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1
Ngan, Hon-wing, and 顔漢榮. "Participation in large project works management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31263367.
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2
Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.
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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
3
Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.
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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
4
Parasuraman, Balakrishnan. "An examination of employee participation in the private sector Malaysian case studies /." Access electronically, 2007. http://ro.uow.edu.au/theses/20.
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5
Yu, Jia. "An examination on the employee participation system in China." Thesis, University of Macau, 2009. http://umaclib3.umac.mo/record=b2138653.
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6
Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.
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Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and contemporary organizational forms are compared and contrasted. Organizational climate, psycho-social components of underlying assumptions and group ethics are seen to be the mechanisms impelling transformation. Organizational change is driven by an emerging secular ethic. This ethic is embodied in an applied model of leadership and examined as an ideal type. The common ethic impelling organizational change is seen to be the same as that causing social transformation in both national and international spheres.
7
Holden, L. T. "An Anglo Swedish Comparison of Employee Participation in the Banking Sector." Thesis, Cranfield University, 1994. http://dspace.lib.cranfield.ac.uk/handle/1826/4600.
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The purpose of this research was to compare employee
participation practices in a Swedish and a British bank.
There has been considerable interest in human resource
management over the past decade, of which employee
participation forms an important part, but there have been
very few studies which attempt a qualitative comparison of
international aspects of this subject. By using a wider
study, the Price Waterhouse Cranfield Project on .
International Human Resource Management, a European context
is provided for the case study material, which examines in
depth the forms and outcomes of employee participation in a
Swedish and British setting.
A triangulation methodology was employed using two
questionnaires given to employees of each organisation, a
series of in-depth interviews, a reading of company
documentation and personal visits. This enabled the use of a
multiple of approaches with the questionnaires providing a
framework for the in-depth interviews.
Four hypotheses were posed which offered tentative
explanations for the similarities and differences in
employee participation practices in Sweden and Britain.
The findings were then analysed using Poole's Framework of
Participation which proposes a number of contingent factors
which influence the outcomes of employee participation. The
thesis showed that Swedes allow greater participation in the
workplace than the British, explanations of which are rooted
in the cultural and ideological differences of the two
societies. Secondly, it was shown that the drive for profit
or financial stability will override participation
mechanisms if it is felt necessary for survival. Thirdly,
HRM techniques of employee participation are used mainly at
a micro (workplace) level in the organisation as they can
safely be distanced from any strategic decision making. Thus
the strength of employee participation is very much anchored
to the latent power of employees which is influenced by
convergent forces such as economic, technological and
political factors, and divergent forces such as cultural and
ideological factors.
8
Snape, Dawn Catherine. "Participation in and outcomes of employee share ownership : a case study." Thesis, London School of Economics and Political Science (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285703.
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The research was conducted in a case study organisation and involved two stages. An initial attitude survey was administered to employees in the first three months of the company's employee share ownership scheme and a second survey was administered eighteen months later. In addition to the surveys, data were also obtained via depth interviews with senior managers and group discussions with employees. A series of models were developed to test possible reasons why employees joined the scheme and the nature of the relationship between the reason for joining and both participation in the scheme as well as the level of investment made to the scheme. Of particular interest was whether financial capacity was a significant factor influencing whether employees joined or the level at which they invested. The results showed that two of the models of reasons for joining predicted either participation in the scheme or the level of investment made. Financial capacity was also highly significant in predicting both participation in the scheme as well as the level of the investment. Outcomes of the scheme, both attitudinal and behavioural, were examined using employees' self-reports and 'objective' measures comparing changes over time. Analysis was also conducted to determine whether reasons for joining influenced subsequent outcomes. Employees' indicated that they expected or experienced only modest attitudinal changes as a result of the scheme and they did not expect behaviour to change. The 'objective' measures confinned that neither participation in the scheme, nor the level of investment made to the scheme were significant predictors of attitudes or behaviour eighteen months after employees had joined. Attitudes generally declined over the eighteen months between the surveys, but this again was unrelated to participation or to the level of investment in the scheme. The employees' reason for joining also did not appear to be a significant predictor of attitudes.
9
Vosloo, Petro. "An investigation into the relationship between employee value proposition and work engagement." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4277.
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The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.
10
Viljoen, Ezalle. "Employee participation within an engineering support services company / E. Viljoen." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9237.
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The general objective of this study was to explore and investigate employee participation within an engineering support services company. Attention was therefore given to the opinions and perceptions of employees and managers regarding employee participation as well as the relationship between employee participation and employees’ union membership. To conduct this study a qualitative and quantitative research design was adopted. In order to examine employees and managers’ opinions and perceptions, semi-structured one-on-one interviews were conducted with participants. Six employee participation themes were identified as well as various sub-themes. Self-developed group administrative questionnaires were also utilised to determine the relationship between employee participation and union membership. The study found that employees and managers attach positive opinions and perceptions towards employee participation therefore leading to positive participation outcomes. In exploring the relationship between employee participation and union membership it was found that 87.1% of the employees in the company did not belong to a union. It was also found that there is a statistical significance relationship between employees’ race and their tendency to join a union (0.068). Employees also indicated that they will join a union if co-management and self-management (as forms of employee participation) is not present in their organisation; with a statistical significance of 0.016 and 0.068. Information presented in this study can be used to develop effective employee participation strategies as well as assist in implementing these strategies.<br>Thesis (MCom (Labour Relations Management))--North-West University, Potchefstroom Campus, 2013.
11
Bakan, Ismail. "The effects of profit sharing and employee share ownership schemes on employee motivation." Thesis, Coventry University, 1999. http://curve.coventry.ac.uk/open/items/83c72d39-4fa0-f4ce-1163-f8eb35c3dd88/1.
