Zhao, Yan. / 500 Thesis submitted in: December 1999. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 81-89). / Abstracts in English and Chinese, questionnaire in English and Chinese. / ABSTRACT (ENGLISH) --- p.i / ABSTRACT (CHINESE) --- p.ii / ACKNOWLEDGEMENT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / Chapter CHAPTER 1. --- INTRODUCTION / Background of the Study --- p.1 / Objective of the Study --- p.2 / Significance of the Study --- p.4 / Chapter CHAPTER 2. --- LITERATURE REVIEW / Expatriate's Adaptation --- p.7 / Impression Management --- p.11 / Performance Evaluation in Leader-Member Exchange --- p.13 / Cognitive Information Processing --- p.17 / Summary --- p.21 / Chapter CHAPTER3. --- MODEL DEVELOPMENT / Research Context --- p.22 / Hypotheses --- p.24 / Chapter CHAPTER 4. --- RESEARCH METHODOLOGY / Overview --- p.29 / Sample --- p.30 / Questionnaire --- p.32 / Measurements --- p.34 / Control Variables --- p.37 / Chapter CHAPTER 5. --- RESULTS / Statistical Method --- p.39 / Hypotheses Testing --- p.40 / Chapter CHAPTER 6. --- DISCUSSION AND CONCLUSION / Discussion of Findings --- p.45 / Additional Considerations --- p.51 / Theoretical Contributions --- p.53 / Practical Implications --- p.55 / Limitations and Future Research Directions --- p.57 / Conclusion --- p.60 / TABLES --- p.61 / FIGURES --- p.72 / APPENDICES --- p.74 / REFENCES --- p.81

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2004 xiii, 128 leaves / The research study conducted was an investigation into the change process and its effect on employees, a case study of Antalis (Pty) Ltd. The objective of the research was to achieve a better understanding of how the company had changed and whether or not the change process was the correct one to have undertaken under the circumstances, and to investigate the effects the change had on the employees and the culture of the company. / M

Drawing upon case studies of three organisations operating six call centres in Australia, this thesis explores the manifestations and interplay of employee resistance and accommodation in response to five facets of employer control: electronic monitoring; repetitious work; emotional control; the built environment; and workplace flexibility. Accommodation refers to the ways workers protect themselves from and adapt to the pressures that make up their day-to-day experiences of work. Accommodation, unlike resistance, which implies opposition to control, may superficially resemble consent to control. I argue that resistance and accommodation are not polar opposites; rather they are both reflections of the conflict and tensions that lie at the heart of the employment relationship. At the study sites, employees utilised resistance and accommodation both separately and concurrently. An explanation of these seemingly contradictory responses and of the links among accommodation individual resistance and collective resistance lies in the concept of ???self???. In this thesis, ???self??? refers to workers??? perceptions of fairness, dignity and autonomy. I examine how these notions frame worker discontent and promote employee solidarity. ???Everyday resistance???, a concept first developed by Scott (1985) in relation to peasant struggles, is employed to highlight the existence of subterranean struggles in workplaces that otherwise appear to be harmonious. At the study sites, everyday resistance was a multi-faceted, widely employed strategy whose strength lay primarily in its immediate impact. There was, however, no necessary sequential development from accommodation, through everyday resistance to overt, formal forms of conflict. What was evident was that multiple responses to employer control could co-exist and inhibit or promote one another. But it was through organised collective resistance that more formalised gains were made and widely held grievances addressed. I suggest that, although everyday resistance may lay the groundwork for more formal struggles, one should not conclude that traditional collective resistance is ???genuine??? resistance and everyday resistance is simply a second-best prelude to it. Although conflict is always present, its intensity differs. If we are to understand the complexity of worker responses to managerial control, we need to expand the theoretical frameworks within which we analyse and interpret conflict.

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2004 xiii, 128 leaves / The research study conducted was an investigation into the change process and its effect on employees, a case study of Antalis (Pty) Ltd. The objective of the research was to achieve a better understanding of how the company had changed and whether or not the change process was the correct one to have undertaken under the circumstances, and to investigate the effects the change had on the employees and the culture of the company.

Drawing upon case studies of three organisations operating six call centres in Australia, this thesis explores the manifestations and interplay of employee resistance and accommodation in response to five facets of employer control: electronic monitoring; repetitious work; emotional control; the built environment; and workplace flexibility. Accommodation refers to the ways workers protect themselves from and adapt to the pressures that make up their day-to-day experiences of work. Accommodation, unlike resistance, which implies opposition to control, may superficially resemble consent to control. I argue that resistance and accommodation are not polar opposites; rather they are both reflections of the conflict and tensions that lie at the heart of the employment relationship. At the study sites, employees utilised resistance and accommodation both separately and concurrently. An explanation of these seemingly contradictory responses and of the links among accommodation individual resistance and collective resistance lies in the concept of ???self???. In this thesis, ???self??? refers to workers??? perceptions of fairness, dignity and autonomy. I examine how these notions frame worker discontent and promote employee solidarity. ???Everyday resistance???, a concept first developed by Scott (1985) in relation to peasant struggles, is employed to highlight the existence of subterranean struggles in workplaces that otherwise appear to be harmonious. At the study sites, everyday resistance was a multi-faceted, widely employed strategy whose strength lay primarily in its immediate impact. There was, however, no necessary sequential development from accommodation, through everyday resistance to overt, formal forms of conflict. What was evident was that multiple responses to employer control could co-exist and inhibit or promote one another. But it was through organised collective resistance that more formalised gains were made and widely held grievances addressed. I suggest that, although everyday resistance may lay the groundwork for more formal struggles, one should not conclude that traditional collective resistance is ???genuine??? resistance and everyday resistance is simply a second-best prelude to it. Although conflict is always present, its intensity differs. If we are to understand the complexity of worker responses to managerial control, we need to expand the theoretical frameworks within which we analyse and interpret conflict.

