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Dissertations / Theses on the topic 'Employee management'
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1
Lundstedt, Melissa. "The evolution of employer/employee relationships." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1995. http://www.kutztown.edu/library/services/remote_access.asp.
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Kanchev, Kancho. "Employee Management System." Thesis, Växjö University, School of Mathematics and Systems Engineering, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1048.
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This report includes a development presentation of an information system for managing the staff data within a small company or organization. The system as such as it has been developed is called Employee Management System. It consists of functionally related GUI (application program) and database.
The choice of the programming tools is individual and particular.
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Holtzhausen, Lida. "Employee perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum / L. Holtzhausen." Thesis, North-West University, 2007. http://hdl.handle.net/10394/769.
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Large multi-national corporations experience more and more pressure to maintain good
relationships with their stakeholders, including employees. Concurrent with this, the focus
of Corporate Communication management has shifted from pure communication
management to relationship management.
Lonmin Platinum, a mining company within the South African mining and minerals sector is
no exception in this regard. In fact, due to the apartheid legacy and government
regulations that are aimed at safety and equity, it is especially difficult to manage
employee relationships in the mining industry. Apart from historical and environmental
factors, Lonmin Platinum's task is further complicated by its diverse work-force. At the time
of the study the work-force of approximately 20 000 employees consisted of literate, semiliterate
and illiterate employees. In addition, the company comprised five business units,
each with their own corporate identity.
In order to manage relationships effectively, a company needs to understand the nature
and quality of its relationships as well as which factors might influence its stakeholder
relationships. Studies have already indicated that a company's corporate identity can
contribute to the stakeholders' images of the company. Over time, the image impacts on
the company's reputation and consequently on the stakeholders' relationships with the
company. In the case of a company such as Lonmin Platinum, with an endorsed corporate
identity, it can be expected that corporate identity will also play a role in the nature and
quality of relationships, including employee relationships.
Previous studies have investigated the link between corporate identity and relationships
focussing on communication, and on behaviour elements of identity. Up until now, no
examples of research of the possible influence of symbolic corporate identity elements on
relationships in the South African mining industry could be traced. Against this
background, the following research question was asked: What is the relationship between
employees' perceptions of symbolic corporate identity elements and employer-employee
relationships at Lonmin Platinum?
Semi-structured interviews, focus group interviews and quantitative questionnaires were
applied as data collection methods. The results confirmed that Lonmin Platinum did not
have a good relationship with its employees in general. The lack of trust was seen as one
of the most apparent problems. It also seemed that the employees did not understand the
company's endorsed corporate identity. They, for example, did not understand the
company structure and identified themselves more with the symbolic corporate identity of
their respective business units than with the company itself.
With regard to the correlation between symbolic corporate identity and relationships, this
study indicated a relationship between employees' perceptions of how effective the
company reached it objectives and the quality of its employee relationships. Company
objectives, such as a safe working environment, a healthy working environment, socioeconomic
empowerment and accountability, as well as a company that unites its workforce
and creates a family feeling amongst the employees impacted most on employee
relationships.Thesis (Ph.D. (Communication Studies))--North-West University, Potchefstroom Campus, 2008.
4
Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.
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Pinet-Eve, Alexander. "Employee-share-ownership : Human Resources Management and employees behavioural outcomes." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-182865.
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Employee share ownership (ESO) is widely defended as a competitive organisational structure to increase organisational productivity through higher labour performance. Research on the relationship between ESO and labour performance produced mixed results when looking at the commitment and labour turnover. With more than 50% of all companies in Europe providing ownership to their employee, this research studies how ESO influence the labour performance building from previous research on Human Resource Management and employees’ behavioural outcomes. This study uses a quantitative design to analyse French workers' labour performance and compare the results between employees' owners and non-owners. Extrinsic and instrumental satisfaction resulting from HRM policies were considered to influence employees’behavioural outcomes. Finally, these satisfaction indicators were tested for moderation between ESO and the behavioural outcomes.This research finds a significant relationship between ESO and commitment. Moreover, extrinsic, and instrumental satisfaction predicted commitment. Only extrinsic satisfaction resulted in a decrease in employee's intention to turnover. Results show that instrumental satisfaction moderates the relationship between ESO and commitment, such as employees in an organisation with ESOwill exhibit more significant commitment as their employers increase their ability to be autonomous and participate in decision-making. However, the results defend that extrinsic satisfaction is a more significant predictor for turnover and instrumental satisfaction for commitment than ESO. These results suggest that ESO cannot systematically explain increased commitment and lower intention to turnover, as the behavioural outcomes change depending on how the organisation supports their employee’s satisfaction and that the employees' values and beliefs are different in ESO compared to employees in traditional organisations.
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Hall, Marvin D. "Relationship between Employee Development, Employee Burnout, and Employee Turnover Intentions." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6571.
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Employee turnover is a concern for the highway maintenance leaders in the construction
industry because employees with turnover intentions may exhibit decreased commitment and increased cynicism towards the organization, which may affect business profits. The purpose of this correlational study was to examine the relationship between employee development, employee burnout, and employee turnover intentions in highway maintenance organizations in the United States. Hobfoll's conservation of resources theory was the framework for this study. A convenience sampling of participants, which included a target audience who accessed the paper-based surveys from 6 field offices and the central office building within the northwestern region of Pennsylvania, returned 68 useable surveys for a response rate of approximately 33%. The data from the 68 participants were analyzed using multiple linear regression analysis. The population for the study consisted of supervisors, foremen, executive staff, and full-time management personnel. Results of the multiple linear regression analysis indicated a statistically significant relationship between employee development and employee turnover intentions (p < 0.05, β = 0.360) and between employee burnout and employee turnover intentions (p < 0.05, β = 0.512). The results of this study may contribute to positive social change by reducing employee turnover in the construction industry, keeping skilled employees within local communities, and helping employees accomplish career goals while increasing economic value. Highway maintenance leaders could use the money saved from turnover to invest in employee development and employee wellness programs.
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Boyd, Jesse J. "Voluntary Employee Turnover: Retaining High-Performing Healthcare Employees." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3931.