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This thesis investigates the effect of profit sharing and employee share ownership schemes on employee job attitudes and behaviours by taking into account the critical role of participation in decision making. The data were obtained from a large British retail organization operating profit sharing (PS) and save-as-you-earn (SAYE) schemes. This is a quantitative study in which the data were gathered through a questionnaire. The unit of analysis is the individuals who responded to the survey, and the study is cross-sectional. To analyse the data a variety of statistical techniques, namely frequency, Pearson correlation, partial correlation, t-test, chi-square (X2), reliability, multiple regression, hierarchical regression, and path analyses, were conducted using SPSS. The sample comprised 1,000 employees subdivided into groups of managerial and non-managerial employees, and participants in schemes and non-participants in schemes. The administration of the questionnaire resulted in 450 returns (430 usable), an overall response rate of 45%. This study addresses four main research questions: (1)What are the effects of profit sharing and employee share ownership schemes (financial participation) on the job attitudes of individual employees in a large organization? (2) What are the effects of participation in decision making on employee job attitudes in a large organization? (3) What are the relative effects of financial participation in comparison to the effects of individual participation in decisions? (4) Does the combination of financial participation and participation in decision making produce more favourable effects on employee job attitudes than does participation in decision making on its own? The aim of this study was to construct a more advanced model of profit sharing and employee share ownership schemes by reviewing the theoretical and empirical literature and testing two theoretical frameworks, those developed by Long (1978) and Florkowski (1989). After reviewing the employee participation literature and testing Long's and Florkowski's models, it was found that both financial participation and participation in decision making have separate effects on employee job attitudes and behaviours, even if financial participation has a small (not statistically significant) impact on some attitudes and behaviours. Since financial participation shows a negligible effect on some job attitudes, and participation in decision making has a stronger effect on job attitudes than has financial participation, the new model is constructed on the assumption that both (a) the combination of financial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes, such as integration, involvement, commitment, satisfaction, motivation, perceived pay equity, and perceived performance-reward contingencies. The test of the new model shows that both (a) the combination of fmancial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes and behaviours, but the combination of financial participation and participation in decision making does not produce more favourable effects on employee job attitudes than does participation in decision making on its own. It should be noted that it is not known in this research whether financial participation changed employees' actual influence in decision making, as the study did not collect any data on this question. Therefore, there is the possibility that if the same study were conducted in organizations with financial participation schemes which increase employees' influence in decision making, the effect of the combination of financial participation and participation in decision making might be found to be stronger than that reported in this dissertation.
12
Mak, Suk-kuen Florence. "Staff relations in the Regional Services Department : a case study of workers' participation in experience-sharing workshops /." [Hong Kong : University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13552995.
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13
Smith, Willie Gerald. "Workers participation : workplace forums in the South African context." Thesis, Stellenbosch : Stellenbosch University, 1998. http://hdl.handle.net/10019.1/51088.
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Thesis (MBA)--Stellenbosch University, 1998.<br>ENGLISH ABSTRACT: For the first time in South Africa's labour relations history, a comprehensive legislative
tool (The Labour Relations Act 66 of 1995), which has the potential and aim to serve the
interests of employers and employees in a different way than traditional collective
bargaining has been designed. Leadership by the captains of industry and labour will be
necessary in breaking new ground and in making the perceived new framework of
relationships work. The change process, the principles of participation, and the
development and implementation of new values. will not be easy. cheap or comfortable.
Management can respond to the Act by complying to the letter of the law, that is, going
technically through the motions required by the Act. In years to come, it would perhaps
be more beneficial if they responded to the spirit of the law: a genuine and real
involvement of all stakeholders taking co-responsibility for the success of their
organisations. "Successful workplace relationships are made by all people inside the
workplace and not by the laws created outside the workplace" (lsrae1stam and Marais,
1997).
1bis will require a true transformation of their organisations using employee involvement
as a key to organisational transformation.
Participative management is a very broad concept and its meaning could range from
informing employees in advance before implementing management decisions to giving
employees majority control on the organisation's governing body. What then would be
legitimate reasons for an organisation to implement participative management?
International experience makes it clear that, in order to be effective,
prosperous organisation.
The need to move beyond adversarialisrn 15 based on the need to escape the selfperpetuating
cycle of confrontation and dissatisfaction and lack of co-operation.
Participative management is part of the effort to reverse the confrontational trend and
achieve a positive spiral of co-operation through joint problem solving and strengthening
of organisational resources, shared benefits, mutual understanding. caring, goal creation,
keeping of promises and success in goal achievement.
Due to the fact that each South African organisation is at a different stage of industrial
relations and management culture development, participative management cannott be
rushed into practice. South Africa needs to learn from the good and the bad of international
experience and adapt these lessons to its own unique labour circumstances.
While South African employees have been instumental in achieving democratic rights
politically, their long-standing and intense struggle for labour rights and democracy has
left a powerful and intense legacy of need for satisfaction of workplace demands!' A
Workplace Forum is therefore a participative management mechanism in the form of an
employee representative committee which interacts closely with the employer.
As is evident in Figure 1, management and trade unions may decide to solve their
differences through collective bargaining or through some form of joint problem solving,
such as workplace forums.
The new structure at workplace level gives workers a voice in managerial decisions.<br>AFRIKAANSE OPSOMMING: Die Wet op Arbeidsverhoudinge 66 van 1995 is in werking gestel met die spesifieke doel
om vir die eerste keer in die Suid-Afrikaanse geskiedenis na die belange van die
werknemer, werkgewer en georganiseerde arbeid op 'n gebalanseerde wyse om te sien.
Die daarstelling van werkplekforums in organisasies is daarop gemik om deelnemende
strukture in plek te kry. Die vestiging van deelnemende bestuur in organisasies, sal
ongetwyfeld met konflik gepaard gaan, omdat werknemers en werkgewers se behoeftes
verskil.
Hierdie konflik behoort ten minste nou op 'n geordende wyse deur wetgewing
aangespreek te word.
"Suksesvolle arbeidsverhoudinge word geskep en handhaaf deur alle belanghebbendes
binne die werkplek en beslis nie deur wetgewing buite die organisasie nie" (lsraelstam en
Marais, 1997). Dit bly dus ongetwyfeld die verantwoordelikheid van bestuur om
deelnemende besluitnemingsmeganisme daar te stel ten einde die transformasieproses in
organisasies te bespoedig.
Konflik word verder verminder deur groter betrokkenheid in plaas daarvan dat besluite op
'n tipiese burokraties-outoritere wyse geneem word. Deelnemende besluitneming kan lei
tot beter funksionering van die organisasie omdat besluite deur 'n groep beter is as
enkelbesluite.
'n Werkplekforum kan alleenlik doeltreffend funksioneer mits opregte deelnemende bestuur dien as vertrekpunte. Werkplek forums moet as platvorms gebruik word waar
toepaslike inligting, sienswyse, probleme en oplossings oop en eerlik met almal gedeel
word, sodat stabiele doeltreffende verhoudings in die organisasie sal ontstaan.
Die sentrale tema van hierdie projek gaan oor die verhouding tussen werkgewer,
werknemer en georganiseerde arbeid waar werkplekforums as 'n deelnemende
besluitnemingsmeganisme geimplementeer kan word, met die gevolg dat werknemers
werklik deur middel van verteenwoordiging met werkgewers kan skakel. Groter
verantwoordelikheid en toegewydheid aan die kant van arbeid en bestuur sal verseker dat
produktiwiteit en kwaliteit verbeter, ten einde met gemak op die intemasionale markte
mee te kan ding.
14
Steinhouse, Adam. "Workers' participation and the French state, 1944-1948." Thesis, University of Oxford, 1999. http://ora.ox.ac.uk/objects/uuid:3c55c0da-460f-4f12-9e93-db25ae76a181.
