The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

In March 1994, the Jamaican Parliament passed the Employee Share Ownership Plan (ESOP) Act, to facilitate widespread employee share ownership by granting tax incentives to companies that offer shares to their employees (GOJ 1994). The primary aims of the legislation were to (a) strengthen Jamaica's economy by enabling workers to acquire an ownership stake in their employer and (b) improve the economic performance of Jamaican companies by encouraging employees to identify more closely with the goals of their employers (GOJ 1993). Former Jamaican Prime Minister Michael Manley, who introduced the ESOP legislation into Parliament, explained that organizational rather than ideological goals were the primary aims of the legislation. He explained that "in due course larger goals such as broadening the base of ownership and giving workers a wider stake in the national economy will also be achieved through ESOPs. But the first objective must be to increase productivity at the company level" (Manley 1995:17). Prior to the passage of this legislation, several employee ownership schemes had been implemented by Jamaican companies on a limited and ad hoc basis without the support of legislation (GOJ 1993). Despite the introduction of these earlier schemes, however, the concept of employee ownership is still a new one to Jamaica and little research has been conducted on how the pre-legislation employee ownership schemes were implemented or how they affected the implementing companies. Although consultants to the government examined these companies and used them as models in drafting the ESOP legislation, the consultants performed no academic studies to examine the organizational impact of the employee share schemes (Golding; Maharaj Interviews). Similarly, several academic studies have been conducted on employee ownership in the US, the UK, and a few other countries, but no formal academic studies of employee ownership have been conducted in Jamaica. These omissions are unfortunate given the interest in ESOPs expressed by the Jamaican government and the desired political, economic, and organizational effects of introducing employee ownership schemes.

This thesis explores attempts by state officials to enable workers and the principal trade union, the Confédération Générate du Travail, to participate at the workplace and in the French state from 1944 to 1948. At a time of increased state intervention and new social welfare policies, workers gained new responsibilities in the comités d'entreprises, or works councils. The regional government, the commissaires, helped to initiate worker control experiments, notably at the Berliet truck plant in Lyon. By the end of 1948, however, the strength of the French labour movement had not significantly increased, either at the workplace or in the state. In their demand for greater participation, workers faced resistance from state officials, employers and even unions. State actors, such as labour inspectors, prefects, and commissaires, actively sought social peace and greater productivity in 1944-1946. At the level of the shopfloor, the new comités d'entreprises gave workers, for the first time, an official voice in the firm. However, they had no say over production decisions. Nor did worker participation extend to unskilled workers, immigrants, or women. Worker participation did not go further at the time for three reasons. Employers intensified rationalisation measures at the workplace and refused to accept new powers given to the works councils. The CGT was insufficiently committed to workplace participation. Finally, the power of the centralised state was entrenched in the domain of economic planning but did not influence the workplace sufficiently to support participation, particularly in 1946-1948. The postwar settlement that led to increased growth in the 1950s was structured around the private sector and the planning capabilities of the state, at the expense of any involvement by labour. The exclusion of workers from planning decisions and the failure of worker control attempts led not only to the strikes of 1947-1948, but to a profound degree of powerlessness that was to mark the labour movement for the next generation.

In today’s business environment, cost-cutting practices such as downsizing and layoffs remains a widespread phenomenon. Although, the understanding of the effects that these practices has on the remaining individuals, defined as the survivors, is poor. The focus in this paper is therefore to examine how survivors of layoffs can be affected on an individual level, and by what causes. The study was conducted using open-ended, qualitative interviews with three individuals with different experiences of layoffs. The empirical data was analyzed by extracting quotations from the interviews. The study found that layoffs affected the morale and attitude towards management of the individual, and that perceived justice and uncertainty are two causes of negative effects from layoffs.

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The hotel industry in Taiwan has suffered from high turnover rates for many years. High turnover rates reduce productivity and drain hotel profits. Though the hotel industry tends to live with high levels of employee turnover, high turnover need not be accepted as an inherent characteristic of the industry. Hotel managers should learn why employees leave hotels and take effective actions to retain them. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Employee turnover is not a new phenomenon. The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. While most studies had focused their attention on the financial costs of employee turnover, in retailing, the non-financial costs of employee turnover can also be substantial. These non-financial costs include lower morale among remaining employees and losses in expertise and experience. / While there are already many studies on employee turnover, there is a lack of studies of the phenomenon in the retail industry. This study will attempt to close the gap in the literature by studying employee turnover in the retail industry more closely. More importantly, the study will adopt a social constructivist approach to the study of the phenomenon. This approach is not commonly used in employee turnover studies and is likely to add a different perspective to the phenomenon. The aim of the study is to establish the causes of employee turnover in the retail industry and to suggest ways in which retailers can attempt to retain their employees. / The study was conducted with 29 respondents with a major bookstore chain operating in Singapore. The findings suggests that factors that affect employees' decision to quit can be categorised into push and pull factors. Push factors include the level of relationship the employee has with the supervisor and colleagues, the presence of career advancement opportunities and the presence of work-family conflict. Pull factors is the presence of other job opportunities. In addition, a consistent finding in the research show that strong and positive relationships with colleagues can reduce turnover intentions of employees in the retail industry. However, these factors are moderated by personal factors like demographics and personality of the employee. / The study concluded with a discussion of the implications of the research findings and suggests how retailers can adopt policies that can reduce the employee turnover rate. In addition, the study also suggests areas for further research. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

The chief purpose of this survey is to explore employee's perception and experience with Performance Pay and how they affect motivation in the workplace. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (MEd (Staff Development))--University of South Australia, 1995