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Voluntary employee turnover in the healthcare industry is one of the most expensive and disruptive business problems that healthcare organizations encounter. Healthcare organizations can expect employee replacement costs to represent up to 150% of a departing employee's annual salary in new employee acquisition and decreased productivity. Guided by the leader-member exchange theory, the purpose of this single case study was to explore the strategies healthcare managers used to retain high-performing healthcare employees. Using semistructured interviews, the targeted population encompassed 6 healthcare managers from a healthcare organization in Central Texas who have demonstrated successful strategies for retaining high-performing healthcare employees by maintaining a 90% retention rate for a 12-month period. Organizational documents were reviewed, including reports of managers' retention rates and number of employees per manager, for a 12-month period. Data were coded, analyzed into themes via Yin's 5-step method, triangulated, and then subjected to member checking to bolster the trustworthiness of interpretations. Two major themes were revealed: employee engagement and leadership style. Participants noted that their employees were their priority and practiced participatory leadership to gain trust, loyalty, and commitment. The findings may promote positive social change by providing healthcare managers with information on successful strategies for retaining high-performing healthcare employees, which could reduce unemployment rates, stabilize families, and improve employees' work-life balance outside their organizations.
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Marchington, M. P. "The management of employee relations." Thesis, University of Manchester, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.493153.
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Karas, Melissa M. "Recruitment and retention from a to z variables for all organizations to consider /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).
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Johnson-Hoffman, Vernessa Lashawn. "Employer Strategies for Improving Employee Work-Life Balance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7304.
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Senior leaders who fail to implement work-life balance strategies may experience reduced profits and sustainability challenges. This single case study explored employers' strategies for improving employee work-life balance. The population for the study included 4 senior leaders of a hospice care agency in North Carolina who successfully implemented employee work-life balance strategies. Data were collected from semistructured interviews and from the review of company documents, website, and social media pages. The conceptual framework for the study was the transformational leadership theory. The trustworthiness of interpretations was supported by member checking. Four themes emerged from inductive analysis of the data: a supportive work environment promotes employee work-life balance, leadership trust is key to the success of employee work-life balance, work-life balance programs minimize stress and improve employee job satisfaction, and flexibility and remote work options increase employee work-life balance. Implementing work-life balance strategies in an organization may increase employee morale, employee productivity, and quality of work life. The application of the findings of this study may contribute to positive social change by providing insights for senior leaders on the implementation of strategies to achieve work-life balance to increase workplace sustainability and meet the physiological and psychological needs of employees as well as contribute positively to the communities and the organizations served.
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Gunasegaran, A. "Employee relationship planning (ERPII)." Thesis, Coventry University, 2009. http://curve.coventry.ac.uk/open/items/b2f96d06-6463-b900-a09b-693f3e988b09/1.
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By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.
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Li, Xin. "Management Control and Employee-Driven Innovation." Thesis, Harvard University, 2016. http://nrs.harvard.edu/urn-3:HUL.InstRepos:32744406.
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Organizations increasingly empower their employees to conduct local experimentation and generate innovation ideas. The aim of this dissertation is to understand the role of management control mechanisms in motivating and managing employee-driven innovation. Specifically, I provide empirical evidence – both quantitative and qualitative – on the specific channels and mechanisms through which employee-driven innovation is facilitated within real-world settings.
In the first chapter of my dissertation, I conduct a field study in a gaming company to examine how innovation ideas are generated and selected. I provide details on the various channels through which employee-driven innovation occurs, as well as the management control mechanisms used to manage employee-driven innovation. The rich descriptive evidence enabled me to uncover important themes in the management control mechanisms that balance innovation and execution.
The second chapter is based on my job market paper (“Boss, Cut Me Some Slack: Control and Innovation in a Multitasking Environment”) which examines the problem of motivating innovation in the presence of existing execution tasks. Using employee- and project-level data from a software company, I examine the relationship between reduced time pressure on execution tasks and employee-level innovation by exploiting variations in the extent to which predetermined time constraints on execution tasks were loosely enforced by managers in decentralized teams. I find that reduced time pressure on execution tasks is significantly associated with a greater probability of self-initiated innovation. Consistent with theories on employee selection and relational contract, the above effect is more pronounced (1) for employees without significantly negative outcomes on past execution tasks, (2) for employees with a greater preexisting propensity to innovate, or (3) when the supervisor has a history of working with innovating employees. Conditional on submitting innovation prototypes, reduced time pressure on execution tasks is also significantly associated with higher-quality innovation.
Despite the formal permission to innovate, many employees in established organizations seem unable to fully and effectively use the granted discretion to experiment. In the third chapter of my dissertation, I turn my attention to whether certain informal control mechanisms (such as social norms) affect the extent of local experimentation. Using detailed loan- and employee-level data from a financial institution that removed its rule-based formal control system, I analyze changes in decision-making patterns and find that employees who are exposed to two different initial control environments (i.e. before and after removing the rule-based control system) have both increased local experimentation over time after being given the right to make their own decisions. But employees from the initial control environment with zero-experimentation rely much more on managers’ or peers’ degree of experimentation to guide their own experimentation.
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Jankowski, Jon. "Employee assistance programs : supervisors' and managers' interventions with impaired employees and colleagues." Virtual Press, 1996. http://liblink.bsu.edu/uhtbin/catkey/1063201.