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This thesis explores attempts by state officials to enable workers and the principal trade union, the Confédération Générate du Travail, to participate at the workplace and in the French state from 1944 to 1948. At a time of increased state intervention and new social welfare policies, workers gained new responsibilities in the comités d'entreprises, or works councils. The regional government, the commissaires, helped to initiate worker control experiments, notably at the Berliet truck plant in Lyon. By the end of 1948, however, the strength of the French labour movement had not significantly increased, either at the workplace or in the state. In their demand for greater participation, workers faced resistance from state officials, employers and even unions. State actors, such as labour inspectors, prefects, and commissaires, actively sought social peace and greater productivity in 1944-1946. At the level of the shopfloor, the new comités d'entreprises gave workers, for the first time, an official voice in the firm. However, they had no say over production decisions. Nor did worker participation extend to unskilled workers, immigrants, or women. Worker participation did not go further at the time for three reasons. Employers intensified rationalisation measures at the workplace and refused to accept new powers given to the works councils. The CGT was insufficiently committed to workplace participation. Finally, the power of the centralised state was entrenched in the domain of economic planning but did not influence the workplace sufficiently to support participation, particularly in 1946-1948. The postwar settlement that led to increased growth in the 1950s was structured around the private sector and the planning capabilities of the state, at the expense of any involvement by labour. The exclusion of workers from planning decisions and the failure of worker control attempts led not only to the strikes of 1947-1948, but to a profound degree of powerlessness that was to mark the labour movement for the next generation.
15
Saunders, John. "An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003849.
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The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.
16
Stanford, Jane Herring. "Measuring the Implementation of Employee Involvement in the Maquiladora Industry : A Matched-pairs Analysis of United States Parent Companies and Their Mexican Subsidiaries." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc278521/.
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Participative management practices between United States parent companies in the maquiladora industry and their Mexico assembly plants were investigated for this study. It was hypothesized that managers of parent maquiladora companies in the United States encouraged greater levels of worker participation than did expatriate managers in Mexican subsidiaries. However, the findings of this study indicate that expatriate managers in a number of the Mexico subsidiaries are currently implementing employee involvement approaches. In some instances, highly participative team-based approaches are being used.
17
Davis, Case D’Arcy. "Worker participation in the reforestation labour force in British Columbia." Thesis, University of British Columbia, 1985. http://hdl.handle.net/2429/24626.
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One response to problems of low productivity and decreased job satisfaction in the workplace has been the institution of worker participation in decision-making. Evaluations of worker participation programs generally have shown them to be beneficial in terms of both job satisfaction and increased productivity.
In British Columbia, we have a unique example of worker participation in the contract reforestation labour force which can be seen as an informally structured, semi-participative worker participation group. In light of theory on worker participation, this study examines two reforestation crews, one a contract crew and one a non-contract crew, to compare worker participation in the areas of technology, division of labour and organizational structure. Worker participation has been found by most researchers to be cost effective. This study compared cost differences between the two labour groups, and although it did not generate conclusive evidence of the relative cost efficiency of the contract group, it is suggested that the British Columbia Ministry of Forests Section 88 final planting cost data is not a reliable basis for determination of relative cost efficiencies. However, the perspectives of those working in reforestation, and an economic analysis of one case study suggest that the contract group is more cost effective.
But changes in the contract work force are occurring. These changes can influence the worker participation evident in contract planting, and hence the cost effectiveness of contract planting.
In order to capitalize on those attributes in the worker participation model which have value to the forest manager in the goal of forest renewal, the concept of stewardship, a long term contract which begins with planting and carries through to the "free to grow" stage, is one of the alternatives proposed for future reforestation contracts.<br>Forestry, Faculty of<br>Graduate
18
Austermann, Laura [Verfasser], Andreas [Akademischer Betreuer] Engelen, and Jens [Gutachter] Rowold. "Asking questions to promote employee participation / Laura Austermann ; Gutachter: Jens Rowold ; Betreuer: Andreas Engelen." Dortmund : Universitätsbibliothek Dortmund, 2018. http://d-nb.info/1169912591/34.
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19
Smith, Gerard. "The communication process in participative decision making in organisations." Thesis, Queensland University of Technology, 1994. https://eprints.qut.edu.au/36394/1/36394_Smith_1994.pdf.
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This study outlines the results of research into the communication process in interaction in Participative Decision Making (PDM) in organisations, and the
implications of these findings for organisations.
There is limited reference in the literature to studies of the actual interaction that takes place in the joint decision making process. Miller and Monge (1988) write
that, "Research has rarely looked at the communicative content of the participation process itself. Research on what actually goes on in participatory management could take us a long way in explaining the disparate findings in the research literature." If a study of the communication process in PDM could explain these findings, they could also enable organisations to decide if PDM was appropriate for them and if it could assist them in improving their performance. The study asks:
a) what is the role of communication in interaction in PDM? To answer this question, a study was done in fourteen Australian organisations, in both the public and private sector. Emphasis was placed on identifying
communication behaviours and the resulting interaction that occurred during the PDM process, since it was felt that an understanding of the behaviours that occurred would have practical implications for managers. The method used to collect data, was a combination of attendance at PDM meetings and interviews. At meetings, the interactions that took place, were recorded on a pre-designed check sheet, which was based on an instrument developed by Rogers and Farace (1975) to analyse behaviours and interaction in actual working situations. The interviews were conducted with a selection of managers, technical and professional staff, to identify their perceptions of the interaction that occurred in
PDM meetings. The findings were, that there were a range of communication behaviours that contributed to interaction in PDM. They included:
(a) using an agenda;
(b) asking questions of other participants;
(c) discussing issues that are of interest to participants and appropriate for the organisation;
(d) ensuring that participants are not inhibited by the presence of higher status participants; and
(e) encouraging participants to say what they think.
There were also behaviours identified that inhibited interaction. They included:
(a) putting participants under unrealistic time pressures; (b) not listening; (c) not
providing participants with sufficient information to allow them to actively
participate in the interaction; (d) not providing the opportunity for all participants
to contribute;
(e) pressuring for consensus which can lead to groupthink and
(f) disregarding minority views.
The following can be concluded from the study:
1. It is important that the leader and participants have good communication skills if there is to be productive interaction in PDM.
2. Participants cannot interact effectively unless they are provided with the information on, or have knowledge of, the issue being discussed.
3. A communication system that will ensure all participants are given the opportunity to interact is essential for satisfactory PDM.
4. The communication behaviours and the interaction that results, are dependent on the communication environment within the organisation.
20
Blair, Lawrence Scott. "Quality circle participation: Influences on quality of work life, job satisfation and self-esteem." CSUSB ScholarWorks, 1988. https://scholarworks.lib.csusb.edu/etd-project/502.
