No description available.

Abstract Employee engagement refers to what takes place when people are interested in a positive way and when they are excited about their jobs, exercise discretionary behaviour and are motivated to achieve high levels of performance. The present research therefore examined employee engagement of the academic staff in the Technical Vocational Education and Training (TVET) Colleges in South Africa. A quantitative design was used. In total, 2 054 academic staff completed the questionnaire. A self-administered 4-point Likert-type scale questionnaire was developed. The data was gathered and then analysed by using the Statistical Packages for the Social Sciences (SPSS). Descriptive statistics were used to present the findings. An employee engagement framework, which incorporates the main ideas of the article, suggests a new perspective about how to foster and manage employee engagement in today’s workplace is presented.

No description available.

No description available.

Thesis (M.A.)--University of Michigan, 1966.

Thesis (M.A.)--University of Michigan, 1966.

Thesis (M.S.)--Boston University

Thesis (M.S.)--Boston University

The primary purpose of the research is data generation relating to management perceptions of staff development provision in Welsh FE institutions, with the subsidiary aim of identifying weaknesses and omissions in provision and suggesting methods for effecting improvements. After presenting an overview of factors contributing to the growth of staff development provision in FE (chapter 1), the current 'state of the art' is determined by an examination of relevant literature,(chapter 2). Four major themes are identified and employed as research guides and parameters - staff development policies, methods of needs analysis, approaches to provision and evaluation. The research methodology generates data of both a nomothetic and ideographic nature by means of pilot studies, questionnaire survey, case studies involving interviews and repertory grids and the design and testing of a staff development model, (Chapter 3). The investigation proceeds in four stages - a preliminary survey which assesses the accuracy of perceptions derived from the literature survey; a general survey of Welsh FE colleges by means of questionnaire analysis; the conducting of case studies in which college managers' perceptions are examined by interview and completion of repertory grids; the design and testing of a practical effective staff development model which focuses on specific weaknesses and omissions identified by the research, (Chapters 4,5,6,7 and 8). It is found, (Chapter 9), that current provision shows only modest advances when compared with staff development theory and practice highlighted in the literature. In particular college policies, needs analysis systems, approaches to provision are quite rudimentary and inappropriate, with systematic evaluation of provision non-existent. It is also found that deficiencies in practice are matched by similar deficiences in the manner in which current staff development provision is perceived by managers, as indicated by the interviews and repertory grid analyses. It is further found that a staff development model can be a useful tool for improving the understanding and planning of staff development and that it is possible to conduct a meaningful and productive evaluation of a college's provision by means of a practical effective model, having as its focus the principle of holistic evaluation.

Thesis submitted in fulfilment of the requirements for the degree Master of Technology Tourism and Hospitality Management in the Faculty of Business and Management Sciences at the Cape Peninsula University of Technology / The human resource department in the hospitality industry has a reputation for high staff turnover and labour instability due to various reasons, such as staff members who are not motivated and are not recognised for hard work. Another problem is employing unskilled staff, low staff remuneration, staff members not being trained and long working hours. The main research problem was: What were the reasons for the high staff turnover in the selected hotels of this research study? From the main research problem three sub-problems emerged the first being, Why does the selected hotels not understand what actually motivates their employees to stay on in positions? The other two sub-problems are stated in chapter 1. The main objective was to research the reasons why the selected hotels were experiencing such high staff turnover. According to Amos, Ristow and Pearse (2008:172), staff turnover can be from a combination of factors such as what the organisation pays, the working conditions, opportunities for promotion, the quality of supervision, and poor group relations, which makes it more or less appealing as an employer. The research design utilised a multi-strategy approach whereby both quantitative and qualitative data were gathered. The questionnaires were a quantitative data-gathering tool that provided the researcher with information relating to why staff turnover is so high in the selected hotels. Questionnaires were completed by human resource managers, senior managers, managers, supervisors and staff members. The qualitative data were obtained from the interviews and the literature review. Interviews were conducted with human resource managers (HRM) in the selected hotels to find out what problems they face and to find solutions to reduce staff turnover. The main findings were that many of those associated with the selected hotels maintain that hotel positions do not offer creative and intellectual development. Once people have understood the needs and demands of their particular job, their cultural learning and intellectual stimulation comes to an end quickly, causing people to lose interest in their jobs and look elsewhere. The main recommendations were that management styles and human resource practices should be applied to stimulate, communicate with and recognise staff potential. Money was not the main reason why staff resigned from their positions; rather it was the fact that managers were not acknowledging them for their hard work and that there was no growth within the selected hotels.