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M.Com. / Participative management has been hailed as the strategic choice to overcoming problems at the workplace. It has become a buzzword for management in the 1980s, and yet has not become entrenched far enough in South Africa to say that participative management practice is, and has been a success ...

The Master thesis is focused on describing a structure and importance of Talent Management in a particular company. The aim of this thesis is to describe a current process of Talent managing and developing in the chosen company. Based on an analysis of strengths and weaknesses and evaluation of current situation are recommended relevant changes. These changes would increase effectiveness of the process. In theoretical part are defined terms and definitions, which were obtained by studying of secondary sources. There are also described trends of Talent Management and impact of economic crisis on Talent Management. At the conclusion, there is made a summary which also includes specific recommendations for Talent Management in chosen company.

The thesis analysis of employee education, the theory focuses on describing the basic knowledge about the process of learning and competency approach. The practical part is being aimed at the analysis of employee education of business partners of Opel Southeast Europe, LLC, provided by Raytheon Training International GmbH. Based on the analysis have been identified absences and proposed improvements.

The aim of this paper is to analyze the state of education in company Hennlich Industrietechnik Ltd. Litomerice. My intention is to analyze the state of training of employees in the company and compare it with other options in the area of education, which are listed in the literature or are offered in employment offices in the European Union funds. Another aim is to focus on reducing the costs of education. The theoretical part will be based on data from technical literature and professional articles related to this issue. The practical part will be based on both theoretical knowledge and the insights, knowledge and facts gathered in the survey of the company. The final form of the assesment will include theoretical and practical data and information analysis and evaluation, suggestions and recommendations.

The movement or flow of employees into, around and out of organisations (‘employee flow’) has long been a central issue in human resource management and industrial psychology. This is especially so for the specific element of employee turnover, but also applies to staffing and internal talent development. Employee flow is especially salient in a South African context characterised by scarce skills. The voluminous literature on employee flow has tended to view each element such as recruitment or turnover separately, and has generally focused on internal outcomes (e.g. commitment or satisfaction). This thesis attempts to add two crucial features, namely EF as a whole system (i.e. inflows, intraorganisation flows and outflows of staff in conjunction), and customer-based outcomes. Something of a synthesis is thus sought between EF and ideas of marketing productivity. Marketing productivity has been proposed as one of the most important foci of the marketing discipline (Rust, Ambler, Carpenter, Kumar, & Srivastava, 2004; Sheth & Sisodia, 2002). It refers to links between marketing and organisational performance or value. Models such as the ‘service profit chain’ (Heskett, Sasser & Schlesinger, 1997) identify the antecedents of marketing productivity to be internal organisation characteristics such as staff satisfaction or loyalty. This thesis seeks to expand such models in the context of a system of EFs. Advanced decision theoretic utility theories of EF (e.g. Boudreau & Berger, 1985) allow for the complete, integrated value of employee movements over time to be modelled. Such a model is constructed and links to marketing metrics, notably service perceptions, investigated. Organisational value arising via the outcomes for customers are further investigated. Thus increased value of employee movements is proposed to generate organisational value, mediated by improved customer equity (e.g. Gelade & Young, 2005). An empirical, survey-based study was conducted to assess the model. EF was assessed in business-to-business relationships from the perspective of the customer using conceptions of decision theoretic utility analysis, and both intermediate and outcome-based customer perceptions of service quality used as dependent variables. Moderation effects from frequency of interaction and integration of the customer into the supply chain were also tested, as well as controls for characteristics of the transaction, organisation and industry. Results suggest that EF does significantly affect various stages of service quality provision, notably ‘potential quality’, which it appears mediates links to other aspects of service provision, especially final service outcomes. In addition, EF was also found to affect outcomes through the intermediate relational element of 'soft process quality', possibly highlighting the importance of relationship management and soft skills in B2B relationships. Employee outflows in particular showed evidence of relatively strong effects, possibly highlighting the ongoing salience of turnover, in particular effective identification and management of functional versus dysfunctional turnover instead of a sole focus on retention. Results were significantly stronger for service industries than others (presumably as service is the outcome), and when there were relatively few supplier contact staff (perhaps due to social networking, bonding, exchange or emotional contagion). This thesis adds substantially to the methodologies underlying service profit chain models. It explicitly included new constructs (EF utility). Contextually, it was the first proper test of this model in South Africa. Theoretical contributions arose from new inter-disciplinary syntheses of utility models, finally linking employee and customer utilities to the organisation. Ultimately, practical significance may arise for managerial models, estimating and justifying human resource interventions.