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21
Cox, Robert F. "Case studies of employee participation programs in construction and their effects on absenteeism." Diss., Virginia Tech, 1994. http://hdl.handle.net/10919/40050.
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22
Roustaei, Simin. "An Employee Participation Change Project and Its Impact on the Organization: a Case Study." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc503900/.
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The purpose of this study was to document and assess the consequences of implementing employee involvement in a manufacturing setting. Using a quasi-experimental design, the study utilized information from various sources of data including archives, interview, and questionnaire data for a three to four year period. Time series comparisons were used. The results indicated that production increased initially, but then dropped back to original level. Quality of products increased and continued to improve gradually. The highest rate of improvement was observed in safety. An attempt was made to measure current level of commitment at the plant but was unsuccessful due to a low return rate of questionnaires. Overall, data collected partially support the hypotheses. Implications for further research and practice are discussed.
23
McCandless, Kaisa M. "Beyond the stakeholder paradox : to meaningful consultation with community stakeholders." Thesis, McGill University, 2002. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=79788.
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This thesis argues that the stakeholder paradox (Goodpaster, 1991) has hindered the achievement of meaningful consultation processes because it perpetuates a management-centered discourse of stakeholder engagement aimed at producing stakeholder consent and legitimating organizational action. In order to advance beyond the use of stakeholder consultation as a sophisticated public relations tool, and instrument of organizational power and persuasion, it must be treated as a series of activities (discussion, deliberation and decision making) linked together through the common modality of negotiative communication.<br>An analysis of practice guidelines, protocols and key informant interviews using a critical organizational communication approach evaluates the extent to which contemporary instances of consultation practice account for the specificity of stakeholder context, address power and capacity gaps between consulting organizations, and enables all stakeholders to engage in a negotiative dialogue that has a direct influence upon the decision-making process of a project. This thesis argues that operationalizing tenets of a critical communication framework within consultation practice has the potential to produce the conditions for conducting a meaningful consultation with community stakeholders.
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Mak, Suk-kuen Florence, and 麥淑娟. "Staff relations in the Regional Services Department: a case study of workers' participation in experience-sharing workshops." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31964345.
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25
Gtansh, Abdussalam. "The influence of national and organizational culture on employee involvement and participation (EIP) : a cross-cultural study." Thesis, University of Gloucestershire, 2011. http://eprints.glos.ac.uk/3281/.
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In Libya today, there is a movement towards improvement in organizations and to achieve this goal the Government has introduced liberalization of the economy. It is also creating stronger ties with the Western world, now that sanctions have been lifted. There is now greater scope to allow to private enterprise. Although there has been previous research carried out, into the ways that the competitive nature of all Libyan organizations can be improved, this thesis however, is the first that compares the governance structure, management style and culture of organizations in both the Public and Private sectors of Libya and the UK and focuses on employee involvement participation (EIP). Previous studies suggest that organizational culture is significantly influenced by the national culture in which the organization is located. The influence of culture in general, and more specifically in the sub-divisions of national, organizational, and occupational culture, has been the subject of much discussion over the last few decades. However the debate on whether national culture has an impact on organizations and their human resource management practices remains unresolved. The main aim of this study is to compare two very different cultures to discover any significant differences that exist between the two countries and between organizations in the two sectors particularly with regard to EIP. Therefore this research entailed a survey of the organizational culture, and structure as well as the EIP apparent in a sample of Public and Private sector companies in Libya and the UK. The research was carried by questioning a purposive sample of managers and employees, by distributing a self-completion questionnaire and conducting interviews in these companies, to provide both quantitative and qualitative data, which could then be analysed to discover any link between national and organizational culture, corporate governance, management style, the employment relationship and the implementation of EIP. The literature reviewed for this research- generated a number of research questions and allowed hypotheses to be generated. These were then tested to investigate the differences in national and organizational culture between organizations with different organizational structures in capitalist or state-owned enterprises. Also considered were their implementation of employee involvement and participation practices (EIP), to allow workers greater participation in the decision making process. This research concludes that there are significant differences between UK and Libyan public and private sector employees with regard to the national culture in their country. However, there appears to be areas in the organizational culture of the companies sampled that indicate some level of convergence, in their use of HRM practices, management style and preferred forms of EIP. The specific conclusions drawn from this study contribute to our knowledge and understanding in a number of areas, including, national as well as organizational culture, the apparent transfer of Western management techniques and practices, and their effect on the direct or indirect nature of communication with employees. Furthermore this research contributes to our understanding of the degree of autonomy offered to employees, within different organizational cultures, which although they exist in dissimilar economies and are operating different methods of corporate governance in either publicly or privately owned enterprises, now appear to be implementing EIP practices which are converging on the Anglo-Saxon model of HRM.
26
Pierce, William. "From Authoritarian to Participative Management & Back Again: A Field Study of the Effects of Employee Participation in a Manufacturing Setting." TopSCHOLAR®, 1992. https://digitalcommons.wku.edu/theses/2708.
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This study consists of two surveys administered sixteen months apart in a large (1000 employee) Fortune 100 organization which was sold to a Japanese company during the period under study and underwent several other chaotic changes. The purpose of the study was to assess the perceived differences brought about by training and participation. Six factors that were assessed for differences were: productivity, communication, employee participation, work teams, management leadership, and mergers/acquisitions.
Results were compared from the two time periods across all six factors. Productivity and communication proved statistically significant at p(.05, while employee participation and work teams prove statistically significant at p<.10. Management leadership showed a slight difference but no statistical significance. Mergers/acquisitions showed no difference or statistical significance.
Pertinent responses from each factor are categorized to identify the important perceptions that contributed to significance. The items categorized specify areas that employees believe most important relative to the factor assessed.
The results of the study support training and participation as a means to improve organizational performance. Although this organization which had previously gone from authoritarian to participative management and moved again, the trends appear to support the value of training and participation. This study exposes some concrete factors that organizations can develop and measure to improve organizational performance.
27
Turner, Jon T. Jr. "Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5306/.
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The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently than top management.
28
Miller, Carolyn. "Relationship Between Employee Age and Perceptions of Work in Self-Managed Work Groups." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc501011/.
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Derived from sociotechnical systems theory, autonomous or self-managed work groups are a form of work design in which employees are multi-skilled, take responsibility for the group's tasks, and have discretion over the decisions which impact group performance. Previously collected survey data from 602 employees of a southwestern manufacturing firm were examined via factor analyses and multivariate analysis of variance. Significant differences were found for self-managed work group members versus traditional job holders regarding enhanced organizational involvement and enhanced work responsibility. However, there was no evidence of an age effect nor interaction regarding age. This study provides evidence to other action researchers and organizational decision makers that an "older" work force should not be considered a barrier to implementing this type of work design
29
Akponah, Voke Blessing. "The adoption of employee share ownership plans (ESOPs) in Nigeria." Thesis, Nelson Mandela University, 2017. http://hdl.handle.net/10948/13834.
