The purpose of the research was to explore the experiences of educators regarding the training for the implementation of inclusive education in a Full Service school. A qualitative research design was chosen, using a case study. Three methods of gathering data were used, namely individual interviews, focus group interviews and observations. The study was conducted in a primary schools in the North West province that was converted into a fullservice school in 2008. The findings indicated that educators demonstrated misunderstanding of the Screening, Identification, Assessment and Support strategy. The misunderstanding can be ascribed to the kind of training educators received. The training lacked in–depth content and practical demonstration. Recommendations on the content and the dynamics of the training process are made. The overarching recommendation on the dynamics of the training indicated that the training should be revisited for improved methods of training. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2011.

In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education and Labour, severely hampered the implementation and effective functioning of the Strategy. This study aims to find solutions to the main implementation difficulties experienced with the HRDSA, 2001, in order to ensure increased performance regarding the strategic priorities of the revised HRDSA, 2010 – 2030. An empirical study was conducted to determine potential challenges pertaining to the implementation of the revised HRDSA. Interviews were conducted with senior officials and experts at relevant national departments and with the Gauteng Provincial Government and social partners and relevant stakeholders, including organised labour and organised business. Questionnaires distributed among human resource development (HRD) practitioners addressed matters pertaining to possible solutions with regard to the appropriate location of the HRDSA, challenges in implementing the HRDSA, capacity needs, appropriate governance structures, political support and budgetary constraints. Best practice for the implementation of a national HRD strategy in a number of countries is outlined and discussed with a view to benchmarking the HRDSA and learning from the mistakes made by them in the implementation of their national HRD strategies. Based on these lessons learnt by those countries, and valuable information gathered through the results obtained from the questionnaires and interviews, recommendations are made to support the successful implementation of the revised HRDSA. The recommendations are focused on the effective, efficient, economic and sustainable implementation of the revised HRDSA commitments, strategic priorities, strategic objectives, programmes and projects to improve social and economic growth, as well as HRD, human development (HD) and accelerated quality service delivery in South Africa. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2011.

The purpose of the research was to explore the experiences of educators regarding the training for the implementation of inclusive education in a Full Service school. A qualitative research design was chosen, using a case study. Three methods of gathering data were used, namely individual interviews, focus group interviews and observations. The study was conducted in a primary schools in the North West province that was converted into a fullservice school in 2008. The findings indicated that educators demonstrated misunderstanding of the Screening, Identification, Assessment and Support strategy. The misunderstanding can be ascribed to the kind of training educators received. The training lacked in–depth content and practical demonstration. Recommendations on the content and the dynamics of the training process are made. The overarching recommendation on the dynamics of the training indicated that the training should be revisited for improved methods of training. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2011.

在日益競爭的國際金融環境下，為了提升台灣金融市場自由化及國際化，政府前後推動兩次金融改革，希望能藉由金融整併，使金融機構更具規模化、提高金融機構經營效率，希望藉此提升國內銀行的國際競爭力。利用併購雖然可以迅速取得市場上的規模優勢，但併購是否成功，關鍵在於企業雙方的經營理念、組織文化、人資結構等各方面的調合，因此企業進行併購要思考的面向非常多元。 以渣打銀行併購新竹商銀為例，從併購動機、組織文化融合、管理策略、再到渣打全球集團的組織變革，檢視外商銀行與本土銀行融合的歷程。輔以個案研究方式簡述作者十年間在併購銀行前後的工作歷程，再試著分析當時環境局勢下的銀行併購策略及作者接管分行的管理思維。經由本研究，提出以下之結論： 一、 併購下組織文化的移轉過程都會遭遇到不少的障礙與衝突，在確立企業目標後搭配組織策略運作及人力資源發展才能將衝突降至最低，促使購併後的組織文化順利融合，發揮原本預計的合併綜效。 二、 因應競爭激烈的金融環境及所處的台灣市場，值此時代下的金融從業人員，應隨時關注整體外部局勢，再思維自身的狀況，擬定明確的方向、善用策略矩陣及管理矩陣架構去思維並整合週邊資源，擬定具體的執行計劃以達成設定之目標。 / Under an increasingly competitive international financial environment, the Taiwanese Government has implemented twice financial reforms in order to enhance Taiwan's financial market liberalization and internationalization. The government hopes to enhance the international competitiveness of domestic banks through realizing the financial acquisition to help financial institutions scale up and improve its operational efficiency. Although it can gain the advantage of market scale through acquisition quickly, however, the key of succeeding in an acquisition relies on the consensus of managing philosophies, organizational cultures and human resource structure differences between acquiring and acquired firms. Therefore, companies need to think of pluralistic situations while making corporate acquisition decisions. Taking Standard Chartered Bank acquired Hsinchu International Bank as a case study, this paper reviews the integrating process of a foreign bank and a local bank from its merger motives, organizational cultures, management strategies and Standard Chartered Group's organizational change. The paper briefs the author’s 10 years of working experience in banking industry. It analyzes the acquisition strategy as well as the author’s managerial thinking after taking over a branch of Standard Chartered Bank in Taiwan. This study proposes the following conclusions: First, after the merger, there will be a lot of obstacles and conflicts during the transferring process of organizational culture. After make sure the enterprise target, Applying the organizational strategy and human resource development to minimize the conflicts and integrate cultures smoothly is the key factor to achieve the expected merger synergies. Second, in response to the intense competition under the financial environment nowadays, financial professionals should develop a clear goal by focusing on the overall external environment, knowing their own abilities, applying the Strategies and Management Matrix to architecture the thinking and to integrate their resources together. Then they can develop specific execution plans to achieve their goal.

