Through this study, a strategy for the localisation and development of the South African nuclear industry was developed. As background, the Korean localisation experience was investigated, along with international recommendations regarding nuclear localisation, and South African governmental policies. This research was used as foundation for the formulation of a localisation strategy. The possibility of using localisation and nuclear industry development as a means to address governmental socio-economic development goals was investigated. From the literature investigation localisation principles were identified. The focus areas of the localisation strategy were subsequently based on these principles. The principles are:  Aggressive human resource development  Governmental leadership and support  International co-operation The localisation strategy addresses general localisation recommendations, needed human resource development, structure of the Nuclear Energy Project Implementation Organization (NEPIO), roles of the participants of the NEPIO, and finally the supply-chain development and technology transfer guidelines. It was assumed that three nuclear power plants, consisting of two reactors each would be constructed. For localisation to be successful, a fleet approach must be followed to ensure economy of scale, and local participation must be incrementally increased with each power plant. The localisation strategy was circulated to industry for validation, and changes were made, based on industry feedback. The needed human resource development amounts to the training of 4 012 labourers per year (see Table 1). The local participation for each consecutive power plant is 30%, 50%-55% and 75%-80%, respectively. It was found that 100% localisation is not feasible. The planned nuclear power programme is too small to justify the development of globally leading components such as ultra-heavy forgings. The structure of the NEPIO is shown in Figure 1. It was found that the localisation and nuclear industry development would serve as a vehicle to help achieve governmental socio-economic development programmes. It was finally concluded that South Africa has the potential for localisation, but obstacles such as a lack of governmental commitment, negative public perception, and lack of industry confidence will be detrimental to the localisation efforts. If these, and other obstacles are not urgently addressed, South Africa will miss out on a much needed development opportunity. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2013

The study was aimed at discovering the extent to which the education system of Venda satisfies the human resource needs of that area. Chapter one not only outlines the aim of the study but also defines certain terminology used in the text. It also gives an outline of the research methodology. Chapter two identifies the theoretical guidelines with regard to how the education system is related to human resource needs. In defining the education system the chapter indicates that education cannot be divorced from the society in which it exists and therefore must be seen as a social, cultural and economic phenomenon. Chapter three examines the manner in which human resources function as a determinant of the education system. In examining the meaning of human resources it indicates the importance of developing the skills of the people as well as indicating the importance of attitudes towards work of the people, thus showing that skills and attitudes together help create good human resources for the growth and development of society. Chapter four indicates general educational needs as well as the criteria to be used for the purposes of this research. It indicates that basic skills should be developed in all people so that they can be able to adjust properly to the workplace. It emphasises the importance of reading, writing, computation and speaking abilities as the basis for education which intends to develop good human resources. Chapter five is the empirical study. It therefore indicates how the postal questionnaire was used. It also contains the results of the empirical study, and explains them. Chapter six gives the conclusions as well as the recommendations that are a result of this research. It concludes that the education system and society are bound together and should not be separated, that human resource development is an important aim of education systems and therefore development should not be one-sided but should be complete, that is, it should include social and cultural skills and economic development. Thus education in Venda should not ignore this, and should be of a good quality as from the lowest standards, so that whether a person has an education of up to Standard 5, 8 or 10 it should not be an insurmountable handicap to adjustment to the work situation. / Thesis (MEd (Vergelykende Opvoedkunde))--PU vir CHO, 1996

During the last two decades, managerial coaching has become increasingly popular in organizations. Despite its popularity, there is a paucity of empirical evidence in the study of managerial coaching outcomes. The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee self-reported affective and performance-related outcomes based on perceptions of selected organization employees. Three theories, path-goal leadership, career motivation, and organization support, were used to frame the hypothesized conceptual model of managerial coaching outcomes for the current study. The systematic review of relevant literature identified satisfaction with work, role ambiguity, satisfaction with manager, career commitment, job performance, and organization commitment for the potential outcomes of managerial coaching. A 36-item survey including seven existing instruments was utilized to collect data. An estimation of the readability level for the survey was Flesh-Kincaid Grade Level 7.1. The survey was sent electronically to all employees in the selected government organization. The sample included 431 respondents representing a population of 1,399 employees. Descriptive statistics, principal component analysis, Cronbach‘s alpha estimates for reliability, correlation analysis, two-step modeling techniques for structural equation modeling, and Sobel tests were the analysis methods used in the study. The results of the analyses indicated that the hypothesized conceptual model was adequately supported by the empirical data of the study sample (χ2/df = 3.53; CFI = .91; IFI = .91; RMSEA = .08). The further investigations suggested that managerial coaching had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, job performance, and organization commitment. Role clarity, as a direct outcome of managerial coaching, influenced job performance—such mediation was consistent with the hypothesized model for the study. The hypothesized model had clear and comprehensive illustrations of how managerial coaching affects work and organization-related variables, satisfaction with work, role clarity, career commitment, job performance, and organization commitment. This study provides empirical support to the proposed benefits of managerial coaching in organizations, and enhances the selected theories by offering additional empirical support to them.

