Worker participation and the acceptance thereof is well established in first world countries. In third world countries it is still a relatively new concept which tends to rely on legislation for its existence and continuing function. Where a free-market economy is in place, labour market forces and management attitudes tend to affect the practice of worker participation. This research explores the multi-dimensional nature of workers' attitudes towards worker participation in an international company operating in the Republic of Bophuthatswana. A questionnaire using the hypothetical conversation technique and a dichotomous scale was developed and administered to a sample of 300 male industrial workers. Ten dimensions were proposed and subjected to a factor analysis. The results of the factor analysis revealed a unidimensional scale which suggested an underlying general attitude. This was used as a "general attitude" scale. Only two of the original dimensions were found to have some factorial validity. These three scales were subjected to an item analysis to establish their internal consistency. The biographical data in the questionnaire and the three scales were subjected to a correlation study and a regressional analysis to determine what relationship existed between the biographical variables and the attitudinal scales. This was done to explore the three scales. It was found that only tenure affected all three scales; tenure and not age was the variable that affected workers' attitudes the most.

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Yes / Purpose This paper aims to explore the drivers of employee motivation to facilitate value co-creation. Specifically, it enhances the understanding of social and contextual elements that contribute towards the co-creation of value. Design/methodology/approach Embracing an interpretive paradigm, the study draws on 57 in-depth interviews together with participant observation field notes. The data were analysed using thematic analysis. Findings The findings identify six key drivers that motivate employees to facilitate value co-creation: rewards and recognition, opportunities for life-long learning, interpersonal engagement, role responsibility and accountability, organisational vision and social purpose. Research limitations/implications This study is undertaken within a traditional organisation setting. Other organisational contexts such as working from home should also be considered. Second, this study focused on the individual relational orientations of employees. Also, there is an opportunity to explore the collective orientation of employees. Originality/value Drawing on service-dominant logic (S-D logic) as a theoretical lens, this study adopts and adapts Lindenberg and Steg’s (2013) goal-framing theory to conceptualise six drivers of employee motivation to facilitate value co-creation within three-goal frames that leads to in-role and extra-role job performance.

The effective practise of managers as coaches can have a positive impact on the performance and development of employees, and provide an organisation with a significant competitive edge. The implementation of manager-coaches in South African organisations is slowly gaining traction, and this study examines this approach in a large financial institution. The primary objective of this research was to identify the roles and skills needed by line managers to become successful performance coaches, as well as the key benefits to the organisation as a whole. Descriptive, qualitative methodology was selected to conduct this study. The population sample was drawn from a large financial services organisation, with approximately 45 000 employees across Africa. The research participants are all line managers working in different business areas, with varying years of experience. A research questionnaire was used to conduct face-to-face, semi structured interviews with respondents. Data collected was then transcribed and analysed by means of content and thematic analysis. The interviews confirmed that the line managers understood performance coaching as a process to address and close the performance gaps of their employees. Some managers equated performance coaching to performance management or mentoring. The manager-coaches identified their primary roles as: to enable performance, motivate and inspire, and provide support. The key skills required were highlighted as communication; listening; interpersonal skills; emotional intelligence; empathy; questioning skills, and goal setting. It emerged that good performers are coached less frequently than poor performers. Some managers have a set frequency such as monthly or weekly, whilst others use it as required, in line with their normal leadership style. This finding is considered to be very important to answer the research question: if managers were conducting performance coaching informally and in an ad hoc fashion, did they believe in the benefits and did they see this as a priority in developing their staff?

Lam Yuen Yan Sharon. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (leaves 65-71). / Abstracts in English and Chinese. / List of Tables --- p.vii / List of Figures --- p.viii / List of Appendices --- p.ix / Chapter Chapter 1: --- Introduction --- p.1 / Chapter Chapter 2: --- Method --- p.18 / Chapter Chapter 3: --- Results --- p.26 / Chapter Chapter 4: --- Discussion --- p.46 / References --- p.65

Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin's 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders' comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems.

This thesis aims to analyze problems of employee monitoring in constitutional frameworks as well as in terms of the most used types of employee monitoring. The goal is to point out that employee surveillance underwent a considerable evolution in last few years. To illustrate that considerable evolution, there is a comparison of Supreme courts of Czech Republic judgement from 2012 and European Court of Human Rights Grand chambers judgement from 2017. After a comparison of those two judgements there is a conclusion of the Supreme court's judgement from 2012 to analyze whether it is still up-to-date. This thesis is divided into six chapters. In the first chapter there is an analysis of constitutional frameworks and explanation which constitutional rights and freedoms should be took into consideration, compared with each other and what are reasons to do so. In the second chapter, there is an analysis of relevant Czech Republic law and EU regulation well known under abbreviation GDPR and there are also examples of relevant law usage on particular situations. In third chapter, there are concrete methods of employee monitoring. There is an analysis of CCTV systems with record and without record between which there is a huge difference in employer duties required by law. There is also analysis of employee...

Investing in employee engagement is beneficial to ensuring an organization's ability to sustain and improve productivity and performance. The purpose of this single case study was to explore effective leadership strategies leaders used to increase employee productivity. The population for this study were 6 bank leaders from Mississippi with a minimum of 5 years of experience implementing effective strategies to increase employee productivity. The conceptual framework for this study was Bass's transformational leadership theory. Data were collected using semistructured interviews, observations, and a review of company documents. The data analysis process involved Yin's 5-step approach, methodological triangulation, and member checking to identify common patterns, develop themes, and verify data for accuracy. The 4 emergent themes in the study were lead by example, encourage, promote teamwork, and implement rewards. The findings indicated that bank leaders improved employee productivity using transformational leadership by maintaining active employee engagement, communicating clear goals, and building positive leader-employee relationships. The implications of this study for positive social change include the potential for leaders in the banking industry to improve employee engagement, which may lead to a higher level of employee performance and commitment, reduced turnover, and enhanced organizational profitability. Organizations that are profitable can help stimulate the local economy by contributing earned profits to the community in areas such as schools, housing development, and community centers.