Research in training and development at organisations has produced important results in the previous two decades. The results indicate that higher motivation and satisfaction levels of employees are the result of training and development effectiveness with relation to work and employees’ productivity. The aim and purpose of the study was to investigate the effectiveness of training and development in enhancing organisational productivity. The researcher wanted to determine whether training and development did in fact enhance the productivity of employees. A non-probability sampling method was employed when conducting the research. The research methods used were a combination of observations, a questionnaire, a workshop, a survey and interviews with participants. A qualitative research approach guided this process in order to accomplish the aim and purpose of the study and was based on data collection and analysis of information, documents and interviews to determine training and development for performance improvement. / Human Resources Development / NM. Tech. (Human Resources Development)

Denna studie syftar till att ge chefer bättre förutsättningar att coacha personal genom att undersöka vilka svårigheter och utmaningar de kan möta i ett coachande (pedagogiskt) ledarskap. Extra fokus riktas mot faktorer som påverkar förutsättningarna för just chefer att coacha i sin chefsroll, som dubbla arbetsroller och personalens mottaglighet. Ansatsen är av kvalitativ design och semistrukturerade intervjuer användes som metod. Utifrån kriterierna att vara chef med personal- och verksamhetsansvar, samt anse sig själv bedriva ett coachande ledarskap, intervjuades fem chefer. Säljö’s (2014) tolkning av det sociokulturella perspektivet har utgjort grund för tematisk analys. Resultaten visar att begreppet coachning definieras på olika sätt av olika chefer, och att det finns en uppfattad fördel om alla visste vad coachning innebar. Det kan vara svårt att hitta tid att coacha i chefsrollen och alla personer inblandade påverkar förutsättningarna. En god relation mellan chef och mottagare är av stor vikt och coachningens effekter påverkar motivationen. Resultaten visar även att ett coachande ledarskap behöver kombineras med andra former av ledarskap, och att avvägningen för användning är svår. Studien bidrar till en ökad förståelse för svårigheter och utmaningar chefer kan möta i ett coachande ledarskap, vilka med förhoppning kan avhjälpas och därmed bidra till ökad kompetensutveckling hos personal.

The diploma thesis looks into talent management in context of educational management with the application of professional literature analysis. It describes talent acquisition, human resource development, career management and succession planning and points out the connection between these and other human resource processes and talent management. It specifies the approach of personality psychology, industrial organizational psychology, vocational psychology, positive psychology, social psychology, educational psychology and management to the meaning of the talent. It defines talent management strategy, including a guideline on how to create one. It compares every approach to the talent amongst each other and summarizes the main difference. It presents research results on talent management application within organizations, which brings the attention to a low rate of application of this process and its complete absence within the educational institutions in the Czech Republic. It describes talent management best business practice in the educational sector abroad. It reaches the aim of the thesis, when it proposes a talent management concept in context of educational management and its implementation into educational organizations' practice in the Czech Republic. KEYWORDS career management, educational...

Magister Administrationis - MAdmin / This study focused on the developments of Civil Service Reform (CSR) in Mozambique, and the priority issues pertaining to human resources management in the country. This research investigation performed an assessment of the human resources management priorities and its effectiveness in civil service reform in the Government of Mozambique. / South Africa

Magister Educationis - MEd / A mixed methods approach was employed and included a document study, questionnaires and a focus group interview. Participants included post level one teachers, and non-teaching staff and members of the school management team at one school in the Western Cape. Research findings indicated that the school management team only implemented IQMS to comply with departmental requirements and to ensure that teachers received pay progressions. It also emerged that planning was only done for compliance resulting in no real school development taking place at the school due to a number of constraints. It is recommended that the school management team employs a more balanced approach to school evaluation with a strong focus on both Developmental Appraisal (DA) and Performance Management (PM) as they employ whole school v development. It is further recommended that the school management team plans for school development with the intention to implement these in order to improve the conditions in the school. A final recommendation is that the Department of Education establish a directorate of school development in order to fund and assist schools with translating evaluation into school development. / South Africa

A global corporation values both profitability and social acceptance; its units mutually negotiate governance and represent a highly interdependent network where centers of excellence and high-potential employees are identified regardless of geographic locations. These companies try to build geocentric, or “world oriented” (Marquardt, 1999, p. 20), organizational cultures. Such culture “transcends cultural differences and establishes ‘beacons’ – values and attitudes – that are comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) for all employees, regardless of their national origins. Creating a geocentric organizational culture involves transforming each employee’s mindset, beliefs, and behaviors so that he/she can become “a world citizen in spite of having a national identity” (Marquardt, 1999, p. 47). The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. Phenomenological research aims to understand “how people experience some phenomenon—how they perceive it, describe it, feel about it, judge it, remember it, make sense of it, and talk about it with others” (Patton, 2002, p. 104). Twelve participants were selected using criteria, convenience, and snow-ball sampling strategies. A semi-structured interview guide was used to collect data. Data were analyzed inductively, using Moustakas’s (1994) Modification of the Stevick-Colaizzi-Keen Method of Analysis of Phenomenological Data. The participants in this study experienced a geocentric organizational culture of a global corporation as on in which they felt connected, valued, and growing personally and professionally. The participants felt connected to the companies via business goals and social responsibility. The participants felt valued by the company because their creativity was welcomed and they could contribute to the corporation certain unique knowledge of the culture and language of their native countries. The participants felt growing personally and professionally due to the professional development opportunities, cross-cultural awareness, and perspective consciousness. Based on the findings from this study, a model of a geocentric organizational culture of a global corporation: An employee perspective is proposed. Implications for research and practice conclude this study.