Includes bibliographical references (leaves 39-41). / This is a theory evaluation of the Touchline Media (TLM) employee induction programme. Organisations use induction training as part of the new employee welcoming process, making it one of the most common types of organisational training programmes (Klein & Weaver, 2000). Employees who have participated in structured induction programmes are 69% more likely to stay with their chosen organisation than compared to employees who did not receive a similar programme (Brodie, 2006). Ideal induction programmes with appropriate content, process, support and follow-up components have universally been shown to improve employee retention and identification. The one-day TLM induction programme is set in a media and magazine production environment that is very fast paced and deadline driven. It was constructed as a means of ensuring that the organisation's legal obligation surrounding employee induction was fulfilled by informing new employees of their specific job requirements, performance standards and company policies. There are three evaluation questions that are addressed in this evaluation: Evaluation question 1: Does the HRM's programme theory work for the recipients? In other words, are they aware that the outcome of the induction programme should be fulfilling a legal obligation? Evaluation question 2: Would the original induction programme lead, by default, to identification with the employer and staff retention? This evaluation question was included, as it was assumed that the programme activities might have unintended consequences like identification and retention. Evaluation question 3: If the original programme theory is changed (based on existing literature regarding induction programmes) would it lead to an improved design and in the end, to a more effective programme? Data was collected from programme participants using a ten item questionnaire. Questionnaire items were included by the evaluators to test three factors (Legal Obligation, Retention and Identification), with responses in a five-point Likert format. No statistically significant differences in the mean scores for Legal Obligation, Retention and Identification for the three groups of programme attendees (Group 1: New employees with first month induction attendance; Group 2: New employees with later induction attendance; Group 3: Long-serving employees with later induction attendance) were found. This is an indication that the TLM induction programme did not lead to the outcomes of Legal Obligation, Retention or Identification. The main suggestions for improvement were presented according to the four universal components that make up a well organised induction programme, namely content, support, follow-up and process (D' Aurizio, 2007).

Includes bibliographical references (leaves 134-145). / This research explores the perceptions of internal and external career barriers from the perspective of female South African police officers in the Western Cape. This research is primarily informed by Swanson and Woitke's (1997) translation of career assessment theory into practice for women; Swanson, Daniels and Tokar's (1996) focus on the perceptions of career-related barriers and Bandura's (1977, 1986, 1988, 1995 & 1997) research findings that relate to the construct of self-efficacy and beliefs that individuals hold about their own capabilities. The research provides an overview of Career Development theories.

Organisations worldwide spend a substantial proportion of revenue on salaries and benefits (compensation) as an investment in employees who are regarded as human capital. The justification behind this investment is the theoretical assertion that investments in human capital predict financial performance but empirical support for this relationship is limited. The present study contributes to the extant literature by examining the relationship between human capital effectiveness (HCE) and financial performance. A further contribution of the research is to consider alternative criteria of financial performance as findings may be dependent on operationalisation of the criterion. The relationships we tested were between Human Capital Return on Investment (HCROI) and (1) Return on Assets and (2) Return on Equity. Drawing on the Resource Based View theory, we conducted a study using 10 years of data from a sample that comprised the Global 1000 (highest revenue, listed firms domiciled across 45 countries). We used a retrospective correlational study. Spearman Correlation (rs) analysis revealed significant effects for the relationships we investigated in all years. Moreover, meta-analysis showed these effects to be significant on average across the 10 years, showing moderate strength and relative stability. A corollary of the study is that we established global benchmarks for HCROI and provided the first empirical evidence that supports a positive relationship between HCE and financial performance. These findings may be useful to investors who seek possible indicators of expected financial performance from HCE. In doing so, the study suggests we should expand financial reporting to include HCE indicators. Implications of findings and study limitations are noted.

The shortage of qualified actuaries and actuarial science resources in general, remains a challenge for organisations operating in the South African financial and insurance sectors. Access to such resources are a business imperative for these organisations and, therefore, there is a compelling business case to better understand which total rewards elements contribute most to the retention of individuals that possess these critical and also scarce skills. Furthermore, it would seem that traditional strategies that are meant to retain actuaries and/or actuarial science resources are no longer effective and new and innovative approaches in terms of their design and implementation need to be found. The aim of the present study was, therefore, to investigate the retention of actuarial resources and identify the total rewards elements that will be most useful in creating the conditions that are conducive for them to stay within their respective organisations. Limited research in which the total rewards elements that may contribute most to the retention of actuarial resources, could be found. Greater insight in this area will hopefully enable organisations to develop reward policies and practices that are able to more effectively attract and retain actuarial resources. A descriptive research design and quantitative approach was employed to estimate the total rewards preferences of actuaries, in other words which reward elements they would prefer and that may be related to their intention to stay. Using a non-probability convenience sampling approach, primary data was collected by means of an online field survey (n = 135). The questionnaire that was used to collect data, included a total rewards sub-scale (21 items), a reward preferences sub-scale based on best-worst scaling (10 items), a job satisfaction subscale (6 items), an intention to stay sub-scale (4 items), an affective commitment sub-scale (6 items) and a single open-ended question, which was optional. Data was analysed using descriptive statistics, factor analysis, assessing reliability using Cronbach’s alpha and conducting inferential statistics. The results of the factor analysis indicated that the total rewards dimensions do not influence intention to stay of the participants. Although job satisfaction and affective commitment were found to be significantly positively related to intention to stay, these variables were not found to mediate the relationship between total reward elements and intention to stay. The best-worst scaling results revealed that all participants considered remuneration and career advancement to be the most important total reward element for their intention to stay. For all generational groups, the bottom three reward elements (i.e. ranked) were learning opportunities, performance recognition and employee benefits, respectively. Traditional reward elements are important to employees with scarce skills. However, customizing reward preferences according to the generational preferences would enable an innovative approach to talent retention of actuarial resources.

