Thesis (M.Com.(Human Resources Management)) - University of Pretoria, 2005. / Abstract in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Includes bibliographical references.

Thesis (M.S. in Management)--Naval Postgraduate School, March 2006. / Thesis Advisor(s): Stephen L. Mehay, William Bowman. "March 2006." Includes bibliographical references (p. 101-102). Also available online.

Thesis (M. Hous. M.)--University of Hong Kong, 2007.

Thesis (Ph. D.)--Washington State University, December 2007. / Includes bibliographical references (p. 128-143).

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

Thesis (Ph.D.)--Drexel University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 86-111).

This study seeks to explore, in one particular UK Higher Educational Institution (HEI), the relationships between engagement, motivation, resilience and the quality of the relationship between managers and those being managed. A literature review provides salient themes relating to the four concepts of: employee engagement, motivation, emotional resilience, and leadership. The changing landscape of the University sector in the UK is also considered for contextual purposes. A mixed methods approach was used to explore relationships between these four concepts. Methods included: observation, focus groups, questionnaires and interviews. Findings from this study indicate that motivation, resilience, engagement and leadership all interrelate; but that leadership interrelated with the other concepts to a lesser extent. Prerequisites of engagement were found to be motivation and resilience, both of which were inter-reliant and as such were difficult to separate. Prerequisites of motivation and resilience were found to be individuals’ personality characteristics, mind-set and thinking style. Higher quality relationships with managers were consistently associated with higher effort, whereas lower quality relationships ranged from making no difference to the exertion of effort, to being a minor irritation in the background, to adversely affecting effort and resilience. Specific leadership attributes and behaviours were found to be more influential in terms of creating affinity between the line manager and follower which were more likely to positively influence engagement, motivation and resilience. Conclusions indicate that the majority of effort is influenced by an individual’s personality characteristics, mind-set and thinking style. The minority of effort therefore was influenced by external factors such as job enjoyment, as a loci of engagement, and autonomy, as a determinant of engagement. The role of a leader is therefore critical in terms of creating and maintaining an engaging work environment. Certain leadership attributes such as gaining trust, being genuinely caring and compassionate and having a positive outlook were positively associated with the followers having a stronger emotional attachment to the organisation manifesting in increased engagement, motivation and resilience. Practical recommendations for senior leaders in organisations, people managers and HR practitioners include: creating operational clarity and clarity of vision; creating and maintaining a culture of care and support; developing leadership attributes and competencies which are key to achieving an engaged workforce; and implementing practices to facilitate job satisfaction, personal and professional growth and a climate of team collegiality which were found to be the three most important work related factors which positively influenced engagement. This research contributes by bringing a new dimension to employee engagement, motivation, resilience and leadership, adding to the existing literature relating to these four concepts. Three different perspectives are presented and one conceptual approach, relating to these four concepts. Each perspective and approach contains elements which can be applied by HR professionals and organisational leaders to create a culture of employee engagement. This study provides a questionnaire that may be used by other organisations to determine engagement strategies and policies.

The study was conducted in order to determine the employee needs for an employee assistance programme in a welfare organisation in East London, Eastern Cape. This study was born out of a need from the management of this welfare organisation in East London who identified a need for an employee assistance Programme (EAP) within their organisation. According to management, there was a decline in productivity, and high stress levels due to high caseloads and societal demands (Leeuw, May 15, 2015). The theoretical framework that guided this research was systems theory. The rationale for using systems theory is that this study deals with individuals within an organisation who must coexist on a daily basis. There is a general belief that people and their physical-social-cultural environment interact in processes of mutual reciprocity and complementary exchanges (Merton, 2009). A qualitative approach was used in this study. Eight (8) employees from various levels in a welfare organisation were purposively selected to participate in the study. Semi-structured interviews were conducted with the participants and the interviews took more than forty-five (45) minutes each and this enabled the acquisition of rich information which is described in the findings and is used as a basis for the recommendations in the study. After the examination of the needs of employees for an EAP from the observations of both the employer and the employee it was clear that there is a need for employee assistance programmes in welfare organisations. Employees in this organisation are experiencing stress, burnout and were highly concerned about high caseloads that makes them feel incompetent to render adequate and quality services to their employees. The study also revealed that both employees and management of this organisation have different needs, experience different types of problems and view the EAP in different contexts. Despite the differences in their outlook on the situation, the evidence indicates that both employer and employee perceive that there is a need for an EAP, especially clinical services. At the same time, the issue of funding such a programme is also a concern. Recommendations were made for the organisation to develop an EAP to address the needs identified by employees, and for a clear communication strategy be developed to make all levels of employees within the organisation aware of the existence of such a programme. Another recommendation was made for the organisation to identify specific days on which they will conduct preventative awareness and debriefing sessions for the employees. It was also recommended that the South African Council for Social Services Professionals must standardise, regulate and monitor caseloads for the social work profession.

No description available.