Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Thesis (M.S.)--Kutztown University of Pennsylvania, 1997. / Source: Masters Abstracts International, Volume: 45-06, page: 2722. Typescript. Abstract precedes thesis as preliminary leaf [1]. Includes bibliographical references (leaf 28).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

M.Com. (Industrial Psychology) / The primary aim of this research project was to determine whether induction has an influence with regard to establishing a favourable organizational climate with the new employee. Two organizations were used for this research, the one with a well-planned induction programme and the other with no induction programme at ,all. The two orqanizations correspond well with regard to service conditions, fringe benefits and working hours and the administrative personnel of both were used as experimental subjects. The latter included both males and females and they were further divided according to qualifications and age group. The organizational climate questionnaire used for collection of the data, is that of Litwin and Stringer. Gelfand (1972) redeveloped the questionnaire for a South African application. The questionnaire measures nine dimensions that provide objective information regarding organizational climate. Altogether 122 questionnaires, 65 at organization A and 57 at organization B, were used for the final interpretation. The following hypothesis was made: An organization that employs a well-planned induction programme will create a more favourable organizational climate with the new employee than would an organization that does not employ any induction programme at all. In order to determine the significant differences between the two research groups, t-tests were conducted. It was expected that new employees who have followed a well-planned induction programme would from the start, reflect a more positive image of the climate within their new organization. However, with the exception of three dimensions, confirmation could not be obtained for these initial expectations. A global comparison between the two organizations also did not indicate any real differences between the two research groups.

The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

Dissertation submitted in partial compliance with the requirements for the Master's Degree in Technology: Education (Management), Durban Institute of Technology, 2003. / Induction is the process of introducing new employees to the goals of the organisation, its policies and procedures, to co-workers as well as to the activities or the tasks to be performed in the job. / M

Thesis (MBA) --University of Limpopo, 2010 / Every employee at any institution has to be inducted upon employment. Induction is a very important aspect of any organization to prepare the new and existing employees for the new environment or workplace. It is therefore very important for any institution to design induction programme that caters for the needs of its employees. Teaching institutions might require a different approach to induction as compared to industrial institutions. It is therefore incumbent of the institutions depending on the type of business to design their programmes to address the needs thereof. Every institution thus needs to come up with strategies to compete better both nationally and globally. University of Limpopo has very good policies on recruitment, selection, and employment. It is one of the traditional universities in South Africa, and it is based in Mankweng in the Limpopo Province of South Africa. This university faces many challenges such as staff retention. The university loses many knowledgeable employees to its competitors. Many speculations are that some of the challenges include the wellbeing of the staff members, and this starts immediately after employment and goes throughout. Induction is one of the challenges that the university is suspected of not performing adequately. This study was therefore designed to establish if the university is running a successful induction, to evaluate if this programme is effective and efficient, and assess if it meets the 21st century induction standards. The study was designed to apply the descriptive approaches, using structured questionnaires and interviews. The study population included at least 50 employees which 25 were academics and 25 non-academics. Relevant supporting departments were also sampled to participate in the study. Stratified sampling techniques were used during sampling. Both primary and secondary data was collected and analysed. Ethical guidelines set by the university were observed during the study. Relevant statistical techniques were applied to analyse the data. Findings the study suggest that very few employees were inducted. All levels of induction from the corporate, departmental, and local were not fully executed. Mentors and buddies were hardly used or only used on request by the new employees. Only a limited content of the induction was covered and this was not consistent with all employees inducted. The results of the study show that the duration of induction programme was also not consistent. In addition, the perceptions of the employees was that the university was doing poorly to induct employees. Conclusions drawn were that the university is doing poorly on induction. The programme was not consistent and effective. Very few employees were inducted on which just a brief orientation. It was however established that the CAE had a programme that was on average adequate to equip the academics for the working environment, but the same cannot be mentioned on the corporate induction.