Bibliography: leaves 128-144.

Includes abstract. / Includes bibliographical references (leaves 52-55). / There is limited research that explores the work-life issues of single employees. The purpose of the study was to explore the relationship between a work-life culture that supports the work-life balance of single employees and organisational commitment.

Bibliography: leaves 82-86. / With the entrance of South Africa into the global market, companies are facing enormous challenges in competing in a constantly changing environment. Organisations are using strategies such as mergers and acquisitions to ensure their survival. The impact of these organisational changes on employees is high, and the need to understand how employees deal with these changes is critical. The aim of this research study was to discover whether senior managers experience changes that result from the acquisition of their company as a breach of their psychological contract. An embedded case study design was deemed appropriate due to the need to understand the experience of change over a period of time from the perspective of the subjects. Seven senior managers were selected to be part of the longitudinal study, and three indepth interviews were conducted with each of the subjects over a period of six months. The results confirm that psychological contracts are dynamic and resilient in nature. Though changes were perceived as breach of the psychological contract, subjects were willing to re-negotiate their contracts with the organisation. This openness to renegotiation can be attributed to the way in which the organisation generally handled the changes, the nature of the psychological contracts, the high level of trust that subjects had in the organisation, and the personal circumstances of the individual subjects. The perception of and relationship with management also had a significant impact on the outcome of perceived psychological breach.

Includes bibliographical references. / The presence of anchoring and adjustment within structured interviews has been widely observed in research over the years. However, the unstructured interview is a more extensively used selection tool than the structured interview, making it important to understand anchoring and adjustment in the unstructured interview setting. The present study investigated the presence of the anchoring and adjustment heuristic in unstructured interviews using a between-subjects, post-test only experimental design. The sample consisted of 78 managers and human resource personnel from various organisations. Subjects were required to watch a short video of an unstructured interview, and then provide an overall rating of the candidate's communication skills. Subjects were divided into high, low, and control conditions. A high, low, or no anchor was provided in the question asking subjects to rate the video candidate. Results indicated that anchoring and adjustment does not occur in simulated unstructured interviews. Limitations of the study and implications for future research are discussed.

Includes bibliographical references (leaves 68-77). / This study examined the nature and outcomes of work-family enrichment amongst South African retail employees (N = 336). Exploratory factor analysis evidenced the multi-dimensionality of work-family enrichment, its bi-directionality, and its distinctiveness from work-family conflict. Hierarchical multiple regression analysis showed that work-to-family enrichment explains a significant proportion of the variance in organisational commitment, job satisfaction, and career satisfaction and that the affect component of family-to-work enrichment explains a significant proportion of the variance in family satisfaction. Implications for both work-family theory and management practice are discussed.

There are value and importance for inpatient and day-patient psychiatric units, particularly for children and adolescents. These facilities, which are scarcely established in South Africa, offer multidisciplinary and multifaceted treatment to persons experiencing varying symptoms and conditions of mental illness. This dissertation presents the findings of an implementation evaluation conducted for the Therapeutic Learning Centre (TLC), a child inpatient psychiatric unit in Rondebosch, Cape Town. The evaluation aimed to compare the TLC’s service and programme implementation with international standards. The Quality Network for Inpatient Child and Adolescent Mental Health Service (QNIC) checklist was used to assess the TLC on seven focused categories of service and implementation quality. Data were provided from selected TLC team members, which included mental health practitioners from various fields (e.g., psychology, psychiatry and social work to name a few). Overall, the programme established within the TLC was found to be implemented with fair fidelity when compared to the international unit standards. Most unit standards required and expected to be carried out by an inpatient unit were found to be satisfied by the TLC. There are, however, key aspects of the unit’s environment and facilities, staffing and training, care and treatment, and clinical governance that were highlighted as needing improvement. While the research yielded mostly positive results, the evaluator was able to make several recommendations to the TLC stakeholders. This evaluation contributes to limited research and implementation evaluations within the context of child inpatient psychiatric units. Furthermore, the findings are intended to support the promotion of quality psychiatric and behavioural treatment and mental health service policy in these units within South Africa.