Die omvang en aard van afwesigheid: 'n Suid Afrikaanse gevalstudie.
- Du Plessis, A., Visser, D., Fourie, L.
- Authors: Du Plessis, A. , Visser, D. , Fourie, L.
- Date: 2003
- Subjects: Absenteeism , Workplace , Absenteeism paterns
- Type: Article
- Identifier: uj:6410 , http://hdl.handle.net/10210/1207
- Description: The scope and nature of absenteeism in the workplace: A South African case study. The objective of the study was to develop quantitative measures for monitoring trends of absenteeism in a company within the meat industry and to assess qualitatively the possible existence of a collective culture of absenteeism within the organisation. The scope and frequency of absenteeism, costs incurred due to absenteeism, and individual absenteeism patterns of 145 employees, were studied over a period of one year. It was found that 2900 planned and 912 unplanned leave workdays that were lost, resulted in direct costs of R895,054.55. Five employees who were absent most often accounted for 18.60% of the unplanned leave taken. The extraordinary levels of absenteeism found in this case study were ascribed to specific employees.
- Full Text:
- Authors: Du Plessis, A. , Visser, D. , Fourie, L.
- Date: 2003
- Subjects: Absenteeism , Workplace , Absenteeism paterns
- Type: Article
- Identifier: uj:6410 , http://hdl.handle.net/10210/1207
- Description: The scope and nature of absenteeism in the workplace: A South African case study. The objective of the study was to develop quantitative measures for monitoring trends of absenteeism in a company within the meat industry and to assess qualitatively the possible existence of a collective culture of absenteeism within the organisation. The scope and frequency of absenteeism, costs incurred due to absenteeism, and individual absenteeism patterns of 145 employees, were studied over a period of one year. It was found that 2900 planned and 912 unplanned leave workdays that were lost, resulted in direct costs of R895,054.55. Five employees who were absent most often accounted for 18.60% of the unplanned leave taken. The extraordinary levels of absenteeism found in this case study were ascribed to specific employees.
- Full Text:
Management by objectives in relation to optimal experience in the workplace.
- Loubris, S., Crous, F., Schepers, J.M.
- Authors: Loubris, S. , Crous, F. , Schepers, J.M.
- Date: 1995
- Subjects: Optimal experience , Workplace , Pearson product moment
- Type: Article
- Identifier: uj:5704 , http://hdl.handle.net/10210/2951
- Description: In order to discover whether Management by Objectives could be used to create optimal experience in the workplace, two tests were constructed. These were a measure of Management by Objectives (42 items) and a measure of Optimal Experience (24 items). First and second-order factor analyses were performed on both inventories to identify the true factors. Item analyses were performed to verify the reliability of both instruments. Pearson Product moment correlations were computed to assess the relationship between the constructs. The implications are discussed.
- Full Text:
- Authors: Loubris, S. , Crous, F. , Schepers, J.M.
- Date: 1995
- Subjects: Optimal experience , Workplace , Pearson product moment
- Type: Article
- Identifier: uj:5704 , http://hdl.handle.net/10210/2951
- Description: In order to discover whether Management by Objectives could be used to create optimal experience in the workplace, two tests were constructed. These were a measure of Management by Objectives (42 items) and a measure of Optimal Experience (24 items). First and second-order factor analyses were performed on both inventories to identify the true factors. Item analyses were performed to verify the reliability of both instruments. Pearson Product moment correlations were computed to assess the relationship between the constructs. The implications are discussed.
- Full Text:
Perceptions of organisational commitment, job satisfaction and turnover intentions in a post merger tertiary institution.
- Authors: Martin, A. , Roodt, G.
- Date: 2008
- Subjects: Merger , Transformation , Environment , Restructuring , Workplace
- Type: Article
- Identifier: uj:6388 , http://hdl.handle.net/10210/1130
- Description: A merger can be considered both a phenomenological and significant life event for an organisation and its employees, and how people cope with and respond to a merger has a direct impact on the institutional performance in the short to medium term. It is within this context that post-merger perceptions of a tertiary institution were investigated. A predictive model (determined the “best” of 15 predefined models) of turnover intentions was developed for employees of a South African tertiary institution (having undergone its own recent merging process). A systematic model-building process was carried out incorporating various techniques, among others structural equation modelling and step-wise linear regression. The final predictive model explained 47% of the variance in turnover intentions. Contrary to expectations, commitment does not correlate more strongly than satisfaction does with turnover intentions.
- Full Text:
- Authors: Martin, A. , Roodt, G.
- Date: 2008
- Subjects: Merger , Transformation , Environment , Restructuring , Workplace
- Type: Article
- Identifier: uj:6388 , http://hdl.handle.net/10210/1130
- Description: A merger can be considered both a phenomenological and significant life event for an organisation and its employees, and how people cope with and respond to a merger has a direct impact on the institutional performance in the short to medium term. It is within this context that post-merger perceptions of a tertiary institution were investigated. A predictive model (determined the “best” of 15 predefined models) of turnover intentions was developed for employees of a South African tertiary institution (having undergone its own recent merging process). A systematic model-building process was carried out incorporating various techniques, among others structural equation modelling and step-wise linear regression. The final predictive model explained 47% of the variance in turnover intentions. Contrary to expectations, commitment does not correlate more strongly than satisfaction does with turnover intentions.
- Full Text:
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