University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

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The aim of this study was to explore human resources (HR) practitioners’ experiences of engagement interventions within a financial institution. A qualitative research approach was followed which was informed by the hermeneutic phenomenological paradigm. Semi-structured interviews were used. The findings indicated that HR practitioners play a critical role in enhancing engagement in organisations through the implementation of effective engagement interventions. The HR practitioners often thought of themselves as the ‘heart’, ‘the core’, ‘facilitator’, ‘business partner’ or ‘middle man’ when implementing engagement interventions. The majority of the HR practitioners did understand engagement, their role in the implementation of engagement interventions and the tools used to assess engagement. However, the findings did indicate that some of the HR practitioners within this study had limited knowledge of engagement, engagement interventions and the tools used to implement engagement. The findings also indicated that the implementation of an engagement intervention should be a collaborative process between employer and employee, with the support of top management to ensure the success of the engagement intervention. Engagement interventions were considered to be predominantly positive and successful by most of the participants. However, it was noted by participants that if there is no follow-through on the implementation of the engagement interventions it can become negative. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The purpose of this dissertation is to review the work of the personnel department at a chosen company. The theoretical-methodological part contains the description of the personnel dep. activity with the regard to the importance for a small company. The analytical part includes the analysis of the current process of the individual personnel activities and the description of the revealed weaknesses. The final part summarize the found facts and contains my recommendations to the member of the personnel department.

The need for the identification and appropriate development of talent in organisations has led to a renewed interest in the accuracy of tools used in this context. The objectives of the study were to: (1) determine whether there is a significant difference in the growth in theoretical capability as predicted by Career Path Appreciation (CPA) 1 and CPA 2 among the sample population, (2) determine whether there is a significant difference in Mode as predicted by CPA 1 and CPA 2 among the sample population, and (3) formulate recommendations for Talent Management and Industrial and Organisational Psychology practices and future research. The CPA is a tool used for the selection and development of talent nationally and internationally. Limited recent test-retest research has been done regarding the utilisation of the CPA in this context. Scholars in the field of industrial psychology could therefore benefit from follow-up research regarding the validity and reliability of the CPA. The research design is an ex post facto correlational design using longitudinal data of a sample of convenience (N=527). Overall, the results indicated a significant correlation between CLC for CPA 1 and CPA 2 as well as between Mode for CPA 1 and CPA 2. The CPA as a measure of theoretical capability is consistently accurate between measures and can be used with confidence for the identification and development of talent within organisations. / Industrial & Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)

