The purpose of this study was to investigate self-efficacy and organizational efficacy as reported by assistant principals for relationships to their job preparation experiences in one K-12 public school district. Bandura defined self-efficacy as "]belief in one's capabilities to organize and execute the courses of action required to produce given attainments" (1997, p. 3). Organizational efficacy has been defined as "an aggregated judgment of an organization's individual members' assessment of their (a) collective capacities, (b) mission or purpose, and (c) sense of resilience" (Bohn, 2010, p. 233). As efficacious beliefs have reciprocal influence that can better fortify performance (Bandura, 1997), this study explored both self-efficacy and organizational efficacy to provide a bi-level depiction of assistant principal efficacy. The self-efficacy measurement was gathered through the 2006 School Administrator Efficacy Scale (SAES) survey (McCollum, Kajs, and Minter, 2006a, 2006b) and the organizational efficacy measurement was gathered through the 2010 Organizational Efficacy Scale (OES) survey (Bohn, 2010). Additionally, self-reported demographics and job preparation experiences were gathered through a participant information survey. Beyond descriptive analyses that established benchmarking efficacy measurements for the participating school district, ANOVA analyses revealed no significant relationships in self-reported self-efficacy or organizational efficacy based upon the job preparation experiences of assistant principals. The benchmarking measurements were presented to inform school district leaders as they direct future district succession, mentoring, or professional development planning for increased efficacious leadership development and for improved human capital management results. / Ed. D.

The overall topics within the research are Human Capital and Leadership and my aim has been to examine two knowledge-intensive companies and scrutinize in what way these companies practise leadership. The purpose has among other things been to examine which challenges arises when manage/lead the employees within knowledge-intensive companies, how the knowledge-intensive companies can develop and retain their employees and which needs and requirements exists regarding leadership within these. The empirical data has been collected through interviews, both personal interviews and telephone interviews; therefore, I have interviewed one manager and seven employees from two knowledge-intensive companies. The companies which have been scrutinized are two knowledge-intensive companies; accordingly two case studies have been conducted. The thesis partly consists of two cases and these two companies will be presented within the appendix of the thesis. Besides, the introduction chapter, the methodology chapter, the chapter which is called the Frame of Reference and a conclusion chapter, a fourth chapter consists of the empirical study, analysis and renderings. The empirical study is presented in a flowing text connected with the analysis and renderings.   My aim has also been to study literature and theory regarding knowledge-intensive companies since knowledge-intensive companies constitute a major part of my study. Moreover, the organisational structure called adhocracy has been examined as Alvesson (1995) portray, that it is a characteristic of knowledge-intensive companies and which seems to play a big role for how leadership is executed within these. Knowledge Management, Human Resources Management, Human Capital Management, Talent Management and some criticism towards Talent Management are four concepts as well as one important part regarding critique towards one of the concepts that has been scrutinized. Why I have chosen to write about these concepts is because I think these are suitable for my study regarding knowledge-intensive companies and leadership. Another concept that has been examined is whether there is a new trend within leadership according to what some authors promote. I have examined the issue and I have made a comparison between my collected empirical material and the studied theory. A figure that I have used is the figure illustrated at page 18, by Alvesson (2000) and by implementing the figure a comprehension and illustration can be set forth based on where the examined knowledge-intensive companies turn out to be positioned.   A fifth chapter contains the conclusions and the empirical findings reveal that a knowledge-intensive company might encounter varying challenges as well as I state which leadership style is convenient within knowledge-intensive companies. The concepts of Knowledge Management, Human Resource Management, Human Capital Management and Talent Management are utilized within knowledge-intensive companies as the employees within these are rather autonomous. Social features as well as the outcome of knowledge-intensive companies are reflected, to sum up.            Knowledge-intensive companies are considerable in our society today as Seo et al. (2011) explain. Thus, I think it is crucial for potential leaders as today’s leaders and managers to gain an insight in what way leadership is practised within knowledge-intensive companies as these companies are composed of or made up by an immense part Human Capital. I, as well as many other people, hold competencies in the form of for example experiences and education and although these are valuable resources for a company, especially for a knowledge-intensive company, these companies can never own this kind of resources. This is consequently a fundamental issue within companies. Hence, my thesis aim is to support people with deep knowledge and interesting aspects regarding the research question, consequently I have endeavoured at creating a valuable thesis which can be of significance for me and for others. I want individuals to gain a deep knowledge and thereby enhance their knowledge about knowledge-intensive companies and leadership within these by reading my thesis, as I have.