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In efforts to facilitate the utilization of EAPs and access to EAP services, traditional supervisory referral processes have trailed behind increased worker needs. EAP purchasers (e.g., employers), therefore, have demanded improving penetration rates of impaired employees in their workplaces. More specifically, there is a need for increased access to EAP services and resources for workers throughout organizations. Given this pragmatic marketplace objective and a gap in EAP research concerning supervisory interventions, this study examined various aspects of the supervisor-troubled employee identification and intervention process. It was thought that there are a variety of alternative helping strategies that supervisors' enact, along with initiating an EAP referral. It was also assumed that these helping strategies might be more appropriate and/or effective for different members of the workplace.Because most previous EAP research investigated front-line supervisors and staff, there has been limited data on other workplace populations. In Part One of this project, therefore, actual supervisors (N = 34) from various positions in the organizational hierarchy were recruited to systematically identify a range of potential actions that managers might employ with troubled workers. After establishing content validity and reliability for five identified actions (Modify Relationships, Contact Professionals, Informal Discipline, Formal Discipline, & Support), these supervisory strategies were used as dependent measures in Part Two of this study.More specifically, in Part Two of this project, supervisors' beliefs about and potential actions taken with impaired employees were investigated. Supervisors (N = 91) from all levels of the organizational hierarchy of a large Midwestern hospital served as participants. Supervisors were asked to rate their likelihood of utilizing the five specific strategies in response to hypothetical troubled workers or colleagues. Unlike many previous studies that typically focused on substance abuse problems, the current project presented participants with hypothetical employees who displayed a variety of personal difficulties.Hypotheses for this study were based on Bayer and Gerstein's Bystander-Equity Model of Workplace Helping Behavior (1988a). MANOVA results, in general, supported this Model and suggested that supervisors varied in their potential actions with impaired employees as a function of their position in their organization's hierarchy. Managers also differed, in part, in their responses to troubled workers and colleagues. No significant differences were found, however, with respect to supervisors' beliefs about behaviors indicative of problem staff members.Organizational, clinical, and research implications are offered. Finally, along with discussing corporation's expectations for cost-efficient and effective EAP services, proactive roles for EAP professionals and consultants are described.Department of Counseling Psychology and Guidance Services
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Dube, Yonela Oko Likona. "The relationship between authentic leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15160.
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Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.
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Elding, Darren James. "Modelling employee motivation and performance." Thesis, University of Birmingham, 2005. http://etheses.bham.ac.uk//id/eprint/11/.
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This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individual’s thought processes and social-cognitive, focusing on the influences from social and contextual variables. Bong [1996] suggested that a broader model of motivation may be developed by adopting either an integrative approach, whereby a general model is built that incorporates the wide range of potential motivational variables, or by building several models that focus on each dimension separately. Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldham’s Job Characteristics model and Porter and Lawler’s Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified. Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.
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Poisat, Paul. "A critical analysis of organisational strategies for employee engagement." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/466.
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Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
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Cain, Lafaun. "Social Security Administration Employee Lived Experiences of Job Satisfaction and Employee Turnover." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5311.
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Employee turnover continues to be an issue in federal organizations, including the Social Security Administration (SSA). While issues such as retiring baby boomers and budget constraints are beyond the control of any agency, retaining employees is critical to maintain essential services. The purpose of this transcendental phenomenological study was to explore SSA employee's lived experiences of job satisfaction and employee turnover to uncover motivators and satisfaction strategies. The conceptual framework for the study was based on Maslow's human needs and Herzberg's two-factor theory. Data were collected from 20 SSA frontline employees using 6 open-ended interview questions. The data were analyzed using a modification of van Kaam's method of analysis of phenomenological data and NVivo 11 Pro. Study results revealed that time, stress, pay and benefits, public service, and interoffice relationships were the prime intrinsic and extrinsic factors participants perceived as directly related to their job satisfaction. They highly valued job enrichment programs, cohesive teams, and pay and benefits, which override daily stressors inherent to the public demands strategies for the agency. Conducting the study in depressed socioeconomic areas might also provide significant insights, particularly since stress and workload were essential dissatisfiers. SSA provides critical services to many vulnerable groups. Strategies that employees perceive as motivating enhance the quality of services and benefits to eligible American citizens, many of whom rely on these services for quality of life, thereby reducing the burden of local communities to support these individuals if SSA services fail.
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Schouten, Theresa Lynn. "The impact recognition has on employees in the Human Resource Department at Bemis Company, Inc." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006schoutent.pdf.
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Mortvedt, Stacey L. "Formal on-boarding procedures an implementation model for XYZ Company /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009mortvedts.pdf.
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Upton, Dave. "Developing Employee Counselling." Thesis, Cranfield University, 1997. http://hdl.handle.net/1826/3628.
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The research focused on the counselling service provided by a major national N-1
organisation. The main aim was identification of managerial mechanisms that might
be instituted to facilitate the development of workplace counsellors.It comprised of
three main studies which utilised both quantitative and qualitative methods.
Over a period of eight months,corresponding quantitative data were collected after
each new counselling session from six hundred and ninety-four clients and forty-six
counsellors.In addition, qualitative data in the form of case notes were obtained from
the counsellors, forty-three of whom also completed Levenson's (1981) Locus of
Control questionnaire.
In the first study,quantitative questionnaire data from both clients and counsellors
were analysed in order to investigate discrepancies between the two groups that might
identify a means of focus for managing the service. Statistical exploration of sociodemographic features that might be implicated as potentially confounding variables in
the assessment of counselling effectiveness and client satisfaction was also
undertaken, and the proposition that non-respondents perceive less benefit from the
service was indirectly explored. A dditionally,the relationship between some of the
Rogerian core qualities and client perceptions of benefit was investigated.
In the second study,qualitative data from counsellor notes were examined in order to
establish the type of notes produced and to consider ways in which counsellors might
be encouraged to focus on counselling process rather than content. As a result an
instrument was developed which provides a tool to facilitate counsellor development
within a professional supervisory re lationship, inside or outside of the organisational
context.
The third study was designed to investigate counsellors' own locus of control and
their perceptions of their clients' primary loci. Objectives of the study included
comparison of the two measures and exploration of relationships between locus of
control and other issues of interest to the research such as client perception of benefit
from counselling, perceived use of Rogerian core variables and results on the process
measure.
The findings of the studies and their implications for counsellor development are fully
discussed and suggestions for future research are provided.
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Vithessonthi, Chaiporn. "A perception-based view of the employee : a study of employees' reactions to change." Saarbrücken VDM Verlag Dr. Müller, 2008. http://d-nb.info/98934861X/04.
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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.
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Ciachir, Constantin. "Involuntary employee shareholding : a study of employee and management experiences at Royal Mail." Thesis, University of York, 2017. http://etheses.whiterose.ac.uk/20313/.
