used to demonstrate the research trends. The analysis findings are detailed in Chapter 5. The study considers the Health and Safety of employees as crucial. In this instance, the secondary recorded statistical data serve as a trigger to further research to the cause of increasing Lost Time Injuries and a proportional increase in serious injuries sustained. This record became a trigger for Sappi Management to implement initiatives to reduce the number of serious injuries being sustained. Such initiatives are implemented to avoid high loss control, continual losses of life and Safety Disasters. The disasters that occurred at Foskor, formerly known as Indian Ocean Fertilizers and Chrome Chemicals in Merebank, are still fresh in industrial news. Sappi Kraft management's commitment to the programme emphasizes the cultural change and acknowledgement of the conditions under which it operates, for the manufacturing of different paper grades. Management takes Safety objectives seriously with the understanding that attributes such as improved health; safety and production performance would be sustained. It must be noted that previous strategies and measures have been implemented to improve safety. The major challenges for Sappi Kraft to the recent strategy are to improve safety through staff participation in continuous risk assessment training, behaviour based safety and interactive communication. The research study period is limited to report on the full objectives to be fulfilled, but the progress towards success is documented. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

The aim of this study was to ascertain the main factors that influence employee loyalty in the workplace. It additionally sought to prioritise the main factors. The sample population used in this research was made up of fulltime employees in the private sector organisations in Durban. Data was collected using a questionnaire. A sample of 91 participants took part in the survey. This sample comprised of 91.2% male participants and 8.8% female respondents. Years of service with their current employers were 50.5% for 0-5 years, 19.8% for 5-10 years, 16.5% for 10-20 years and 13.2% for 20-40 years. In this research there was 1.1 % of the sample population with no-matriculation, 34.1 % with matriculation, 29.7% with a diploma, 30.8% with a degree and 4.4% with post graduate qualification. The research results revealed that having flexible working arrangements, having excellent mentoring and coaching, paying market related salaries, addressing employee’s concerns effectively and a good retention strategy were the main factors influencing employee loyalty in the workplace. There was a strong positive correlation between having flexible working arrangements, having excellent mentoring and coaching, paying market related salaries and feeling a strong sense of belonging to the employer with Pearson’s coefficient (r) of 0.767, 0.762 and 0.742 respectively. This research revealed a weak positive correlation between addressing employees’ concerns effectively, a good retention strategy and feeling a strong sense of belonging to the current employer with Pearson’s coefficient (r) of 0.463 and 0.401 respectively. This study contributes to employee loyalty research as it presents the main factors to be prioritised by top management. / Thesis (M.B.A.)-University of KwaZulu-Natal, 2009.

This thesis is about the role that shop floor workers play in organisational change. In particular, it investigates the manner in which a distinct group of worker-level leaders and change agents affected the generation and implementation of change and helped to shape the change process in an organisation undergoing planned change. The data for the thesis were obtained from a three-year, longitudinal case-study of organisational change in a medium-sized automotive components manufacturer, Moving Metals Limited (MML). Data were collected at MML during a move from traditional mass production to lean production and the research was conducted using processual action research, while the researcher adopted the dual roles of researcher and consultant to the company. The research identified a distinct group of workers, with no supervisory capacity, who were able to shape the change process in the organisation. These workers are referred to as workers of influence. This group of workers emerged as central characters in the process of organisational change and as leaders and change agents in the organisation. Drawn from the empirical data, criteria for identifying workers of influence are developed in this thesis, based on the authority vested in them by the workforce and their access to management decision-making. A taxonomy of workers of influence is developed in this thesis using these criteria, as well as the duration of tenure of influence. In much of the literature, shop floor workers are portrayed as either passive participants in, or active resistors of organisational change. This research provides evidence of some workers acting as leaders and change agents in an active and influential manner. The research examines issues of power, influence, autonomy and control and their impact on workers' capacity to participate in change. In so doing, this research identifies and opens up an important area of study with implications for organisational theory, literature and the implementation of planned interventions in organisations. / Thesis (Ph.D.)--Department of Social Inquiry, 2000.

Univ., Diss.--Louvain, 2004.

Thesis (M.App.Psy.)--University of Waikato, 2008. / Title from PDF cover (viewed April 8, 2009) Includes bibliographical references (p. 87-104)

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1993. / Source: Masters Abstracts International, Volume: 45-06, page: 2887. Typescript. Includes bibliographical references (leaves 109-112).

Thesis (MSD (EAP))--University of Pretoria, 2004. / Includes bibliographical references.

Thesis (M.P.A.)--University of Hong Kong, 1992.

Thesis (M.B.A.)--University of Hong Kong, 1991.

Thesis (M.Phil.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 160-170) Also available in print.