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This study investigated the factors that influence the adoption of ESOPs in Nigeria. Furthermore, the study investigated the influence of the adoption of ESOPs on organisational performance, employee retention and employee commitment. The study results reveal that trade union responsiveness, reforms, awareness of employee benefits and taxation implication positively influence the adoption of ESOPs based on transparency. The results in this study further reveal that trade union responsiveness, takeovers, reforms, awareness of employee benefits and taxation implication effectively influence the adoption of ESOPs based on two-way communication. In addition, the study results reveal that trade union responsiveness, takeovers, reforms, awareness of employee benefits and trust positively influence the adoption of ESOPs based on empowerment. The study further reveals that adoption of ESOPs based on transparency, two-way communication and empowerment leads to organisational performance, employee retention and employee commitment. This study, being the first of its kind in Nigeria, filled the gap that existed in the Nigerian literature in respect of the awareness and adoption of ESOPs. This study provides literature and theoretical model that can be used as a foundation by organisations and the government to start up the adoption of ESOPs. This study showed that ESOPs is beneficial to boost the economy, enhance desired organisational outcomes (organisational performance, employee retention and employee commitment) and meet the financial and retirement needs of employees. However, for organisations and employees to enjoy the full benefits of ESOPs, underlying forces such as, trade union responsiveness, takeovers, reforms, awareness of employee benefits, trusts and taxation implication must be taken into account. Furthermore, the adoption, implementation and operations of ESOPs will be successful management, trade union leaders and employees utilise strategies such as, transparency, two-way communication and empowerment.
30
Jeong, Stephen B. "Participation and goal setting an examination of the components of participation /." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1150379850.
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Broad, Geoffrey Arthur. "A longitudinal study of employee participation in a Japanese manufacturing subsidiary in the UK, 1985-1990." Thesis, University of Salford, 1991. http://usir.salford.ac.uk/14707/.
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Grateful appreciation is extended to all staff at Brother Industries (UK) Ltd who cooperated with this research over almost five years. Particular thanks go to Mr. Masao Kato, who, as the Managing Director of BIUK between its establishment in 1985 until his return to Japan in 1990, not only provided the facilities to operationalise this project but also brought to it considerable personal support necessary for a longitudinal project of this type. A grant from the Economic and Social Research Council, (F 00 23 2225), helped to finance research interviews . in Japan, and International Computers Ltd generously provided funds to pay for general administrative costs. I would also like to thank Professor Keith Thurley of the London School of Economics for the inspiration and advice given to this investigation in its formative period. Dr Nigel Holden, of UMIST, contributed helpful comments at the early fieldwork stage, whilst Carole Roberts and Ian Hartley gave their time to assist with the onerous task of data processing. Professor Eric Armstrong offered invaluable comments and Harley Gelling kindly made suggestions to the final manuscript. Above all, to my wife, Sylvia, whose patient encouragement was unstinting.
32
Ruggiere, Paul John. "Organizational Commitment in a Self-Managing Work Team Environment." Thesis, University of North Texas, 1991. https://digital.library.unt.edu/ark:/67531/metadc501012/.
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This study examines the determinants of organizational commitment in a self-managing work team setting. The data used in the study are from a sample of 313 employees in an electronics manufacturing plant. Chapter one introduces the reader to the topic of self-managing work teams and explains the relevance of commitment to this organizational structure. Chapter two is a review of the literature which focuses on commitment, its determinants, and two theories used to explain the relationship between them. The remaining chapters describe the methodology used in the study, explain the findings and draw conclusions. Of all the factors analyzed, only perceived organizational support and autonomy were found to influence commitment in this sample. The relevance of these findings for business and academia is discussed.
33
Martins-Crane, Lolin. "The Self-Managed Work Team Environment: Perceptions of Men and Women." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc500806/.
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The present study empirically examined working behaviors of men and women within a self-managed working environment. Three models of women and work were studied. Results indicated women exhibited higher levels of job meaning and continuance commitment. The more self-managed production team exhibited higher levels of growth need strength, support from co-workers, continuance commitment, task significance and lower levels of role conflicts. Support teams exhibited higher levels of autonomy and satisfaction with pay. Path analysis, testing a model based on Astin's sociopsychological model indicated direct effects from expectancy to general satisfaction, from gender to expectancy, and task significance to gender. An alternative model showed direct effects between general satisfaction and expectancy, satisfaction with pay, task significance and expectancies, and between satisfaction with pay and teams.
34
Hartelius, Karin, and Annie Johanson. "Involve to Evolve : Managing Employee Surveys in a Large Company." Thesis, Umeå universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-57406.
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35
Misra, Santrupt. "Management role in employee participation : a comparative study of multi-national enterprises in India and the U.K." Thesis, Aston University, 1993. http://publications.aston.ac.uk/10854/.
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This research is an Anglo-Indian comparative case study. It studies managerial action in the participation arena of two British multi-nationals i.e. Cadbury Limited and ICI plc. The research was carried out in matched pairs of factories of the above named companies, located in the Midlands of the UK and in Bombay in India. The data for this research was collected through semi-structured interviews with managers and non-management actors, study of company documents and non-participant observation of some participation forums. The research conceptualises the idea of a `participation arena' consisting of the structures, processes, purposes and dynamics of participation. This arena is visualised as broadly reflecting the organisation structure and can be divided into corporate, unit and shopfloor level. Managerial action in this arena is examined in terms of interaction between three sets of factors i.e. company business objectives, strategies and policies; managerial values of power and control; and the responses of unions. Similarities and differences between management action in the home and host plants of the two multi-national companies are also examined. The major findings of the research are as follows. There is significant difference between the participation arena of the parent and the subsidiary company. The latter is marked by absence of higher level participation forums and lack of opportunity for employees to discuss, let alone influence, key decisions. This results from parent company control over key activities of the subsidiary. The similarities in management action in the participation arenas of the two companies in both countries can be attributed to the operation of the three sets of factors mentioned above. Nevertheless, the particular circumstances of each company are a greater influence on managerial action than the national context. Finally, future areas of research in this field are explored.
36
Moormann, Tom E. "The influence of organizational identification on member responses in the context of large-scale organizational change events." Diss., Georgia Institute of Technology, 2001. http://hdl.handle.net/1853/29345.
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Kolo, Vuyiswa Felicia. "A framework for management participation in HIV and AIDS intervention programmes: the Chris Hani District Municipality case." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/15345.