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Although a significant body of literature on Employee Share Ownership (ESO) has been generated in the last 40 years, managers’ and employees’ experiences of shareholding have received little empirical attention. This thesis responds to this gap by presenting evidence collected through in-depth interviews with a sample of Royal Mail managers and employees about their involuntary shareholding resulting from the privatisation of the organisation. Taking an inductive thematic discursive approach, I identify key discourses illustrating employees’ experiences of involuntary shareholding, contributing to our understanding of how ESO schemes are experienced by managers and employees. I emphasise the importance of the social and organisational context in which shareholding takes place and its influence on the meaning that individuals assign to their shareholding. This thesis highlights the importance of discourse creation and circulation and its reproduction by different social groups within the organisation, which is in turn influenced by more powerful actors. The three main discourses identified are: a transformation discourse, the John Lewis discourse, and a risky business discourse. A subsequent aim of the thesis was to address the more recent plea for theoretical development in this area, thus, drawing upon theories of gift giving, I offer interpretations of employees’ accounts of their involuntary shareholding (gifted shares), identifying three main important social functions fulfilled by the free shares: an exchange trigger, a ‘perverse’ incentive, and a way of projecting a new identity. Viewing involuntary shareholding as a gift and an incentive has its limitations; I also offer a critique of this approach drawing from employment relations and sociology of work concepts. The findings of this thesis are of importance for practitioners, academic researchers as well as policy makers seeking to understand how employees experience, articulate and make sense of their involuntary shareholding and the underlying dynamics of ESO as a management discourse.
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Oosthuysen, Coenraad Willem. "Work management business process against employee engagement." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/810.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2008.AFRIKAANSE OPSOMMING:‘n Kwalitatiewe evaluasie van die faktore wat werknemer verbintenis in die uitvoering van ‘n werksbestuur besigheidsproses beinvloed, word aangebied. Die nodigheid van werknemer verbintenis en besigheidsprosesse in organisasies word beskryf. ‘n Vergelyk tussen die beginsels van werknemer verbintenis en die werksbestuur proses word gedoen. Deur middel van statistiese evaluasie tegnieke (frekwensie evaluasie) dra hierdie navorsing by tot die bestaande kennis in hierdie domein deur die identifisering van faktore wat bydra tot die onttrekking van werknemers van die werksbestuur proses en gevolglik die organisasie verlaat. Resultate bevestig dat die werksbestuur proses die verbintenis van werknemers tot die werksbestuur proses fasiliteer, veral vir werknemers wat onlangs die arbeidsmark betree. Persoonlike groei en loopbaan ontwikkeling word egter nie ten volle ondersteun in die uitvoering van die werksbestuur proses nie. Aanbevelings word gemaak ter ondersteuning van die implementering van ‘n volhoubare werksbestuur proses.
ENGLISH ABSTRACT: Presents a qualitative evaluation of the factors that influence employee engagement from the perspective of implementing and sustaining a work management business process. Describes the intent of employee engagement and business processes in organizations. Compare the principles of employee engagement and the work management business process. By applying statistical evaluation methods (frequency analyses) this research adds to the existing body of knowledge in this field by identifying factors that lead to disengagement of employees in the execution of work management business processes and subsequent loss of skills. Analysis indicates that the business process facilitates engagement of employees in work management at the start of their careers, however career development and personal growth for experienced employees are lacking in the execution of work management. Concludes with recommendation for sustaining employee engagement in work management.
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Larsson, Emma, and Anna Runesson. "Change management in an employee-owned company." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-36088.
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Hale, Richard T. "Towards a better understanding of employee engagement| Factors that explain employee engagement." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133018.
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Although researchers have discovered many of the beneficial and positive consequences of employee engagement, little is known about the multitude of antecedent factors that lead to employee engagement. Previous research has demonstrated that an individual’s gender is a factor in engagement, and that an employee’s racioethnic similarity with a supervisor, job characteristics, and perceived organizational support, are all antecedents of engagement. The present study focused on individual personality, the perceived quality of employees’ working relationships with their supervisors, and their work roles as either managers or subordinates, to identify whether those variables contribute to employee engagement. This study’s survey, administered to 96 respondents in the work force, using hierarchical multiple regression analysis, found that the personality sub-domain of conscientiousness, based on the Big Five model of personality, and the perceived quality of relationship with one’s supervisor, based on Leader-Member Exchange (LMX) theory, were positively related to, and predicted employee engagement.
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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.).
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Meier, John George III. "The Relation among Employee Alignment, Perceived Organizational Support, and Employee Engagement." Thesis, The George Washington University, 2021. http://pqdtopen.proquest.com/#viewpdf?dispub=28157641.
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As organizations struggle to become and remain competitive, the engagement of employees may be a critical enabler in achieving organizational goals, enhancing organizational competitiveness, and improving employee well-being. To this end, scholars have identified a continuing need for research focused on organizational factors within the purview of managers to improve the engagement of employees (Alagaraja & Shuck, 2015; Coyle-Shapiro & Shore, 2007; Eldor & Vigoda-Gadot, 2017; Oswick, 2015; Whittington et al., 2017; Whittington & Galpin, 2010). Using the employee engagement framework proposed by Shuck and Reio (2011), this research examined the relation among employee alignment, perceived organizational support, and employee engagement in an organizational context. The research site was the human resources department of a not-for-profit health care organization located in the southern region of the United States. Census sampling was used to identify the actual sample (Fritz & Morgan, 2010) of 109 full-time nonsupervisory employees whose data was used in the analysis. Three self-report survey instruments were used: (a) the Employee Engagement Scale (Shuck, Adelson, et al., 2017), (b) the Stringer Strategic Alignment Scale (Stringer, 2007), and (c) the Survey of Perceived Organizational Support (Eisenberger et al., 1986). Bivariate correlation and multiple regression analyses were used to test the research hypotheses. The results provided evidence of partial support for the researcher’s hypotheses, with four of the seven hypotheses supported. Evidence was found for a positive relation among employee alignment, perceived organizational support, and employee engagement, as well as the statistically significant contribution of employee alignment in explaining unique variance in employee engagement (i.e., 23.4%). Contrary to expectations, the results did not provide evidence that perceived organizational support had a statistically significant direct effect on employee engagement. Additionally, the results did not provide statistically significant evidence of either a moderation or mediation effect of perceived organizational support on the relation between employee alignment and employee engagement. This study provides preliminary evidence that suggests that employee alignment, and to a lesser extent perceived organizational support, are two factors within the purview of managers that can be useful in creating the requisite organizational environment in which engagement may thrive.
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Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.