Thesis (PhD)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The end of apartheid, April 1994 brought the dawn of a new era and the integration of the seven armed forces into the South Afiican National Defence Force. For the first time in the history of South Afiica, former enemies are not only colleagues, but work together to guard the sovereignty of the state and defend the country against foreign invasion. The eradication of discriminatory policies and practices established an environment conducive to the implementation of affirmative action and equal employment opportunities. It also instituted special training and development programmes to accommodate historically disadvantaged employees. The effectiveness of these programmes will determine the extent to which disadvantaged employees will contribute to increased productivity and the effectiveness of the South Afiican National Defence Force. Organisational transformation needs to be externally and internally visible. On 27 April 1994, the South Afiican National Defence Force started a process of change and some of the changes soon affected were m: • language policy, including the use of English as the official medium of communication; • appointing a Secretary of Defence as the accounting officer; • organisational culture, structure and design; and • uniform and rank insignia. This research (1994 to 2001), however, found that the South Afiican National Defence Force is still grappling with the challenge of being productive amist the impediments created by the integration of seven former enemy forces. In addition, the former South Afiican Defence Force entered into the amalgamation as two groups, one with a long history of military experience, the other allowed into the former force much later, still subject to various discriminatory constraints. The dissertation focuses on human resource variables to find solutions. Productivity is defined as the input of resources (material, capital, technological and human) and the output of greater qualitative and quantitative consumable goods and services. It improves the factors of production and benefits all stakeholders (government, entrepreneurs, management and employees). Increased productivity is achieved by a motivated workforce, whose competencies, abilities, skills and advanced technology are used to increase performance. However also, management needs to capitalise on employees' competencies, skills and abilities to optimally utilise them and appoint the most competent employees to the most appropriate positions. Management also needs to accept responsibility for achieving increased productivity and reaching organisational goals and objectives since they manage, command and control organisational resources. The South African National Defence Force can achieve increased productivity by the optimal utilisation of its resources. It now has sophisticated armament, equipment and technology. The South African National Defence Force however also needs competent and professional employees to maximise the use of existing armament, equipment and technology. The diverse workforce should be trained, developed, motivated and optimally utilised to increase their performance and enhance productivity. Professional leaders and managers are needed to manage the resources of the South African National Defence Force during the transformation period and the twenty-first century. Effective leadership results in effective human resource management, which is needed to manage, motivate, train and develop the diverse workforce to be effective, creative and productive, and to achieve increased performance and productivity. This will enable the South African National Defence Force to accomplish increased productivity and to exceed the military professionalism of the former South African Defence Force. / AFRIKAANSE OPSOMMING: Die einde van apartheid, April 1994 was die begin van 'n nuwe era en die integrasie van die sewe magte het gelei tot die totstandkoming van die Suid-Afrikaanse Nasionale Weermag. Vir die eerste keer in die Suid-Afiikaanse geskiedenis is die voormalige vyande nie net kollegas nie, maar mede-beskermers van die soewereiniteit van die staat, en hulle beskerm die Republiek van Suid-Afrika teen enige vreemde inval of bedreiging teen die land. Die afskaffing van diskrimenerende beleid en gebruike het 'n omgewing geskep vir die implementering van regstellende aksie en gelyke werksgeleenthede. Dit het ook spesiale opleiding en ontwikkelingsprogramme ingestel om die histories benadeelde werkers te akkommodeer. Die effektiwiteit van hierdie programme sal bepaal tot watter mate die benadeelde werkers sal bydra tot verhoogde produktiwiteit en effektiwiteit van die Suid-Afrikaanse Nasionale Weermag. Die bewyse van organisatoriese transformasie moet ekstern en intern sigbaar wees. Die Suid-Afrikaanse Nasionale Weermag het reeds begin met die proses van verandering op 27 April 1994, en die veranderinge wat gou aangebring is, was in: • kommunikasietaal en die aanvaarding van Engels as voertaal; • die aanstel van 'n Sekretaris van Verdediging as rekenpligtige beampte; • organisatoriese kultuur en strukture; en • uniform en ranginsignia. Hierdie navorsing (1994 tot 2001) het egter gevind dat die Suid-Afrikaanse Nasionale Weermag steeds worstel met die uitdaging van produktiwiteit te midde van die hindernisse wat uit die integrasie van sewe voormalige vyandelike magte onstaan het. Daarbenewens het die voormalige Suid-Afrikaanse Weermag die samesmelting ingegaan as twee groepe, een met 'n lang geskiedenis van militere ondervinding, die ander veel later toegelaat tot die voormalige mag en steeds onderwerp aan verskeie diskriminerende beperkinge. Die proefskrif fokus op menslike hulpbron veranderlikes om oplossings te kry. Produktiwiteit word gedefinieer as die inset van hulpbronne (materiaal, kapitaal, tegnologie en menslik) en die uitset van beter kwalitatiewe en kwantitatiewe produkte en dienste. Produktiwiteit verbeter die faktore van produksie en bevoordeel alle rolspelers (die staat, bestuurders and werkers). Verhoogde produktiwiteit kan slegs verkry word deur 'n gemotiveerde werksmag, wat hul vaardighede en gevorderde tegnologie gebruik om uitset te verhoog. Om verhoogde produktiwiteit te bereik moet bestuurders kapitaliseer op werkers se vaardighede en hulle optimaal benut. As gevolg van die feit dat leiers en bestuurders organisatoriese bronne bestuur, beheer en kontroleer, aanvaar hulle ook verantwoordelikheid vir die behaling van verhoogde produktiwiteit en organisatoriese doelwitte. Die Suid-Afikaanse Nasionale Weermag kan verhoogde produktiwiteit bereik deur die optimale benutting van hulpbronne. Die Suid-Afrikaanse Nasionale Weermag beskik oor nuwe wapentuig, toerusting en tegnologie. Die Suid-Afikaanse Nasionale Weermag benodig egter ook professionele werkers om die huidige wapentuig en tegnologie ten volle te benut. Daarom moet die veelsydige werksmag opgelei, ontwikkel, gemotiveer en optimaal benut word sodat hulle produktiwiteit kan verhoog. Professionele leiers en bestuurders word daadwerklik benodig om die hulpbronne van die Suid-Afikaanse Nasionale Weermag gedurende die transformasieproses en die een-en-twintigste eeu te bestuur. Effektiewe leierskap het effektiewe menlike hulpbronstuur tot gevolg wat benodig word om 'n veelsydige werksmag te bestuur, motiveer en ontwikkel, sodat hulle effektief, kreaktief en produktief kan wees. Die veelsydige werksmag kan bydra tot verhoogde produktiwiteit en kan die militere professionalisme van die vorige Suid- Afiikaanse Weermag oortref.

