Thesis (M. Phil.)--Hong Kong University of Science and Technology, 2003. / Includes bibliographical references (leaves 54-55). Also available in electronic version. Access restricted to campus users.

Thesis (M.A. (S.W.))--University of Pretoria, 2003.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1985.

published_or_final_version / Public Administration / Master / Master of Social Sciences

This study investigates the relationships between ownership, control, organisational structure and company operational costs. The workers’ perceptions of participation (financial and decision-making) and empowerment are measured between two labour intensive factories with different ownership structures. The first factory (Kopano) has a workforce that shares equity ownership, or holds proprietary title. It is significant to note that the Kopano workers share in the ownership of the manufacturing section only, and not the upstream activities (mining, etc.), nor the downstream activities (despatch, selling, marketing, etc.). Accordingly, the Kopano owner-workers concentrate on manufacturing only. Employees at the second factory (Lawley) have no equity stake; they do not hold proprietary title and are “normal” salaried employees. The hypotheses seek to identify differences between the two factories, relative to the worker’s sense of participation (financial and decision-making) and empowerment. The rationale is that the workers who hold proprietary title (Kopano) should have a greater sense of financial participation, decision-making participation and empowerment than the workers (Lawley) who do not hold proprietary title. This is tested via questionnaires at both factories and the results obtained strongly support the hypotheses. Given the abovementioned findings, the study then seeks to establish that there will be greater savings in operational costs at Kopano factory (where the workers hold equity title) compared to Lawley (where the workers are not involved in ownership participation). The rationale behind this hypothesis is that operational costs at Kopano should be lower than the operational costs at Lawley (because of the different ownership positions). An analysis of operational costs between factories supports this argument. The study finally seeks to establish a strong balance of probability that the results obtained are because of the different ownership structures. This is confirmed using Mill’s Method of Difference. However, identified weaknesses with this analytical tool suggest that conclusive declaration to this end be the subject of future research. / Thesis (Ph.D.)-University of KwaZulu-Natal, 2007.

[Abstract]Research within clinical, organisational and community contexts, generally equates an individual’s sense of well-being with the absence of adverse psychological states.More recently, proponents of ‘positive psychology’ have drawn attention to positive affective states, like happiness and joy. The focus on affective states relates to a Subjective Well-Being (SWB) approach to well-being. In contrast, a Psychological Well-Being (PWB) approach considers the role of mastery and efficacy beliefs, asense of autonomy and positive relatedness with others, as separate dimensions that are related to SWB. Two studies tested the hypothesis that two affect dimensions ofSWB, Positive (PA) and Negative (NA) Affect, were independently related to PWB.In both studies, factor analysis differentiated between items from two SWB and PWB measures, whilst correlations between the well-being factors were moderate. Apreliminary study reported PWB to be a significant predictor of SWB after controlling for Demographics and Negative Life Events. A lack of association between Negative Life Events and PA suggests independent effects for two broad SWB dimensions. Using an Organisational Health Research Framework (OHRF), a study of high-school teachers further controlled for a five-factor model of personality and both Positive and Negative Organisational Climate. PWB was still identified as a significant predictor of SWB after controlling for demographic, organisational climate and personality variables. Independent effects on positive and negative SWBdimensions were also identified. Assessing change of both dependent and independent variables with two waves of data supported the independence of SWB outcomes and the strong effect of PWB on SWB across time. Higher levels of PWBwere mostly related to better SWB outcomes (lower negative and higher positive SWB states). Although the OHRF proposes reciprocal effects of employee wellbeingand personality on perceptions of climate, the strongest effects were those reported whereby organisational climate and individual characteristics, being mostly independent of each other, strongly predicted employee SWB within and across waves. Implications for future employee well-being research are that organisational interventions need to address reducing negative and improving positive facets of the organisation. Individual interventions which promote PWB components would appear to be a most important avenue by which to improve employee SWB, by reducing NA and improving PA states.

Thesis (LL. M.)--University of Toronto, 2004. / Adviser: A. Douglas Harris.

Dissertation (Ph.D.)--Auburn University, / Abstract. Vita. Includes bibliographic references (leaves 44-55).

Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1993. / Vita. Abstract. Includes bibliographical references (leaves 163-172). Also available via the Internet.

Thesis (M.Com.(Human Resources Management))--University of Pretoria, 2006. / Abstract in English. Includes bibliographical references.