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South Africa is one of the countries in the world with the highest number of people living with HIV/AIDS. Workplace HIV/AIDS programmes have been singled out by the Government as one of the measures to fight against the spread of the disease. However, it is quite concerning that managers in most organisations are very reluctant to actively participate in the programmes. One of such organisations is the Chris Hani District Municipality. Reluctance by managers to participate in these programmes has given rise to effects such as lower level employees also not willing to participate in the programmes; thereby undermining efforts by the municipality and the National Government as a whole to fight against the spread of the disease in South Africa. This study has developed a framework that may enable municipal managers to participate in HIV/AIDS programmes in the municipality. In addition the study has also explored factors that discourage managers from participating in HIV/AIDS programmes. The study took place in the Chris Hani municipality. The sample population was municipal managers from the different directorates. The methodological approach was quantitative. Data was collected with use of a questionnaire. The questionnaire was distributed physically and electronically by the researcher. The findings of the study show that in order for managers to actively participate in the programmes of HIV/AIDS, measures should be put place to enhance the following: self-awareness, positive attitude, effective communication, management involvement, management support, and relationship building. The researcher hopes that the study will not only enhance management participation in the Chris Hani municipality, but also other municipalities and organisations in South Africa interested in the fight against the spread of the HIV/AIDS disease.
38
Milne, Claire. "Employees' experience of job satisfaction within a successful organisation." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1007639.
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In the present organisational climate characterised by intense competition, the success of an organisation is increasingly dependent on its employees' expertise and knowledge (Carrel, Elbert, Hatfield, Grobler, Marx & Van der Schyf, 1997). Employees need to be motivated to contribute to the organisation's goals, for their knowledge and expertise to benefit an organisation (Lawler III, 1994). Organisations need to foster a situation in which employees have a positive attitude towards work and are able to benefit personally through directing their effort towards organisational goals. (Robbins, 2000) This study focuses on an organisation that has managed to link job satisfaction with organisational gain, and explores the link between these two subjects. A case study of a South African mining operation is reported on, and examined in-depth. The mine, a successful operation in terms of productivity, is recognised by its holding company as exemplary and is competing with the best base metal producers in the world. The research was conducted in two stages. The first stage consisted of 20 semi-structured individual interviews. Ten employees were selected from both the lower employee-levels and the higher employee-levels. The individual interviews focused on the experience of working at the mine with particular reference to interpersonal dynamics, job satisfaction, leadership style, and reward systems. During the second stage of the research, focus groups were conducted with two groups of seven employees each, one group from the lower-levels and one from the higher-levels. The focus groups aimed at obtaining a deeper understanding of the issues that emerged from the individual interviews. Grounded theory analysis was used during both the first, and second phase of the study. The results indicated that the mine's employees experience a high level fulfilment of higher-order needs, and that this experience is a reaction to the mine's performance enhancing culture. It is further shown that the same factors that create job satisfaction, when applied in excess, or in certain circumstances may lead to dissatisfaction within the same context.
39
Simon, Bridgette Virginia. "The relationship between values-based leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20220.
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Sustaining competitiveness requires organisations to continuously reinvent themselves, consider both external influences as well as internal risk that may affect the company as a market leader. Organisations that have acknowledged that a relationship between engaged employees and business success exists, would seek ways to foster and facilitate the engagement of their workers through their leadership. The primary objective of the study was to determine whether a relationship exists between values-based leadership and employee engagement. The aim was to contribute to the quality of leadership values, behaviour and influence at Coca-Cola Beverages South Arica by gaining a deeper understanding of leadership and employee engagement. The theoretical study explored the definitions, key concepts, benefits and outcomes of both values based leadership and employee engagement. It provided a detailed literature review of the role of leadership in creating a values based organisation, what values-based leadership encompasses and its relationship with employee engagement. The theoretical overview highlighted that leadership is an influential factor in employee engagement and the extent to which employees feel valued and connected to the organisation’s goals. The theoretical overview further confirmed that leadership values, behaviour and influence are interrelated and exert an influence on employee engagement, thereby strengthening the fact that there is a relationship between values-based leadership and employee engagement. A structured web-based survey, with a questionnaire, was used to corroborate the theoretical findings and to assess employees’ perceptions of the prevalence of values–based leadership and employee engagement. A sample of 269 respondents was selected to participate in the empirical study and 167 responded to the survey, which yielded a 62% per cent response rate. The key findings of the study indicate that strong correlations exist between leadership values, behaviours and influence and that these concepts were interrelated. Furthermore, the study confirmed that values–based leadership was an important factor in employee engagement and specifically in terms of the physical, emotional and social components of engagement and less so in terms of the cognitive component. Values-based leadership and engagement were identified as critical factors in ensuring that organisations are well equipped to deal with the current volatile economic environment and to consider ways to maintain and accelerate their profitability and competitiveness in order to remain a sustainable business. It is strong values that underpin the performance of highly successful and sustainable organisations; coupled with effective leadership as a key driving force.
40
Davids, Bernadette. "A theoretical construct of servant-leadership and the understanding of the experiences thereof based on qualitative research." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/50580.
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Thesis (MBA)--Stellenbosch University, 2006.<br>ENGLISH ABSTRACT: The main purpose of this paper is to give a theoretical construct of servant-leadership
and the understanding thereof based on the life experiences of
selected leaders in various organisations, ascertained by means of qualitative
research.
Servant-leadership as described by Greenleaf (1970) is an emerging value-based
leadership style that attempts to enhance personal growth of workers
and improve the quality of an organisation. This is achieved through a
combination of teamwork and community, personal involvement in decision
making and ethical and caring behaviour.
The methodology applied, involved qualitative research, where qualitative
interviews, as a phenomenological research method in evaluation, were used.
The reasons for the choice of the research methodology as well as the
procedure that was followed in selecting the participants, the role of the
interviewer in relation to the research topic, the participants and the research
setting, was also described.
The research findings reveal that there are many similarities among various
writers regarding qualities· and principles of servant-leaders. In the qualitative
study which included one-on-one interviews with eight participants, similar
information was revealed.
It is recommended that leaders should examine their leadership styles and
"grow" the necessary changes to enable a more approachable leadership
style where the people's needs are met. In addition servant-leadership should
be given greater emphasis at academic level so that the value of the discipline
can be understood and applied and lived.<br>AFRIKAANSE OPSOMMING: Die hoofdoel van hierdie referaat is om 'n teoretiese konstruksie van 'servant-leadership'
en die begrip daarvan, gebaseer op die lewenservaringe van 'n
geselekteerde groep leiers van verskeie organisasies, te verkry. Dit is gedoen
by wyse van kwalitatiewe navorsing.
'Servant-leadership' word deur Greenleaf (1970) as 'n waarde-gebaseerde
leierskapstyl gesien wat poog om die persoonlike groei van werkers en die
gehalte van organisasies te verbeter. Dit word bereik deur 'n kombinasie van
spanwerk, gemeenskap en persoonlike betrokkenheid by besluitneming en
etiese en empatiese gedrag.