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Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.
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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.
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Boyles, Patricia. ""Thank you for letting me be myself": Exploring the effects of identity management strategies on engagement levels of lesbian, gay and bisexual employees." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/28830.
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In spite of the fact that discussions regarding the social inequality of lesbian, gay and bisexual (LGB) individuals have been at the forefront of the U.S. national dialogue over the last decade, and estimates suggest that LGB employees comprise between 6 and 17 percent of the workforce (Gonsiorek & Weinrich, 1991), little is known about the experiences of these individuals at work. The limited research that exists suggests that inclusive diversity programs (e.g. gay-friendly organizational policies and practices, such as same-sex partner benefit programs), LGB employee experiences and fears of discrimination, and decisions regarding the disclosure of their sexual orientation are of central concern for LGB employees. However, at present only a small number of empirical studies have been conducted, resulting in relatively inconclusive findings. For example, research on the role of the environment at work with respect to LGB employee disclosure decisions has generated evidence that disclosure is related to both reduced and increased levels of discrimination. Explanations for these mixed findings includes evidence that the decision to disclose or not disclose one's LGB identity is driven by a multitude of factors such as individual attitudes suggesting that elements of the organizational environment may be more useful if considered a context in which LGB employees enact disclosure decisions. In addition, evidence suggests that the decision to disclose one's LGB identity is much more complex than a simple "to tell" or "not to tell" dichotomy. This complexity, theoretically and empirically captured in the concept of identity management strategies, has been argued to have detrimental effects on the well-being and productivity of LGB employees. However, as of yet there has been little research conducted to empirically investigate these claims. I propose that employee engagement, articulated by Kahn (1990) as a psychological presence in which workers are able and motivated to fully employ and express themselves physically, cognitively and emotionally at work, offers a useful framework in which to examine the potential effects of identity management. Employee engagement incorporates both the well-being of employees and the repercussions with respect to their performance, conceptually capturing the range of outcomes speculated to be related to identity management. Therefore, this study investigates the impact of identity management on LGB employee engagement. Data was collected via an online survey of a national sample of self-identified LGB employees, obtained through announcements posted on gay and lesbian news and information websites, social network websites, and occupation-related online discussion boards. Findings suggest that while aspects of Kahn's model of engagement apply to LGB employees, other configurations of the conditions of engagement may be more appropriate for these workers. Additionally, the findings indicate that in work environments perceived as less psychologically safe with respect to being lesbian, gay or bisexual, strategies of identity management used to avert disclosure of oneâ s sexual orientation may help reduce the negative impact of non-disclosure on engagement, while integrating one's LGB identity at work, particularly in environments perceived as psychologically safe, may have positive implications for LGB employee engagement.Ph. D.
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Skorbinski, Roger. "The impact of performance management processes on employee-employer relationships in a listed telecommunications company." Thesis, Cape Peninsula University of Technology, 2006. http://hdl.handle.net/20.500.11838/2060.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2006.The performance contract governs the employee-employer relationship and forms the basis of the exchange relationship that exists in organisations today. The exchange relationship has evolved as a result of the turbulent economic environment, and replaced the old psychologicalcontract between employee and employer. The present study looked at the extent to which the performance management process influences employee-employer relations. The. research focused on the impact of performance management on employee behaviour and their subsequent contribution to the success of organisational interventions. The ernplovee-emplover relationship often suffers due to the unsuccessfulor ineffective implementation of performance management systems, negatively affecting the organisational climate for the implementation of organisational interventions
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Henker, Nils [Verfasser]. "Antecedents of employee creativity / Nils Henker." Konstanz : Bibliothek der Universität Konstanz, 2013. http://d-nb.info/1041224621/34.
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Johnson, Cheryl J. "Employee Turnover at Community Banks." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4795.
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Some community bank managers do not possess the skills needed to retain employees, which increases employee turnover and decreases their competitive advantage. The purpose of this explanatory case study was to explore strategies community bank managers use to minimize employee turnover for their organization. The population consisted of 4 community bank managers in the Central Florida area who had at least 1-year of managerial experience evaluating employee retention. The conceptual framework was the jobs characteristics theory of Hackman and Oldham. Data were collected from semistructured face-to-face interviews and business documentation. Methodological triangulation was appropriate to validate the creditability and interpretation of the data. Three themes derived from analysis of coded of words and phrases: (a) employee compensation, (b) open communication, and (c) opportunities for growth and development. The implication of social change includes the potential for business managers to improve employee motivation and job satisfaction by implementing strategies to retain employees and reduce employee turnover for their organization leading to better customer service. The results from this study may also strengthen community wealth and knowledge by improving the standard of living for returning customers because of quality customer satisfaction.
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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.
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Tanton, S. N. "Talent management in the role of employee retention." Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/142.
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Retention of key productive employees is a major challenge for all organisations
locally and internationally because the resulting churn created by replacing
employees that voluntarily leave the organisation costs the business both directly
and indirectly. The purpose of this study is to determine whether lack of talent
management of employees is one of the causes of job dissatisfaction, to
determine whether lack of talent management of employees contributes to
employees’ intentions to leave an organisation and to determine whether talent
management plays a positive part in retaining employees in an organisation.
Three main themes are focused on in this report to identify and describe reasons
for voluntary employee turnover in business organisations that have a profit
objective, namely low job satisfaction and intent to leave an organisation,
employee retention and talent management.
One of the primary reasons that employees leave their current employer is better
compensation from the new employer, however talent management in the form of
personal development opportunities, opportunities for employees to use their
skills and good career opportunities are important factors influencing an
employee’s decision to stay. Factors contributing to a cumulative process of job
dissatisfaction include perceptions of job inflexibility and control, employees
feeling overworked, excessive workloads, concerns that existing management
may not be able to effectively lead the organisation, lack of challenging work and
not enough recognition for work performed and a poor work/life balance.
Style of leadership plays an important role in affecting the level of job satisfaction
and a more democratic style of leadership leads to better job satisfaction than a
more autocratic leadership style. Job stress is also a major contributor to
voluntary employee turnover as well as negative behaviour by employees feeling
stressed at work.
Effective talent management is essential to achieving organisational excellence
and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend
to leave organisations more quickly thereby generating significant employee
turnover costs. Talent development is a more complex activity than many people
responsible for HR in organisations realise.
