The title of the research is "Ethical codes for training staff in South African Collieries -a case study". The research was conducted in coal mining training centres in the Free State, Gauteng and the Mpumulanga provinces of South Africa. The objective of the research was to examine ethical codes currently in place internationally and locally. Based on this research the research was then focused on its contribution to the human resource development arena. South African coal mining training centres staff were interviewed regarding how they perceived ethical codes and ethical conduct and the importance of these concepts to their daily work lives. It was found that training staff were aware of ethical behaviour and conduct. Factors such as age, the type of professional association a person belongs to were found to be significant. Recommendations were made regarding further research on ethical conduct in other mining products, companies a for human resource development practises. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2010.

Emotional intelligence (EI) has not been studied extensively within the Veterans’ Health Administration (VHA). The VHA is the largest healthcare organization in America with over 360,000 employees and the organization invests heavily in competency development. The Tampa VA is a level 1 facility with over 5,000 employees in the Tampa Bay area. The facilities Education office offers competency development through soft skills training, leadership development, and contracted courses that include emotional intelligence for leaders. The purpose of this study was to better discern ten Tampa VA medical center employees understanding and application of EI competence within their personal and professional lives. A series of qualitative interviews, focus groups, and an emotional intelligence curriculum were conducted over a six-month span in order to help participants improve their individual emotional intelligence competence. Findings confirm significant benefits for participants including increased EI competencies of self-awareness and self-management of emotions. Improvement also led to benefits including improved relationships, teamwork, and the ability to manage stress and change. Findings in this study were consistent with existing literature on EI specifically in regard to the possibility of improving EI competencies through training. An unanticipated finding was that only African American employees felt spirituality and upbringing contributed to initial development of emotional intelligence. Implications for theory include the need for an exploration of the potential influence of diversity and inclusion on the development of EI, and the need to explore the possibility of racial bias in the 360-assessment. Of the numerous implications for practice the most salient is that the provision of facility-wide opportunities for EI training for teams, leaders, aspiring leaders, and entry-level staff would be beneficial. Training could also be tailored to address specific challenges faced within the healthcare setting such as burnout, compassion fatigue, stress management, customer service, conflict management, and employee satisfaction. As this type of employee development is expanded to larger numbers of employees, it has the potential to significantly improve the organizational culture at the Tampa VA, which in turn will produce greater outcomes for our nations’ Veterans.

This study examined Kirkpatrick’s training evaluation model (Kirkpatrick & Kirkpatrick, 2006) by assessing a sales training program conducted at an organization in the hospitality industry. The study assessed the employees’ training outcomes of knowledge and skills, job performance, and the impact of the training upon the organization. By assessing these training outcomes and their relationships, the study demonstrated whether Kirkpatrick’s theories are supported and the lower evaluation levels can be used to predict organizational impact. The population for this study was a group of reservations sales agents from a leading luxury hotel chain’s reservations center. During the study period from January 2005 to May 2007, there were 335 reservations sales agents employed in this Global Reservations Center (GRC). The number of reservations sales agents who had completed a sales training program/intervention during this period and had data available for at least two months pre and post training composed the sample for this study. The number of agents was 69 (N = 69). Four hypotheses were tested through paired-samples t tests, correlation, and hierarchical regression analytic procedures. Results from the analyses supported the hypotheses in this study. The significant improvement in the call score supported hypothesis one that the reservations sales agents who completed the training improved their knowledge of content and required skills in handling calls (Level 2). Hypothesis two was accepted in part as there was significant improvement in call conversion, but there was no significant improvement of time usage. The significant improvement in the sales per call supported hypothesis three that the reservations agents who completed the training contributed to increased organizational impact (Level 4), i.e., made significantly more sales. Last, findings supported hypothesis four that Level 2 and Level 3 variables can be used for predicting Level 4 organizational impact. The findings supported the theory of Kirkpatrick’s evaluation model that in order to expect organizational results, a positive change in behavior (job performance) and learning must occur. The examinations of Levels 2 and 3 helped to partially explain and predict Level 4 results.

This diploma thesis is focused on analysis of projects applied in the Human Resource Development Operational Programme. Opening chapter of theoretical framework deals with the European Union Funds and especially the European Social Fund in general way. Later in this framework, there is also closely described the Human Recourses Development Operational Programme and its goals, priorities, measures, implementation and financial principles. Main attention is concentrated on characteristic and description of the Measure 3.1: Enhancing the Quality of Education at Schools and School Facilities and Developing Support Systems for Education, which is actually subject of my analysis. Essential in this work is evaluation of successness of applied projects in aspects of particular calls, regions, evaluation phase, eligible subjects, size of budget, etc. The goal of this diploma thesis is the analysis and evaluation of the process of applying projects in 2004-2006 in the measure mentioned above and also to find out if realized projects met the measure aims.

The aim of this diploma theses is detection of manager's motivational role in OVB Allfinanz corp. -- their awareness of motivational role, exploitation of motivational role in their work and their self -- evaluation. Questionnaire is fundamental research method. In the case of detection some failure in this area, suggesting potential arrangement.

The full text of this thesis/dissertation is not available online. Pending permission from the author/supervisor access may be provided on <a href="mailto:upetd@up.ac.za">request.</a> Read the abstract in the section 00front of this document. / Thesis (PhD (Education Management))--University of Pretoria, 2007. / Education Management and Policy Studies / unrestricted

My master’s thesis deals with an issue of Human resources management and its development. It contains some suggestion concerning motivation of employees with new tools which the company has not used yet. The thesis also deals with the system of employees’ appraisal.

The esport industry is growing, and it is growing fast. Research suggests that the phenomenon of esport poses a great opportunity to research the development and assessment of human expertise in our modern digitized society. Consequently, the research in this thesis is that of a case study of an esport organization through which we have sought to answer the research question: "How do stakeholders within an esport organization view human capital, that is the investment in, and the development, assessment, and treatment of players?" We answered this research question by gathering relevant empirical material through five semi-structured interviews, which we analyzed to gain a deeper understanding of the underlying reasons and different justifications as to how human capital in the organization is viewed by different stakeholders within the organization. We present four general conclusions. Firstly, there were similar views among the different stakeholders regarding investments in and development of players. Secondly, it was apparent that the stakeholders viewed the players as the core of the business. Thirdly, upper management seemed to carry more of a goal-oriented perspective on the players development as opposed to stakeholders more ‘hierarchically’ adjacent to the players. And lastly, the investments in the players' development were justified through various aspects. Through these conclusions, we i) contribute to managerial/organizational knowledge on how or how not to invest in, develop, assess, and treat human capital in an esport organization, ii) contribute theoretically by applying various different theories and concepts in an esport context; thus expanding the theoretical knowledge of the capabilities and usage of said theories and concepts, and iii) contribute to the empirical body of literature regarding the esport phenomenon by portraying different stakeholder views of human capital within an esport context.

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博士(社会福祉学) / Doctor of Philosophy in Social Welfare / 同志社大学 / Doshisha University