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Identifying enabling management practices for employee engagement

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dc.contributor.advisor Prof. Gert Roodt en_US
dc.contributor.author Joubert, Marius
dc.date.accessioned 2012-06-05T07:01:16Z
dc.date.available 2012-06-05T07:01:16Z
dc.date.issued 2012-06-05
dc.date.submitted 2011-03-08
dc.identifier.uri http://hdl.handle.net/10210/4845
dc.description M.Phil. en_US
dc.description.abstract In an interview with Harvard Business review Gary Hamel (Allio, 2009) noted: “Management is the single largest constraint on business performance.” Current management models and practices need to be reviewed because managers do not seem to be able to add significant value to their organisations anymore. In 2007 the Hay group conducted a study and showed that middle managers in the United Kingdom cost the economy approximately £220 billion per annum (Paton, 2007). According to a Towers Perrin Global Workforce study (2007) it showed overall employee engagement in organisations across the world was 21% whilst disengaged employees was 38%. The Towers study further showed that managers are playing an enormous role in the statistics above. The present study focuses on the concept of creating a management value chain for management, to ensure consistent application of enabling management practices in order to contribute to the improvement of employee engagement and ultimately organisational performance. en_US
dc.language.iso en en_US
dc.subject Personnel management en_US
dc.subject Employee motivation en_US
dc.subject Management - Employee participation
dc.subject Performance - Management
dc.title Identifying enabling management practices for employee engagement en_US
dc.type Thesis en_US

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