Indiana University-Purdue University Indianapolis (IUPUI) / Initial research on structuring the interview process investigated structure’s impact on the interview’s psychometric properties (e.g., reliability and validity). In contrast, the empirical literature has begun to consider the impact of increased interview structure on job applicant reactions to the interview and the companies that utilize them. Current research has studied the effects of interviewer characteristics on applicant reactions and the effects of different types of selection procedures on applicant fairness reactions. In addition, while studies have examined the impact of applicants’ perceived control on their reactions to selection procedures, few studies have examined this impact specifically for the employment interview. Given the widespread use of the interview in selection, this study adds to current research by focusing on applicant reactions to four elements of the interview identified as being salient to applicants (i.e., the degree to which the interviewee perceives that applicants are asked the same questions, the use of situational or behavioral type questions, controlling the use of ancillary information by the interviewer, and the degree to which questions from the applicant are controlled). In addition, this study focused on need for control as a moderator of the relationships between interview structure and fairness perceptions, recommendation intentions, and acceptance intentions. Participants consisted of 161 students voluntarily participating in three different interviewing scenarios: unstructured, semi-structured, and structured interviewing scenario. The participants completed post-interview measures asking them about their perceptions of fairness, their intention to recommend the company to others, and their intention of accepting an offer if one is made by the company. Although the hypothesized relationships between elements of structure and applicant evaluations of the interview were largely not supported, the results did indicate that student applicants perceived semi-structured and structured interviews to be fairer than unstructured interviews. In addition, the results suggest that more structured interviews may lead to lower behavioral intent to recommend the job to others or accept a job offer. Implications of the results are discussed in terms of how interview structure relates to the candidates’ perception of fairness, recommendation intentions, and acceptance intentions.

The aim of the study is to design a needs assessment data collection instrument; administer it to a representative sample of employees in the department; and to analyze the findings in order to make recommendations regarding the design of an Employee Assistance Programme (EAP) for the Department of Water Affairs and Forestry (DWAF) in the Northern Province. The literature review concentrates on the design and application of needs assessments for EAPs. A data collection instrument, the SAGENA was designed, piloted and then trans,ated into the major languages spoken by DWAF employees in the region, and content is given. Out of the total population of 7,381 employees, a stratified, random sample of DWAF employees was selected for the study. A total of 550 employees completed the questionnaire, which represented a 7,45% sample with a 93% response rate. The findings showed that 97% of employees felt that an EAP would have a positive impact on their well-being and work performance. The majority said they would use counselling for themselves (71%) as well as for referring colleagues and subordinates (67%). The most prevalent problems (financial problems, retrenchment, retiring and HIV fears etc.) and least prevalent problems of employees are reported in the study as well as employees' preferences for various forms of EAP services. Finally recommendations are made regarding the design of an EAP for DWAF: Northern Province. / Social Work / M.A.(Socal Science)

The aim of the study is to design a needs assessment data collection instrument; administer it to a representative sample of employees in the department; and to analyze the findings in order to make recommendations regarding the design of an Employee Assistance Programme (EAP) for the Department of Water Affairs and Forestry (DWAF) in the Northern Province. The literature review concentrates on the design and application of needs assessments for EAPs. A data collection instrument, the SAGENA was designed, piloted and then trans,ated into the major languages spoken by DWAF employees in the region, and content is given. Out of the total population of 7,381 employees, a stratified, random sample of DWAF employees was selected for the study. A total of 550 employees completed the questionnaire, which represented a 7,45% sample with a 93% response rate. The findings showed that 97% of employees felt that an EAP would have a positive impact on their well-being and work performance. The majority said they would use counselling for themselves (71%) as well as for referring colleagues and subordinates (67%). The most prevalent problems (financial problems, retrenchment, retiring and HIV fears etc.) and least prevalent problems of employees are reported in the study as well as employees' preferences for various forms of EAP services. Finally recommendations are made regarding the design of an EAP for DWAF: Northern Province. / Social Work / M.A.(Socal Science)

Indiana University-Purdue University Indianapolis (IUPUI) / Improving performance management is a high priority for many organizations that want to improve the performance of their employees. Recently, researchers have focused on the social context to promote behavioral change, and have created new scales to examine context, such as the feedback environment. The current study examined internal and external accountability as mediators of the relationship between the feedback environment and developmental behaviors. Participants each completed three scales measuring the feedback environment, internal and external accountability, and developmental behaviors. Results suggested that internal and external accountability both mediate the relationship between the feedback environment and developmental behaviors, but neither is a stronger mediator than the other. In addition, internal and external accountability both mediate the relationship between each component of the feedback environment and developmental behaviors, but again neither is a stronger mediator than the other. This study contributed to the literature on performance management, and emphasized the importance of training supervisors to use the feedback environment to increase perceptions of accountability for employees.