This research report submitted to the Faculty of Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management January, 1995 / There is mounting concern about the increasing cost of healthcare, marketing it unaffordable for more people. Until recently, healthcare has been reactive and curative, in the main" as opposed to proactive and preventive. In the USA and Australia, much research has been undertaken on tne effectiveness of wellness programmes - any programme which aims to educate individuals On unhealthy practices and lifestyles, and thereby pre-empt or avoid severe ill1ness. In this country, wellness programmes are a relatively new approach. [Abbreviated Abstract. Open document to view full version]

Given the prevailing ethical crisis and subsequent collapse of a number of modern organizations, the lapse in leader ethics as a determining factor of the proliferation of corrupt practices has come to dominate leadership discourse. Ethical leadership has been linked not only to avoiding organizational destruction but to fostering healthy, productive organisations. In line with this, the current study aimed to assess the role of employee perceptions of ethical leadership in promoting employee engagement, via the mediating mechanism of employee perceptions of psychological safety.. Having distributed an email survey to administrative employees of a technological goods producer, Kalshoven et al.’s (2011) Ethical leadership at Work scale, Carmeli and Gittel’s (2009) psychological safety scale and the 17-item version of Utrecht’s employee engagement scale (Schauefeli & Bakker, 2003) were completed by 139 participants. Using structural equation modelling, the findings supported the linkage between ethical leadership and employee engagement and confirmed the role of psychological safety in mediating this relationship.

by Ma Wing-Kin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves [57-58]). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.iv / PREFACE --- p.xxv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Current Situation Facing Multinational Corporations --- p.1 / Methodology of the Study --- p.19 / Chapter II. --- FINDINGS OF THE SURVEY AND TRENDS IDENTIFIED --- p.24 / General Findings and Analysis --- p.24 / Correlation findings --- p.35 / Chapter III. --- SUMMARY OF TRENDS --- p.43 / Chapter IV. --- RECOMMENDATIONS AND CONCLUSION --- p.46 / APPENDIX --- p.54 / BIBLIOGRAPHY --- p.i

Au-Yeung, Sze Yan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 57-62). / Abstracts in English and Chinese. / Acknowledgements --- p.iii / Abstract --- p.iv / Chapter Chapter 1- --- Introduction / Goal Setting Theory and its effectiveness --- p.1 / Potential drawbacks of Goal Setting Theory --- p.3 / A motivator of unethical behaviour: individual and group level --- p.5 / Goal proximity and ethical behavior --- p.9 / Goal commitment and Unethical Behaviors --- p.9 / Chapter Chapter2- --- Method --- p.12 / Participants --- p.12 / Task and Procedures --- p.12 / Manipulations --- p.19 / Chapter Chapter 3- --- Result / Main Analyses --- p.20 / "Goal assignment methods, work setting conditions, and performance" --- p.22 / "Goal assignment methods, work setting conditions and work effort" --- p.23 / "Goal assignment methods, work setting, feedback and performance overstatement" --- p.25 / Goal proximity and unethical behaviour. --- p.32 / The mediating role of goal commitment --- p.36 / Goal assignment methods and participants 'perceptions --- p.39 / Chapter Chapter 4- --- Discussion --- p.43 / Goal setting and performance --- p.43 / "Goal setting, work setting, feedback and unethical behavior" --- p.46 / "Goal setting, work setting, goal proximity and unethical behavior" --- p.49 / Mediating role of goal commitment --- p.50 / Chapter Chapter 5- --- Conclusion and Implications --- p.51 / Limitations and future studies --- p.53 / Reference --- p.57 / Chapter Appendix I --- Workbook --- p.63 / Chapter Appendix II --- Goal commitment scale --- p.82 / Chapter Appendix III --- Instruction sheet for group setting condition --- p.83