Coaching and mentoring are business tools of the 21st century and mentors
enhance and can ensure the professional development and success of existing
and new talented employees in organisations.
HR personnel can have a positive impact on the value of an organisation through
effective talent management by way of performance management, succession
planning/decision analytics, targeted selection/talent reviews, development
planning and support, career development, workforce planning and recruiting.
Ignoring the problem of employee turnover is risky and reluctance by employers
to invest resources in order to retain productive talent doesn’t help matters.
Despite findings confirming that employees reach a decision to leave their
current employer for something better, the leaving process remains a very
complex process.
The case study in this report found that job satisfaction of employees was a
function of remuneration, performance appraisal and feedback, work context and
working environment and the affect of leadership. Talent Management of
employees in the case study was a function of motivation for superior
performance, training and development, job enrichment (variety of jobs),
performance reviews and attraction of talent (and opportunities for promotion).
Employee Retention of employees in the case study was a function of leadership,
employment equity and equal opportunity, and influence of manager (direct
superior). All these factors are supported by existing academic findings both
locally and aboard.
Business leaders are increasingly acknowledging that talent does matter, but
finding it difficult to measure precisely how valuable talent is. There are
similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between
what young, talented black employees want from their employer and what most
corporate employers were offering leading to the damaging culture of ‘job
hopping’. Money hardly played a role in the decisions of 65 percent of black
employees that changed jobs at least once out of the three preceding years.
Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture
clash and/or hostility at work and/or lack of recognition and the spirit of being an
entrepreneur and personal growth/new challenge. Local research has found that
the top five variables impacting on talent retention in SA are challenging and
meaningful work, advancement opportunities, manager integrity and quality,
empowerment and responsibility and new opportunities/challenges. Talent and
knowledge management are linked and together form an important source of
competitive advantage in the SA context and talent management should be a
strategic business priority in order to retain employees for sustainable
competitive advantage.
The general conclusion of this report is that talent management in the role of
employee retention cannot be seen in isolation. It needs to be considered along
with factors influencing job satisfaction and employee retention. Results from the
study indicate that organisations need to focus on all the above factors of job
satisfaction, talent management and employee retention to address voluntary
employee turnover in order to curtail the drain of talent from their organisations.
These strategies should achieve outcomes such as preservation of sustainable
competitive advantage, better motivated and effective employees generating
better business results and an increase in value of the organisation as a whole.
The research problem investigated in this study attempted to analyze whether
lack of talent management of employees is a cause of job dissatisfaction and
employee turnover in a specific case study of a regional office of a local South
African bank. Existing literature on the subject of job satisfaction; employee
retention and talent management does not describe the role talent management
plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful
conclusions due to a very low response rate to the questionnaire on which the
case study was based. Despite this limitation, general conclusions were drawn
from existing academic literature and valuable findings extracted from a
qualitative analysis of responses to the questionnaire.
Recommendations are put forward in this report to guide organisations how to
focus on factors that influence job satisfaction, talent management and employee
retention which should assist in addressing employee turnover to curtail the drain
of talent from local organisations.
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Howard, Tara. "High commitment human resource management and employee wellbeing." Master's thesis, University of Cape Town, 2013. http://hdl.handle.net/11427/6841.
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This study examined the relationship between Human Resource Management (HRM) and employee wellbeing in three large South African organisations (N = 284). Employee wellbeing was defined as the subjective experiences of employees and was indicated by job satisfaction, affective commitment and psychological wellbeing. Particular attention was paid to how the HRM system relates to employee wellbeing through an investigation of the content and process components of the HRM system. Regression analyses revealed significant relationships between HRM content and employee wellbeing, namely performance management and career management practices. No significant relationships were found for the process component, namely the strength of the HRM system. The research findings provide a basis for future research into which particular types of HRM practices lead to employee wellbeing, and how they could be implemented in practice. The discussion of the findings is intended to produce positive implications for organisations, HRM practitioners and employees.
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Barry, Shane Charles Francis. "Exploring the Human Resource Management Employee Performance Relationship." Thesis, Griffith University, 2009. http://hdl.handle.net/10072/366866.
Full textAbstract:
Understanding the relationship between Human Resource Management (HRM) and the performance of organisations has been an ongoing area of interest within management fields. Important in this domain has been ‘the black box’, the unknown construct of connections between HRM and performance, an area which has remained unable to be fully ‘illuminated’ by researchers. The significance of this being, that in increasingly competitive local, national and global markets, it is critically important for organisations to efficiently and effectively manage all forms of resources ’ involved in their operations. Here, human resources play an intrinsically pivotal role.
