Australian and South African perspectives on the implementation of flexible work practices (FWP): an exploratory study.
- Authors: Odendaal, A. , Roodt, G.
- Date: 2002
- Subjects: Flexible work practices , Australia , South Africa
- Type: Article
- Identifier: uj:6315 , http://hdl.handle.net/10210/1062
- Description: The purpose of this study was to identify examples of good and innovative practices of Flexible Work Practices to benchmark against and then to use the information to develop strategies of implementation that will assist South African organisations to emulate their success. One hundred-and-twenty (120) individuals, representing different stakeholder groups were requested to complete a questionnaire, based on an Australian study. Comparative findings of both countries strongly confirmed variables that are positively associated with the adoption and successful implementation of Flexible Work Practices (FWP).
- Full Text:
- Authors: Odendaal, A. , Roodt, G.
- Date: 2002
- Subjects: Flexible work practices , Australia , South Africa
- Type: Article
- Identifier: uj:6315 , http://hdl.handle.net/10210/1062
- Description: The purpose of this study was to identify examples of good and innovative practices of Flexible Work Practices to benchmark against and then to use the information to develop strategies of implementation that will assist South African organisations to emulate their success. One hundred-and-twenty (120) individuals, representing different stakeholder groups were requested to complete a questionnaire, based on an Australian study. Comparative findings of both countries strongly confirmed variables that are positively associated with the adoption and successful implementation of Flexible Work Practices (FWP).
- Full Text:
Corporate culture and participation: independent constructs?
- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
- Full Text:
- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
- Full Text:
- «
- ‹
- 1
- ›
- »