Thesis (MBA)--Stellenbosch University, 2014. / Human resource management is a widely researched field. However, the research done in terms of small to medium-sized enterprises, is extremely limited, especially in South Africa. The aim of this research was to investigate human resource management practices in one such a company, and to develop a feasible action plan to improve on these practices. The chosen company, Task Applied Science (Pty) Ltd, is a medical research company based in Cape Town, South Africa. The data for the study was obtained through a literature review and interviews. The data from the literature review identified best practices and frameworks. This was combined with interviewing company employees as well as HRM practitioners in the medical field to not only identify problems, but to also suggest possible solutions. These solutions were compiled in a comprehensive action plan. As such, the results offer a workable solution for Task Applied Science, and can serve as example for all small to medium-sized enterprises. The literature review further showed that smaller companies tend to ignore the importance of human resource management due to the time and costs involved and the fact that they are focussed on the external environment rather than the internal. This cannot simply be remedied by implementing practices developed in large companies. Best practices need to be customised to fit the needs of the specific company. The findings showed that only certain human resource management practices were implemented in reaction to crises, or as needs arose. This, combined with the rapid growth and lack of structure, caused a breakdown in communication, transparency, and trust. Staff loyalty decreased because they felt that they were left in the dark. Both the company strategy and values became vague, and thus staff could not be aligned to it. Noteworthy was that the increase in policies and documentation did not cause employees to feel restricted, but rather that it created a feeling of security. The study made it abundantly clear that the human resources department needs to be treated as a strategic partner in the planning and execution of the company strategy; especially in terms of efficient change management. Their role is to communicate the strategic direction, while at the same time acting as an activist for the staff, voicing their needs and capabilities. The proposed action plan focused mainly on the company culture and the alignment of staff with the company’s business strategy. This was done by addressing issues such as company culture, communication, company values, and staff development. The plan offers practical solutions within each of these categories. Furthermore, it suggests solutions in terms of efficient staff recruitment and knowledge management. By implementing this plan the company will be able to increase the synergy between the business units within the company, eradicating silos, and establishing the staff as a competitive advantage. In addition to this, it will establish the human resources department as a credible partner for the staff in developing both their personal and professional lives.

<p><strong>Datum: </strong>2009-06-30</p><p><strong>Författare: </strong>Rönnlund Josefin</p><p><strong>Nivå/utbildning: </strong>Master Thesis, Management</p><p><strong>Handledare: </strong>Owe R. Hedström</p><p><strong>Titel: </strong> How to keep with the War for talent? A comparative study between talent management in Company X and literature suggestions for identification of talent</p><p><strong>Problem: </strong>The need for talent management and a company's assets in form of Human Capital creates the demand of consultant firms and their services. The problem for companies today is to keep their up with the war for talented workers, and the way leadership talent is managed in the company is crucial for gaining competitive advantage. The research problem in my study is to identify how companies can manage talent within their organization successfully and by doing a research within a specific company, compare findings in their different organizational levels.</p><p><strong>Syfte:</strong> To investigate talent management processes in one company known for their success in the area of talent management and compare different views on talent management that might exist in different levels. My paper aims to value their talent management processes, and if there are gaps that could be filled and methods that could be developed.</p><p><strong>Metod: </strong>Qualitative method through six interviews and by doing a comparison between empirical findings and theory</p><p><strong>Resultat/slutsatser:</strong> talent management processes are very well developed in this business line in Company X, and in some areas they are even better than what literature suggests. They need to keep encouraging their personnel to take challenges and rotate. They also need to have a clear understanding of the roles in the organization, the responsibility of top recruitment and development. The areas that are in need of further development are leadership development, learning and training. Even if they have grasped the importance of these factors, they have some difficulties implementing right methods for reaching their targets. The company should encourage their employees to take challenges to be able to discover who can learn the most from them.</p><p><strong>Sökord: </strong>talent management, key personnel, high flyers, top performers, human resource and human capital management, identification of potential, talent development and high performers.</p><p><strong>Omfång, sidor:</strong> 82</p><p><strong>Antal ref/källor:</strong> 43</p>