To explore ‘the black box’, and with a refinement to the HRM/performance relationship, this research was driven by an overarching research question which was: What relationship/s did HRM have with employee performance? Focusing on employee performance allowed for the broad performance construct to be more discernable, providing an opportunity to better consider its potential relationships with HRM. To further guide this exploration, research objectives were developed to address unresolved needs in this field to: better conceptualise HRM and employee performance, develop a theoretical model which would assist in explaining the HRM/performance relationship, posit an explanation of the resolution to ‘the black box’, posit an effective methodology with which to research allied phenomena...Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Department of Management
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Joubert, Carolien. "The role of talent management in the recruitment and retention of a high performance workforce." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53682.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: The purpose of this research is firstly to theoretically describe the concept of talent management and determine the role thereof in the recruitment and retention of a high performance workforce. Secondly the experience of organisations and Recruitment Practitioners in the Cape Peninsula towards talent management is described through the utilisation of phenomenological research principles. The theoretical concepts determined are compared to the actual status quo that presently exists in the marketplace to determine the gaps that resides. The literature investigation concentrated on the central aspects pertaining to this study namely a clear definition of talent management principals, recruitment trends that currently influences the world of work. talent retention practises and the development of an integrated talent management system. The phenomenological investigation was conducted through interviews with selected Human Resource professionals and Recruitment Practitioners in the Cape Peninsula. Carefully constructed open-ended questionnaires were utilised in the interviews. Four themes emerged from the investigation centring on the general principles of talent management, the understanding versus application of talent management, organisational recruitment, retentions practises and the role of the Recruitment Practitioner. From the study it is clear that talent management principles are still not entrenched in organisation especially regarding the retention of their workforce as well as the establishment of an integrated approach towards talent management. An emerging realisation of the importance of talent management existed among the respondents interviewed, however true application is still within a development phase. The role of Recruitment Practitioners and their relationship towards organisations in the recruitment and selection of talent is also scrutinised. It becomes evident that Recruitment Practitioners operate within a highly competitive and volatile market necessitating certain survival techniques that is in contrast to the principals pertaining to proper talent management practises.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om eerstens die aspekte random talent bestuur teoreties te beskryf en sodoende die rol daarvan in terme van die werwing en behoud van 'n uitstaande arbeidsmag te bepaal. Die tweede aspek van die studie wentel rondom 'n fenomenologiese ondersoek wat die ervaring van organisasies en werwings agente in die Kaapse Skiereiland in terme van talent bestuur beskryf. Die teoretiese beginsels wat bepaal is word dan vergelyk met die werklike stand van sake en die gapings word ge"identifiseer. Die literatuurondersoek fokus op die sentrale aspekte van die studie naamlik 'n duidelike definisie van talent bestuur, werwings tendense wat huidig in die mark voorkom, talent behoud in organisasies en die ontwikkeling van 'n geintegreerde talent bestuur sisteem. In die fenomenologiese ondersoek is gebruik gemaak van onderhoude met gekose personeel beamptes as ook werwings agente in die Kaapse Skiereiland. Spesiaal ontwikkelde vraelyste is gebruik vir die onderhoude. Uit die ondersoek ontvou vier temas wat sentreer om, 'n vergelyking van die begrip en die werklike toepassing van talent bestuur, werwings beginsels in organisasies, talent behoud praktyke en die rol van werwings agente. Dit blyk duidelik dat talent bestuur praktyke nog steeds nie geintegreer is in organisasies nie spesifiek in terme van talent behoud en die ontwikkeling van 'n geintegreerde talent bestuur benadering. Respondente het wel die belangrikheid van talent bestuur besef, maar die toepassing hiervan is steeds in 'n ontwikkelings fase. Die studie het ook 'n noukeurige ondersoek gedoen in terme van die rol wat werwings agente speel in terme van die werwing van hoë kwaliteit werknemers in organisasies. Dit blyk duidelik dat werwings agente onder baie wispelturige toestande in 'n hoogs kompeterende mark werk. Dit het sekere faktore tot gevolg wat kontrasteer met die praktyke van talent bestuur.
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Shepherd, Jeryl Lynne. "Employee commitment after change at work." Thesis, University of Bedfordshire, 1999. http://hdl.handle.net/10547/338907.
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Human resource management advocates consider that obtaining employees' affective commitment to the organisation is an important objective. A key part of this concept is concerned with employees' identification with organisational goals and values. Recent research however, indicates that employers want employees to maintain their commitment levels even though organisations are undergoing periods ofextensive change that impact on many aspects of these goals and values. In the literature, employee commitment is regarded as a stable construct that nothing seems to alter. Despite this, there is increasing evidence to suggest that commitment may change if something in the organisation changes. To date, little research has sought to measure the impact of organisational changes on employee commitment. This study seeks to find out if commitment is altered by organisational changes or if commitment remains constant after the implementation of change. It also examines the impact of a range ofvariables on employees' commitment levels not previously addressed in the literature. The study adopted a cross sectional design. Data was collected by use of both quantitative techniques, (incorporating the British Organisational Commitment Scale or BOCS) and qualitative approaches, in three organisations located in the South East of England. An evaluation of the BOCS' reliability and dimensionality was carried out. In contrast to the literature, an eight item scale was shown to be superior, providing the best fit to the data. BOCS was found to comprise two distinct, but related components, hence the measure is considered bi-dimensional. The study makes several contributions to the literature. In particular, the: process of change (i.e. strategy used by each organisation to elicit organisational changes); antecedents to commitment (i.e. personal and work related variables); extent to which changes are experienced and content of change (i.e. the changes themselves) are all shown to affect the outcomes for individuals' commitment after periods of change in the organisation. Of the changes examined, almost all lead to increased levels ofemployees' self reported commitment. This challenges the claims that suggest commitment is stable and unchangeable. The study also revealed a number of factors lead to increased commitment amongst the workforce after change. These represent employee perceptions of change. Researchers and practitioners will need to focus on these issues in the future when considering commitment if they are to safeguard it after changes in the workplace.
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Jewoola, Olatubosun Emmanuel. "Employer/employee perceptions of performance appraisal and organizational outcomes| A case study approach." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648298.
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There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.
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Blizzard, Eileen M. "An investigation of employee motivation and the effects of employee attitudes and managerial styles." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1998. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1998.Source: Masters Abstracts International, Volume: 45-06, page: 2931. Abstract appears at end of volume. Typescript. Includes bibliographical references (leaves 69-70).
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Ramokolo, Mmatsatsi Elizabeth. "The exploration of the reasons for the resistance of troubled employees to utilize the Employee Assistance Programme at Aventis Pharma." Diss., Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-01242005-143926.
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Combs, Maryann L. (Maryann Lee) 1964. "Employee motivation : views of successful leaders." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8892.
Full textAbstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2001.Includes bibliographical references (leaf 44).
Businesses have an ever-increasing need to improve productivity and reduce costs, while maintaining or improving their quality and customer satisfaction. At the same time, employees have become more mobile and less likely to remain with a company for an extended period. Therefore, an understanding and focus on employee motivation factors is essential for leaders to successfully inspire their organizations. This thesis is an investigation into the subject of employee motivation. Literature research was conducted to gain a broad overview of the published theories on this subject. The core of the thesis, though is focused on interviews with senior successful leaders from a variety of industries. A number of techniques exist to inspire and motivate employees depending on the situation and the leader themselves. This thesis presents various situations and motivational aspects cited by these leaders. Even though there is variation in motivational attributes across situations, an analysis of the interviews also reveals items that are consistently found to be critical success factors. These factors include top leadership involvement, full engagement of employees, frequent communication, consistency of actions and communications, and the opportunity to learn. All leaders interested in inspiring their employees to achieve successful results are encouraged to think about their performance in relation to these attributes.
by Maryann L. Combs.