In this thesis we will discuss the importance of human resource development in smaller companies and if it will change from when the Swedish economy was in an economic boom and later on came to be in a recession. We choose to use a more qualitative approach for this research in order to conduct a more in-depth study of five smaller sized companies located on Gotland, Sweden. In order to limit our research we had as an ambition to answer these following questions: • What obstacles are there when it comes to human resource development and knowledge transference within smaller sized companies? • What can simplify or enable human resource development and knowledge transference within smaller sized companies? • Does the teaching process change to a more tacit human resource development between co-workers when there is less room for conventional human resource development? The result of the research came to show that the biggest barrier, when it comes to competence development within smaller companies, is time. However, our research also showed that a majority of the companies has changed from a more external educational plan to a more internal educational plan which focuses on keeping the human resource development within the company. This in turn makes it easier for the companies to manage time and integrate the learning process into a usual workday for employees.

Thesis (MEd) -- University of South Australia, 1993

Η παρούσα πτυχιακή εργασία εξέτασε την διοίκηση ανθρώπινου δυναμικού στις πολυεθνικές επιχειρήσεις που λειτουργούν στο χώρο των cash and carry και hypermarket. Έμφαση δόθηκε στην ανάπτυξη του ανθρώπινου δυναμικού καθώς και στη διαχείριση των ταλέντων. Από την βιβλιογραφική ανασκόπηση αναφέρθηκε ότι τόσο η ανάπτυξη του ανθρώπινου κεφαλαίου όσο και η διαχείριση των ταλέντων είναι παράγοντες που καθορίζουν την ποιότητα του ανθρώπινου δυναμικού ενός οργανισμού και την ικανότητα του να υποστηρίξει τον οργανισμό στην εκπλήρωση των στόχων του. Η έρευνα που έγινε σε δείγμα στελεχών ανθρώπινου δυναμικού σε επιχειρήσεις του κλάδου έδειξε ότι σε μεγάλο βαθμό οι δράσεις στην ανάπτυξη του ανθρώπινου δυναμικού είναι σε συνάφεια με τις πολιτικές των μητρικών των πολυεθνικών επιχειρήσεων. Σε ότι αφορά την διαχείριση των ταλέντων σε αυτό το τομέα οι πολιτικές είναι περιορισμένες. Εφόσον εντοπιστεί κάποιο στέλεχος που έχει τις προοπτικές να εξελιχθεί σε “ταλέντο” για την επιχείρηση, τότε θα συνεχίσει την πορεία του στο εξωτερικό. / This thesis examined the human resource management in multinational firms operating in the area of cash and carry and hypermarket. Emphasis is given to human resource development and talent management.

Magister Commercii - MCom / Equitable access to quality health care is an essential element and a fundamental right for human development in any country. The South African health system prior to 1994 can be construed as one characterised with inequality and human development disparity. Various policies have since been promulgated and implemented to redress the inequalities of the past. Poverty related illnesses remain widespread, the reemergence of infectious diseases and social impacts are putting additional pressure on an already overburdened health system. These challenges have heightened expectations for leadership to manage the health system of the country more effectively and efficiently. A shortage of critical skills and trained health personnel have been cited as two of the major challenges for effective quality care within the health sector and have been described by The World Health Organisation as the heart of any successful health system in any country (Coovadia et al. 2009). However, there is a severe lack of formal evaluation of the competencies of hospital managers, as well as their needs for future training in South Africa. The public has become more health conscious and the request for quality care is increasing, demanding health professionals with increased levels of competence. There is a paucity of research in the health management literature that systematically specifies and assesses which competencies are important to facilitate leadership development, especially in a developing country context. The research aims to identify and determine a comprehensive set of managerial competencies for health leadership in South Africa that could enable leaders to successfully lead the health sector beyond the 21st century. The research is based on the National Center for Health Leadership (NCHL) framework that was developed through a synthesis of the literature on leadership and management competencies in health and related domains (NCHL, 2006). A survey approach using a pre tested questionnaire was administered to management in public and private sector hospitals. Respondents were asked to rate the level of importance of each of the 80 competency statements pertaining to the National Center for Health Leadership competency model.