Datum: 2009-06-30 Författare: Rönnlund Josefin Nivå/utbildning: Master Thesis, Management Handledare: Owe R. Hedström Titel: How to keep with the War for talent? A comparative study between talent management in Company X and literature suggestions for identification of talent Problem: The need for talent management and a company's assets in form of Human Capital creates the demand of consultant firms and their services. The problem for companies today is to keep their up with the war for talented workers, and the way leadership talent is managed in the company is crucial for gaining competitive advantage. The research problem in my study is to identify how companies can manage talent within their organization successfully and by doing a research within a specific company, compare findings in their different organizational levels. Syfte: To investigate talent management processes in one company known for their success in the area of talent management and compare different views on talent management that might exist in different levels. My paper aims to value their talent management processes, and if there are gaps that could be filled and methods that could be developed. Metod: Qualitative method through six interviews and by doing a comparison between empirical findings and theory Resultat/slutsatser: talent management processes are very well developed in this business line in Company X, and in some areas they are even better than what literature suggests. They need to keep encouraging their personnel to take challenges and rotate. They also need to have a clear understanding of the roles in the organization, the responsibility of top recruitment and development. The areas that are in need of further development are leadership development, learning and training. Even if they have grasped the importance of these factors, they have some difficulties implementing right methods for reaching their targets. The company should encourage their employees to take challenges to be able to discover who can learn the most from them. Sökord: talent management, key personnel, high flyers, top performers, human resource and human capital management, identification of potential, talent development and high performers. Omfång, sidor: 82 Antal ref/källor: 43

This research aims to provide a theory of enterprise social networking that generates and/or sustains a culture of employee engagement within a chosen South African private sector company. Based on an extensive review of interesting literature and the application of a grounded theory process in a chosen case, this research work provides a theory of enterprise social networking sustaining and growing employee engagement together with an explanatory theoretical framework that makes the theory more practical. Employee engagement is defined as “the harnessing of organisation member’s selves to their work roles; in engagement people employ and express themselves physically, cognitively, and emotionally during role performances.” This research regards employee engagement as a three part concept composed of a trait (personality/cognitive) aspect, a state (emotional) aspect, and a behavioural aspect. Research has shown that employee engagement has an unequivocal positive impact on business outcomes, such as profitability, business performance, employee retention and productivity. Employee engagement can be regarded as a culture if it is abundant within the organization’s employee population. Gatenby et al. (2009) propose that employee engagement is fostered by creating the desire and opportunity for employees to connect with colleagues, managers and the wider organisation. This standpoint is supported by Kular et al. (2008) who state that the “key drivers of employee engagement identified include communication, opportunities for employees to feed their views upward and thinking that their managers are committed to the organisation.” Further indicators of employee engagement include strong leadership (particularly in the form of servant leadership), accountability, a positive and open organisational culture, autonomy, and opportunities for development. One of the key facets of employee engagement is connection. A complementary definition of social media, an umbrella under which enterprise social networks fall, is that “(it) is more of a relationship channel, a connection channel. Each and every tweet, update, video, post, is a connection point to another human being. And it’s the other human being who will determine your worth to them.” Social media provides participants with access to a larger pool of resources and relationships than they would normally have access to. This enlarged relationship/resource pool is a result of expanding human and social capital enabled through social media tools. In order to produce a theory of enterprise social networking sustaining and growing a culture of employee engagement a rigorous grounded theory methodology coupled with a case study methodology was applied. The case study methodology was used to identify a suitable research site and interesting participants within the site while the grounded theory process was used to produce both qualitative and quantitative data sets in a suitability rigorous fashion. The corroborative data was then used to discover and define the emergent theory.