South Africa is facing increasing competition as it becomes a more active participant in the "global village". The current South African skills base is inadequate and existing education and training structures are doing little to ensure a high degree of flexibility and multi-skilling. In addition, many people have acquired skills which are not recognised by traditional, formal learning institutions. Future workforces will require a high degree of flexibility and multiple skills in order to keep abreast of the fast changing workplace and technological innovations. Furthermore, vocational training is often perceived as less valuable than an academic education qualification. It is these, and other issues which stimulated some debate around the transformation of education and training in South Africa. The recommended structure to guide this transformation is a national qualifications framework. The National Qualifications Framework (NQF) will form a backdrop for recognition of and awarding of qualifications. The Framework aims to integrate vocational and academic qualifications and maintain internationally comparative standards. This study focusses on the impact the introduction of the Framework is likely to have on industry. It was discovered that on the whole, organisations, unions and industry training boards are in agreement about the need for such a structure and the potential benefits thereof. However, most retain some reservations about the implementation process and the practical considerations of time and money are hindering the full acceptance of the Framework. While the process is in its infancy in many industries, certain other industries are rather well established in the process of implementation. The Framework is far from finalised, and even once fully implemented, will require ongoing maintenance and adaptation. For this reason most participants in this discussion indicated varying degrees of reservation about the overall success of the National Qualifications Framework. / Thesis (M.Soc.Sc.)-University of Natal, 1997.

South Africa is facing increasing competition as it becomes a more active participant in the "global village". The current South African skills base is inadequate and existing education and training structures are doing little to ensure a high degree of flexibility and multi- skilling. In addition, many people have acquired skills which are not recognised by traditional, formal learning institutions. Future workforces will require a high degree of flexibility and multiple skills in order to keep abreast of the fast changing workplace and technological innovations. Furthermore, vocational training is often perceived as less valuable than an academic education qualification. It is these, and other issues which stimulated some debate around the transformation of education and training in South Africa. The recommended structure to guide this transformation is a national qualifications framework. The National Qualifications Framework (NQF) will form a backdrop for recognition of and awarding of qualifications. The Framework aims to integrate vocational and academic qualifications and maintain internationally comparative standards. This study focusses on the impact the introduction of the Framework is likely to have on industry. It was discovered that on the whole, organisations, unions and industry training boards are in agreement about the need for such a structure and the potential benefits thereof. However, most retain some reservations about the implementation process and the practical considerations of time and money are hindering the full acceptance of the Framework. While the process is in its infancy in many industries, certain other industries are rather well established in the process of implementation. The Framework is far from finalised, and even once fully implemented, will require ongoing maintenance and adaptation. For this reason most participants in this discussion indicated varying degrees of reservation about the overall success of the National Qualifications Framework. / Thesis (M.Soc.Sc.)- University of Natal, 1997.

The South African public service is experiencing a high staff turnover and difficulties to retain staff. These will result in the loss of talented and knowledgeable employees and consequently a loss of institutional memory, and will create a knowledge gap. The purpose of the study was to explore whether talent management and knowledge management are integrated and whether they support staff retention in the South African public service. The qualitative data were collected through document analysis and semi-structured individual interviews with seven senior managers and six middle managers who were selected purposefully. Three main themes and ten sub-themes were identified and discussed. The findings indicated that talent management and knowledge management were applied in an ad hoc manner and that there were no approved policies. However, it was found that performance management formed the basis for talent management and that the current talent management approach failed to retain talented employees. / Business Management / M. Com. (Business Management)

The need for the identification and appropriate development of talent in organisations has led to a renewed interest in the accuracy of tools used in this context. The objectives of the study were to: (1) determine whether there is a significant difference in the growth in theoretical capability as predicted by Career Path Appreciation (CPA) 1 and CPA 2 among the sample population, (2) determine whether there is a significant difference in Mode as predicted by CPA 1 and CPA 2 among the sample population, and (3) formulate recommendations for Talent Management and Industrial and Organisational Psychology practices and future research. The CPA is a tool used for the selection and development of talent nationally and internationally. Limited recent test-retest research has been done regarding the utilisation of the CPA in this context. Scholars in the field of industrial psychology could therefore benefit from follow-up research regarding the validity and reliability of the CPA. The research design is an ex post facto correlational design using longitudinal data of a sample of convenience (N=527). Overall, the results indicated a significant correlation between CLC for CPA 1 and CPA 2 as well as between Mode for CPA 1 and CPA 2. The CPA as a measure of theoretical capability is consistently accurate between measures and can be used with confidence for the identification and development of talent within organisations. / Industrial and Organisational Psychology / M. Admin. (Industrial and Organisational Psychology)