Die metodologie wat toegepas is sluit in kwalitatiewe navorsing waartydens
kwalitatiewe onderhoude, as fenomenologiese navorsingsmetode gebruik is.
Die redes vir hierdie keuse van navorsingsmetodologie, asook die prosedure.
wat gevolg is, met die keuse van die deelnemers, die rol van die
onderhoudvoerder in verhouding tot die navorsingsonderwerp, die
deelnemers en die navorsings opset, was ook uiteengesit.
Die navorsing bewys dat daar baie ooreenkomste is onder die verskillende
skrywers se sieninge aangaande die kwaliteite en beginsels van 'servant-leadership.'
Uit die kwalitatiewe navorsing wat individuele onderhoude met die
deelnemers ingesluit het, is dieselfde inligting voortgebring.
Dit word aanbeveel dat leiers hul leierskapstyle ondersoek en die nodige
veranderings aanbring on 'n meer benaderingsvolle leierskapstyl te ontwikkel
wat die behoeftes van mense vervul. 'Servant-leadership' behoort ook
onderrig te word by akademiese instellings sodat die waarde van die
dissipline verstaan, toegepas en uitgeleef kan word.
41
Loriston, T. D. J. "Workers participation and workplace forums in the South African context." Thesis, Stellenbosch : Stellenbosch University, 1998. http://hdl.handle.net/10019.1/70387.
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Thesis (MBA)--Stellenbosch University, 1998.<br>ENGLISH ABSTRACT: This study was undertaken with the aim to analyse the social significance of the new
Labour Relations Act of the Republic of South Africa, Act 66 of 1995, with special
emphasis on workers participation and the impact of the introduction of statutory
workers participation on the Industrial Relations System. The Act was implemented
on 1 November 1995. The Act provides for the establishment of Workplace Forums.
The objective of the research is to examine the impact of the statutory introduction of
workers' participation on the South African industrial relations system. The first legal
infrastructure of South Africa's industrial relations system was created by the
Industrial Conciliation Act of 1924, later to become The Industrial Conciliation Act
(No 28) of 1956, and to evolve into The Labour Relations Act (No. 28) of 1956 in
1980.
The New Labour Relations Act (No 66) 1995, came into force at the beginning of
1997 with the final passage of The New Constitution 1996.
Whereas the old Act with all its amendments imposed a statutory machinery for the
resolution of conflict stemming from an adversarial relationship, the new Act presents
machinery to the opposite, namely that of deregulation by the State and the
promotion of co-operation. In the drafting of the new Act by a task team over nine
months only, strong attention was given to the advice of German experts, i.e. the
experience of and from a country that led in this particular area after World War II. In
fact, certain principles and mechanisms were literally incorporated into Chapter V.
If it is considered that Germany received a New Constitution in 1949 and deduced
from its Bill of Rights all worker rights in an attempt to transfer the principles of
political democracy into the work situation in the form of "Industrial Democracy" by
enshrining these progressively into the legislation to this effect, a comparison with
South Africa is illuminating.
Similarly to Germany in 1949, South Africa received a new democratic constitution in
1995 in the political sphere with a strong influence on the industrial relations system
and made its first attempt of legislating for workers' participation by means of
ChapterV.<br>AFRIKAANSE OPSOMMING: Hierdie studie is onderneem met die doel om die sosiale invloed van die nuwe Wet
op Arbeidsverhoudinge, Wet 66 van 1995 na te speur, met spesiale klem op
werkersdeelname en die impak wat die instelling van statutere werkersdeelname op
die arbeidsverhouding sisteem sal he. Die Wet het op 1 November 1995 in werking
getree. Die Wet maak voorsiening vir die skepping van Werkplek Forums.
Die doelwit van hierdie studie is om die invloed van die statutere instelling van
werkplek forums op die Suid-Afrikaanse arbeidsverhoudinge sisteem te ondersoek.
Die eerste statutere infrastruktuur van die Suid-Afrikaanse arbeidsverhoudinge
sisteem is geskep deur die Nywerheidsversoeningswet van 1924, wat later die
Nywerheidsversoeningswet (No 28) van 1956 geword het, en as die Wet op
Arbeidsverhoudinge (No.28) van 1956 in 1980 verander is.
Met die totstandkoming van die Nuwe Grondwet in 1996 en die politieke demokrasie
wat daaruit voortgespruit het, is die Nuwe Arbeidsverhouding Wet (No 66) 1995 aan
die begin van 1997 geimplimenteer.
Die ou Wet het voorsiening gemaak vir geskiloplossing in 'n teenstrydige klimaat. Die
nuwe Wet, daarenteen, maak voorsiening vir deregulering deur die Staat en die
insluiting van 'n kanaal van samewerking in die arbeidsverhoudinge stelsel. Met die
opstel van die nuwe Wet is daar sterk gesteun op die raad van Duitse kenners wat
die nodige ondervinding op hierdie gebied reeds na die Tweede Wereldoorlog in
hulle eie land opgedoen het. Duitsland is immers 'n leier in hierdie veld. Sekere
kernbegrippe en meganismes is feitlik net so in hoofstuk V vervat.
As ons in ag neem dat Duitsland in 1949 'n Nuwe Grondwet ontvang het en dat hulle
van hulle Handves van Menseregte werkersregte afgelei het in 'n poging om die
beginsels van politieke demokrasie na die werkplek oor te dra in die vorm van
"nywerheidsdemokrasie" en dit progressief deur wetgewing te verskans, is 'n
vergelyking met Suid-Afrika insiggewend.
Net soos Duitsland in 1949, het Suid-Afrika ook in 1995 'n Demokratiese Grondwet
ontvang en daarmee saam in die politieke sowel as die arbeidsverhoudinge veld sy
toetrede gemaak tot statutere werkersdeelname deur middel van Hoofstuk V.
42
Callaghan, Karen Ann. "A theoretical analysis of the democratic workplace : the movement away from authoritarian social organization /." The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487268021748841.
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Kondlo, Nomnikelo. "The influence of corparate social responsibilty on the engagement and organisational commitment of employees." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020103.
