Thesis (Ph. D.)--University of Wisconsin--Madison, 1949. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 384-389).

Thesis (Ph. D.)--University of Wisconsin, 1964. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.S.)--Ohio University, November, 2006. / Title from PDF t.p. Includes bibliographical references.

No description available.

M.A. / Contemporary organisations and the people working within these organisations are currently facing a high degree of change which is having an adverse affect on the employer-employee trust relationship. This study examines the nature of this change and, in so doing, considers the issue of the post-industrial and the post-modern as an indicator of the arrival of a new era. The conclusion is reached that the grand narratives are inadequate as explanations for the arrival of a totally new era and that they rather refer to what may be seen as a transformational process. In this regard, attention needs to be given to more narrow theories. With this in mind emphasis is placed, not only on the continuities within society, but on social discontinuities and, in particular, on the erosion of employer-employee trust. The issue of trust as a factor in organisational success is discussed in some depth while attention is given to contemporary theories of trust and the apparent lack of synthesis amongst these theories. An attempt is made, based on some of the theories discussed, to develop a comprehensive model of trust. This model deals with both the conditions that lead to the onset of trust and those factors of trustworthiness which may enhance or erode trust within an existing relationship. The impact, of what appears to be the emergence of a new epoch and in particular the changing nature of work, on the notion of organisational trust is also discussed. Such issues as job losses, reduced opportunities and increasing work loads, changing job structures, changing employee values, organisational diversity and the rise of individualism are considered. This leads on to the conclusion that, within an increasingly competitive world, trust plays a central role within an organisation. For this reason it is argued that it is important for employer and employee to address the erosion of trust, and for the sociologist to become involved by taking an active role, as both researcher and facilitator, in the process of improving the employer-employee trust relationship.

M.Phil.

M.A. (Industrial Relations) / Please refer to full text to view abstract

M.Phil. (Labour Law and Employment Relations) / Please refer to full text to view abstract

D.Ed.

M.A. (Industrial Relations) / The objective of this study is to examine the way in which the traditional role of the supervisor in South African industry is changing in the context of the social, political and economic transformation of the country. Because the author is on an overseas posting for the duration of the study period, it is not possible to conduct empirical research of any depth. Therefore, the dissertation is mainly a literature study based on the historical and present development of labour relations and the changing role of the supervisor. Where possible, the literature study is supplemented by unstructured interviews with training, personnel and industrial relations managers, supervisors and trade union representatives and workers in Scotland, Kenya and South Africa. It will be found that the changes to the position and role of the first line supervisors in the USA, UK, and Germany are more extensive than in South Africa. However, there is clear evidence that the management of South African firms are realising the advantages of long term strategies of empowering their employees, sharing information, and of good training and development programmes. within this context the study will establish that the role and position of the South African supervisor is indeed changing. It will also be pointed out that a significant problem facing firms in the "new" south Africa is a shortage of managers who are not only trained within their own sphere of work, but who are capable of recognising the role they and their subordinates play in the labour relations climate of their firm. The supervisor, at the interface between management, workers and shop stewards, is a key actor responsible for shaping and maintaining the firm's labour and human relations...