Submitted in full compliance with the requirements for the Degree of Master Management Sciences: Human Resource Management, Durban University of Technology, Durban, South Africa, 2017. / This study focused on an investigation into talent management and employee retention in the higher education sector of South Africa- a case study of the Durban University of Technology. Since the end of apartheid, South African higher education has been through many challenges, including how to attract, managing and retain a new breed of academics who will be able to assist in the development of a new transformed society. According to a report presented by Higher Education South Africa (2009:7), higher education institutions are facing a real crisis regarding their ability to attract and retain academic staff of a suitable calibre. This has led to the steady loss of academic expertise and the loss of senior and more experienced academic staff, thereby setting higher education Institutions back in terms of research output (Mapesela and Strydom 2004: 2). The concern is that there are insufficient numbers, particularly amongst Black African academics in the existing academic and postgraduate pipelines to replace them (Higher Education South Africa 2011:1). Consequently, talent management is becoming a central management challenge as it becomes more difficult to retain key and competent academic staff (Barkhuizen Roodt and Schutte 2014: 141). If attention is not paid to this issue, in the years to come the quality of graduates and the research outputs of universities will be severely debilitated (Badat 2009:12). The main aim of this study was to investigate how talent management and employee retention is addressed at the Durban University of Technology strategically, as well as the processes and practices that underpin such strategies. The quantitative research design was adopted and data was collected through a self-administered structured questionnaire. This study was conducted at the Durban University of Technology with a sample of 65 academic staff, including senior academic staff like professors, lecturers and junior lecturers. The target population was grouped into different strata and the sample elements were selected from each group. Findings from the study revealed that talent management is not a strategic element and it is not fully implemented in the higher education sector. Recommendations were made on the review of talent management practices of academic staff in the higher education sector. This study established that there were some elements of talent management principles and practices in place at the University. However, these were often the traditional functions for example recruitment, selection, training and development. It was evident that there needed to be a strategic focus on the entire talent management process. There also needed to be a lot more holistic approach with greater attention being paid to the process from the time academic staff are recruited through to the process of the development of their careers. Retention is another facet that should be focused on, especially in respect of up and coming Black academics as this is in its infancy. / M

Master's dissertation is devoted to the study of human capital management of educational communities in the university. It substantiates the need to elaborate a system of management in the framework of the educational policy of the region. The dissertation reveals the theoretical essence of the educational community, as well as the concept of human capital, the system of human capital management of educational communities in the university. The dissertation analyzes the system of human capital management of educational communities in the university in the context of the educational policy of the region, provides recommendations for changing and improving this system. / Магистерская диссертация посвящена изучению управления человеческим капиталом образовательных общностей в вузе. В ней обоснована необходимость создания системы управления им в рамках реализации образовательной политики региона. В диссертации раскрывается теоретическая сущность образовательной общности, а также понятие человеческого капитала, рассматривается система управления человеческим капиталом образовательных общностей в вузе. В диссертации проведен анализ системы управления человеческим капиталом образовательных общностей в вузе в контексте образовательной политики региона, даются рекомендации по изменению и усовершенствованию этой системы.

Doctorat en Sciences Psychologiques et de l'éducation / info:eu-repo/semantics/nonPublished

Integrative Summary: Small to Medium Business Enterprises (SME's) are widely recognised as the driver of economic growth. SME's are responsible for employing large sections of the working population and, in doing so, facilitate the development of skills for many thousands of workers. Whilst SME's may differ (according to various definition criteria such as size or turnover) from other types of organisation, they share one common denominator across all organisations: their overall effectiveness depends largely on the individual and collective people that make up the organisation -their employees. In this context the central question relevant to the research is "how do SME's retain their valued employee managers?" A quantitative research method was applied in the research. Data was collected by way of a structured self-administered survey questionnaire designed from a post positivist paradigm. The survey was constricted by way of modifying and adapting previous surveys designed to investigate factors that influence staff retention, to be relevant to managers employed by SME's. The sample consisted of 35 managers employed by SME's in and around East London in the Eastern Cape, South Africa. The results of the research give rise to a number of clear indicators on the key retention factors of employee managers. Based on the research results SME's that want to have the best chance of retaining their employee managers need strong and effective leadership within the organisation, must address soft organisational factors that are conducive to an open and trusted working environment and the roles of managers must have inherent job factors that allow a sense of freedom to plan and execute tasks autonomously. Economic factors such as pay and financial benefits were identified through the research as being the least important factor when it came to manager retention. These conclusions provide SME owners and senior managers with insight into the factors that are most likely to influence their ability to retain employee managers.