M.B.A.
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Crocker, Robert Mitchell Harris Stanley G. "Employee perceptions of managerial civility development and validation of a measurement scale /." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/CROCKER_ROBERT_29.pdf.
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Meyer, Kevin D. "Refinements to ASA research : shifting the focus to focal traits /." Access abstract and link to full text, 2008. http://0-wwwlib.umi.com.library.utulsa.edu/dissertations/fullcit/3305717.
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Shuler, Cynthia Jenkins. "Telecommunication Organization Employee Development Program's Role in Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7897.
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The risk of losing the most talented workers due to limited career opportunities had become an issue for telecommunication organizations. Talented workers became disengaged when there were limited opportunities for growth and development. To address this issue, human resource practitioners created employee development programs aimed at increasing employee engagement to help retain talented workers. However, data to determine the link between employee development programs, engagement, and retention were limited. The purpose of this qualitative study was to explore managers' and employees' perceptions of how a telecommunication organization's employee development program contributes to employee engagement and to explore employees' experiences resulting from the transfer of learning. Kahn's engagement model and Kirkpatrick's and Phillips's and Phillips's evaluation models provided the conceptual framework for this study. The guiding research questions focused on employees' and managers' perceptions of how the telecommunication organization's employee development program contributes to employee engagement and on employees' experiences resulting from the transfer of learning engagement concepts and activities. Using purposeful sampling, 10 employees who attended the employee development program and 5 managers shared their perceptions and experiences. The thematic analysis of the interview data uncovered 3 themes that are critical for engagement – employee-centric culture, support for career development, and management knowledge needed for real-time support. The implication of the project study was a 3-day professional development workshop for managers. Understanding how the employee development program contributes to employee engagement could offer better ways to retain talents.
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Carter, Danon R. "The influence of servant leadership on employee engagement| A qualitative phenomenological study of restaurant employees." Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3570203.
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Servant leadership is one leadership philosophy, which addresses the concerns of ethics, customer experience, and employee engagement while creating a unique organizational culture where both leaders and followers unite to reach organizational goals without positional or authoritative power. With employees viewed as one of the greatest assets for organizations, maintaining loyal, productive employees while balancing profits becomes a challenge for leaders, and drives the need to understand employee engagement drivers. The experiences of 11 employees and two managers from Celebration Restaurant in Dallas, Texas explored the qualitative phenomenological study of servant leadership and its influence on employee engagement. The modified van Kaam method contributed to data analysis, which examined manager and employee responses for comparison and assessment. The themes that emerged from interviews and focus groups found were:
1. Servant Leader Experience;
2. Why People Stay at Celebration;
3. Servant Leader Traits;
4. Impact of Servant Leadership;
5. Application of Servant Leadership.
The themes revealed servant leadership positively influences employee engagement while contributing to employee loyalty to the workplace. Based on the servant leader experience, participants were more committed, built healthy work relationships, and actively participated in achieving organizational goals.
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Wilkens, Michele. "Employee Churn in Afterschool Care| An Evaluation Study of Manager Influences on Employee Retention and Turnover." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743855.
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This study examined the status of field employee turnover at a national afterschool program provider in relation to its turnover improvement goal and assessed the knowledge, skills, motivation, and organizational influences of those with the greatest impact on retention and turnover—frontline Area Managers (AMs) who directly supervise afterschool staff. Clark and Estes’ (2008) gap analysis served as the general conceptual and methodological framework for the study. A mixed methods convergent parallel study was conducted using document analysis, surveys, interviews, and observations. Document analysis revealed high employee turnover in the school year of study (62%), far surpassing industry norms and prior year performance. However, analysis also found high employee retention (74%), which can coexist with high turnover when most staff are retained, but a smaller segment repeatedly churns over the same period. Specifically, recurring turnover among 37% of the organization’s field employee roles was found to be the source of its high turnover rate, while 63% of roles remained filled and therefore stable across the school year. Gap analysis of quantitative and qualitative survey results triangulated with interview and observation data illuminated barriers to AM success with retention and turnover. Barriers included limited knowledge of factors related to turnover, perception of minimal organizational focus on and resources for retention, significant external locus of control over turnover, and lack of ownership and accountability for turnover. The implications of these findings signal the risk of continued high turnover, where AMs could remain disempowered due to lack of critical knowledge, skills, motivation, and organizational resources for retention. The study concludes with recommendations for context-specific solutions grounded in literature and in the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016), as well as an integrated implementation and evaluation plan, strengths and weaknesses of the study, limitations and delimitations, and recommendations for future study.
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Delport, H. J. "Improving employee performance, motivation and engagement : a brain-based coaching model for managers." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/20752.
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Thesis (MPhil) -- Stellenbosch University, 2011.The aim of this research study was to explore the experience of managers, and specifically engineers at a steel manufacturing company, of a brain-based coaching model. Coaching’s origins can be traced back to a variety of fields including psychology, change management, training and adult learning. Many people argue that coaching is ‘heart based’ as opposed to being more analytical and scientific. This caused some confusion with the researcher. However, during his studies towards a Master’s degree in Philosophy (MPhil) in Management Coaching, he was introduced to neuroscience and the role it has played in the emergence of a new field called brainbased coaching. The fact that one could scientifically explain why the brain needs coaching and that coaching can help the brain improve its functioning, appealed so much to the researcher that he wanted to expand his knowledge of the subject. Selecting a sample group that was made up only of engineers who had participated in a training programme with the focus on brain-based coaching, provided the perfect platform from where to study the phenomenon and to discover how the engineers, who are academically trained, are analytical and who, by their very nature, prefer scientific evidence-based research, perceive a brain-based coaching model. It was also important to try and establish what they believed the benefits and possible applications are of the model and whether they think it can be used to improve performance and lift motivation and engagement. The results were positive, but it revealed more; it explained how the experience created awareness and led to a change in behaviour and thinking – not just at work, but also in their personal lives. These findings provide more knowledge about the potential that a brain-based approach has for managers and leaders as a development tool. It also gives some comfort that we do not have to continue doing and thinking about things the way we have always done; we have a choice and this approach gives us an insight into how to exercise that choice.