In a global environment, growing business corporations have recognized the role diversity plays in business development. However, the human resource development (HRD) profession charged with the responsibility for developing any organization's human resources, has not defined what cultural competence is and its role in improving the performance of HRD professionals. This study sought to define cultural competence and determine how it could be developed and assessed. The theoretical framework used was an intercultural perspective of intercultural competence, studies in HRD that focus on a training-culture context fit, and professional definitions of cultural competence. A mixed research method utilizing survey and personal interviews was employed to study Best Practice Learning and Diversity companies. Thirty-nine companies credited as American Society for Training and Development (ASTD) Best Award winners for workplace learning and performance were surveyed. The sample represented various sectors in the corporate industry such as information technology, financial services, manufacturing and retail. Due to a low response rate, eight senior global diversity officials from companies credited as Best Diversity companies by DiversityInc. were interviewed. Five of the companies studied were among the leading Top 10 global diversity companies. The other three ranked highly among the Top 50 diversity companies. The data collected was analyzed using grounded theory. Using this theory, the study identified attributes that describe cultural competence, and various approaches that are used to develop and assess it. Based on the study results, an HRD theory of cultural competence was developed. This theory includes: (a) a definition of cultural competence; (b) a cultural competence framework that provides performance indicators for HRD professionals; organizations, its leaders and employees; and (c) an assessment guide that provides a cultural competence inventory for HRD professionals. To ensure study validity, the survey instrument used in the study was pilot-tested among business scholars. In addition, the study addressed the issues of theoretical sensitivity such as the role of the literature reviewed, the researcher's biases, and the analytical process that was used for theory development. This study has implications for higher education and professional practice. The cultural competence framework developed in this study contributes to the standardization of HRD practices such as education, training and non-training HRD programs. The assessment guide provides a cultural competence inventory for HRD professionals. The results of this study would also be useful for companies that regularly benchmark their operations against best practices. In this way, the study contributes to the effort of aligning HRD practices to theory developed through HRD cross-cultural research

Motivation and development of human resources The aim of this thesis was to analyze the motivation and personal development in a Velké pojišťovací společnosti, a. s. in the department Speciálních správních agend. A partial aim of this work was then, if necessary, propose changes in this system. The first part of this work is theoretical. I created from the literature a comprehensive review of literature, in which I summarized the theoretical information. The second part of this work is focuses on analysis of motivation and personal development in this company. Analysis of this system was based on the survey, which was performed in the department Speciálních správních agend in months January and February. The questionnaire contained two part. The first part analyzed the motivation and stimulation in the company and contained twenty questions. The second part analyzed training and development and contained twenty questions too. Based on the analysis were proposed possible changes that could be applied in the company to achieve its better functioning. The final recommendations: 1. Increase the occurrence of moral incentives: praise and recognition 2. Greater cooperation with employees to create time schedules of training and development with partial reimbursement from the staff.

This study examined the emerging debate on spirituality in the workplace. As spirituality gains impetus, organisations have proactively accommodated the needs of their multi-ethnic and multi-faith workforce and have started integrating spirituality into their policies. The study sought to gauge the employees and managers’ perceptions of the importance of spirituality in the workplace. Spirituality represents a complex phenomenon that embraces an awareness of others, coupled with a sense of fulfilment and values, which add meaning to life. Overall, a lack of clear policy and acknowledgment regarding spirituality within organisations is apparent. The extant literature suggests that spirituality as a research topic suffers from fragmentation, dearth, and confusion which sometimes makes it difficult to propose a comprehensive theory. The complexity and ambiguity of spirituality as a concept means it is often confused with religious rituals. Spirituality is not the same as religion, although religion can be the focus of an individual’s spirituality or the way in which an individual’s spirituality is recognised and expressed. Both spirituality and religion can operate independently from each other. As a result, many scholars have realised the need for a more unified interpretation of the term spirituality. Adopting a predominantly positivist stance, two organisations in England were surveyed. Using a purpose-designed questionnaire, a return of 628 was achieved, with a reliability of 0.87 (Cronbach Alpha). Analysis was undertaken as a data set using independent variables which related to biographical factors, including a person’s faith and their organisation. This was supported by qualitative data using semi-structured interviews with senior management in both organisations. Findings and analysis highlighted that employees did not feel comfortable discussing spirituality; nor did they feel it was appropriate to practise spirituality within the workplace. In their perceptions of spirituality policies, both organisations proffered initiatives that, in the absence of a coherent policy, employees struggled to accommodate employee spiritual needs. Overall, the findings revealed that the limited policies or procedures that were in place often left the employees ambivalent as to whether the organisation had any genuine interest in their spiritual well-being. Since employee spirituality is under-researched, this study investigated the nature of workplace spirituality to benefit academic research through expanding the knowledge in this area, to produce a model of spirituality. The study findings will led to new knowledge on spirituality that can assist in the formulation of suitable strategies to enhance employee spiritual well-being. This study is pertinent in the current economic recession, whereby employees of different ethnic backgrounds may feel vulnerable, with the possibility of spirituality manifesting itself in the workplace as a source of conflict. To address the issue of potential spiritual conflict, organisations will need to build high-trust relationships in the workplace.