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Companies are facing unprecedented pressure from various stakeholders to behave as responsible corporate citizens. The issue of Corporate Social Responsibility (CSR) has therefore gained prominence as a central facet of both social and business platforms in recent years. There is overwhelming evidence from research literature that CSR is an emerging and increasingly important driver of employee engagement and organisational commitment. Studies however also point out that businesses that have engaged in CSR have generally failed to embrace fully the fact that it can be an important driver of employee engagement and not many of them are using this potentially powerful tool to attract, engage and retain employees. The primary objective of the study is to investigate the perceived economic benefit, social impact and environmental impact of CSR on employee engagement and organisational commitment in business firms. Convenience sampling was used to select a stratified sample of 150 employees from six different industries in the Nelson Mandela Bay Metropolis. While 150 questionnaires were distributed, only 91 respondents eventually participated (response rate = 60.7 percent). The data analyses included the calculation of Cronbach alpha coefficients, descriptive statistics (percentages, means, standard deviation and frequency scores), multiple regression, Pearson correlations and Scheffé tests. The empirical results show, among others, that the economic benefit of CSR has the strongest effect on affective commitment of employees; that the environmental benefit of CSR plays a big role in employees wanting to stay with their firms (continuance commitment) and feeling obliged to stay with their firms (normative commitment); and that the social benefit of CSR has a strong effect on the level of employee engagement. The managerial implications of these findings are discussed. The shortcomings of the study and gaps for future research are also highlighted.
44
Blewett, Verna. "Workers changing work : the influence of worker power ; a longitudinal case study analysis of workplace change at Moving Metals Limited /." Title page, contents and abstract only, 2000. http://thesis.library.adelaide.edu.au/public/adt-SUA20030815.104708.
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Bibliography: leaves 261-276. Electronic publication; full text available in PDF format; abstract in HTML format. This thesis is about the role that shop floor workers play in organisational change. In particular, it investigates the manner in which a distinct group of worker-level leaders and change agents affected the generation and implementation of change and helped to shape the change process in an organisation undergoing planned change. The data for the thesis were obtained from a three-year, longitudinal case-study of organisational change in a medium-sized automotive components manufacturer, Moving Metals Limited (MML). Electronic reproduction.[Australia] :Australian Digital Theses Program,2001.
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Wenlock, Heather. "The management of transfer of undertakings : a comparison of employee participation practices in the United Kingdom and the Netherlands." Thesis, University of Oxford, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.305856.
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Khoza, Francisco Jabulani. "An examination of employee participation as provided for in the Labour Relations Act 66 of 1995." Thesis, Rhodes University, 1999. http://hdl.handle.net/10962/d1003191.
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The thesis covers the field of labour law known as employee participation in decision-making. It deals with the examination of the extent to which the Labour Relations Act 66 of 1995 (the Act) promotes employee participation in decision-making. Firstly, the analysis shows that employee participation in decision-making is an aspect of democracy, which is translated into industrial democracy in industrial relations. In South Africa the philosophical foundation of employee participation is supported by the Constitution of the Republic of South Africa Act 108 of 1996 which embodies democratic values permeating all areas of the law including labour law. Secondly, the study elucidates the jurisprudential background of employee participation in South Africa. There is evidence of the development of some principles of participation like consultation; information disclosure; and the existence of participatory forums like works councils under the LRA 28 of 1956. Thirdly, in evaluating the extent to which the LRA 66 of 1995 promotes employee participation, the following aspects are covered: the relevance and contribution of information disclosure; the effect of consultation prior to dismissal for operational requirements; the role of collective bargaining; and the contribution of workplace forums. The conclusion is reached that all the foregoing aspects of the LRA 66 of 1995 will contribute to the promotion of employee participation in decision-making. The Labour Court and the Commission for Conciliation Mediation and Arbitration can also ensure that in interpreting the Act employee participation is promoted where appropriate. Finally, employers and employees will have to accept this necessary partnership for the entrenchment of employee participation in decision-making.
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PETERSEN-OLSON, SUSAN KAY. "RHETORICAL SENSITIVITY AND MANAGERIAL SUCCESS (FLEXIBILITY, COMMUNICATION, ORGANIZATIONAL BEHAVIOR)." Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188126.
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Managers spend 75-80% of their time communicating interpersonally. Ironically, communication skills are consistently listed as a major weakness of today's managers. Furthermore, management theorists contend that management students have been mis-educated for the job of managing. This study focuses on the relationship between attitudes toward communication and managerial success. Communication attitude was measured by Hart, Carlson and Eadie's RHETSEN Scale. Success was measured as promotions in relation to years worked and salary in relation to age. The hypothesis was that the Rhetorically Sensitive manager will be most successful. Two three-way analyses of variance were performed to assess this relationship. The results indicated no significant difference in success level for the Rhetorically Sensitive manager. The exploratory research suggested several directions for future research. Implications of these findings and recommendations for future research are noted.
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Dougall, André William. "Employee participation in the wealth of mining companies : an employee share ownership participation scheme focus." Thesis, 2014. http://hdl.handle.net/10210/9000.
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M.B.A.<br>The importance of a free market in a post apartheid South Africa has been acknowledged. The benefits should be spread so that all individuals may be able to share in the wealth generated by the people within the country. Privatization is one mechanism for redistributing the wealth of the State, and the use of an Employee Share Ownership Participation Scheme (E.S.O.P.S.) is away in which the wealth can be spread over a large proportion of the population. This was a basic policy of Thatcher's Government in the U.K. The same rationale is apt for the South African situation. An E.S.O.P.S. is similar to a profit sharing or a pension plan, and may be group with various holistic empowerment strategies. There are however two fundamental differences from these two traditional plans: • It invests only in the equity of the employer • The E.S.O.P.S. provides the organization with an increased finance tool, through an increased ability to borrow. One of the business trends, in the U.S.A. and the U.K. and more recently in South Africa has been to extend the ownership of shares to employees. This secures a stake in the company, an avenue for retiring owners, and as protection against hostile takeover bids. Other motives that have been used are, as an educational experience and also as a part of participative management philosophy. The author heads the Department of Mining Engineering in the new University of Johannesburg, Faculty of Engineering and the Built...
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Rumpf, Paul. "Participation in employee involvement programs." Thesis, 1996. https://vuir.vu.edu.au/18209/.
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The thesis examines issues associated with an employee's inclination to participate in an
employee involvement program.
The critical challenge confronting management of attracting and maintaining the
effective participation of employees is central to the success of a participatory strategy.
However, program impetus, design, formulation and execution is often of an ad-hoc nature
and premised on achieving unrealistic outcomes derived from attempts to isomorphically
replicate contemporary human resource management practices.
This qualitative and quantitative study provides important lessons for managers of
small to medium sized manufacturing organisations, particularly as it relates to governing
issues associated with the participation of employees in decision making processes. First,
the necessity to thoughtfully design the participative structure and its mode of operation in
accordance with an organisation's strategic objectives. Secondly, to ensure that the
premises and parameters of issues of governance associated with the participation of
employees in decision making processes are clearly defined and understood by all
participants and finally, on-going success depends on senior executive support and
commitment.
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Mahoney, J. T. "Industrial democracy and employee participation in Australia /." 1987. http://adt.lib.utas.edu.au/public/adt-TU20051012.112200.
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