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Theory evaluation of the touchline media employee induction programme
Includes bibliographical references (leaves 39-41).
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| Other Authors: | |
| Format: | Thesis |
| Language: | English |
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Organisational Psychology
2014
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| _version_ | 1867613767581302784 |
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| access_status_str | Open Access |
| author | Hendricks, Kenrick |
| author2 | Louw-Potgieter, Joha |
| author_browse | Hendricks, Kenrick Louw-Potgieter, Joha |
| author_facet | Louw-Potgieter, Joha Hendricks, Kenrick |
| author_sort | Hendricks, Kenrick |
| collection | Thesis |
| description | Includes bibliographical references (leaves 39-41). |
| format | Thesis |
| id | oai:open.uct.ac.za:11427/8926 |
| institution | University of Cape Town (South Africa) |
| language | eng |
| last_indexed | 2026-06-10T12:41:23.109Z |
| license_str | Not specified — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UCTD — University of Cape Town Open Access Repository |
| publishDate | 2014 |
| publishDateRange | 2014 |
| publishDateSort | 2014 |
| publisher | Organisational Psychology |
| publisherStr | Organisational Psychology |
| record_format | dspace |
| source_str | UCTD — University of Cape Town Open Access Repository |
| spelling | oai:open.uct.ac.za:11427/8926 Theory evaluation of the touchline media employee induction programme Hendricks, Kenrick Louw-Potgieter, Joha Organisational Psychology Includes bibliographical references (leaves 39-41). This is a theory evaluation of the Touchline Media (TLM) employee induction programme. Organisations use induction training as part of the new employee welcoming process, making it one of the most common types of organisational training programmes (Klein & Weaver, 2000). Employees who have participated in structured induction programmes are 69% more likely to stay with their chosen organisation than compared to employees who did not receive a similar programme (Brodie, 2006). Ideal induction programmes with appropriate content, process, support and follow-up components have universally been shown to improve employee retention and identification. The one-day TLM induction programme is set in a media and magazine production environment that is very fast paced and deadline driven. It was constructed as a means of ensuring that the organisation's legal obligation surrounding employee induction was fulfilled by informing new employees of their specific job requirements, performance standards and company policies. There are three evaluation questions that are addressed in this evaluation: Evaluation question 1: Does the HRM's programme theory work for the recipients? In other words, are they aware that the outcome of the induction programme should be fulfilling a legal obligation? Evaluation question 2: Would the original induction programme lead, by default, to identification with the employer and staff retention? This evaluation question was included, as it was assumed that the programme activities might have unintended consequences like identification and retention. Evaluation question 3: If the original programme theory is changed (based on existing literature regarding induction programmes) would it lead to an improved design and in the end, to a more effective programme? Data was collected from programme participants using a ten item questionnaire. Questionnaire items were included by the evaluators to test three factors (Legal Obligation, Retention and Identification), with responses in a five-point Likert format. No statistically significant differences in the mean scores for Legal Obligation, Retention and Identification for the three groups of programme attendees (Group 1: New employees with first month induction attendance; Group 2: New employees with later induction attendance; Group 3: Long-serving employees with later induction attendance) were found. This is an indication that the TLM induction programme did not lead to the outcomes of Legal Obligation, Retention or Identification. The main suggestions for improvement were presented according to the four universal components that make up a well organised induction programme, namely content, support, follow-up and process (D' Aurizio, 2007). 2014-10-29T14:04:27Z 2014-10-29T14:04:27Z 2009 Master Thesis Masters MCom http://hdl.handle.net/11427/8926 eng application/pdf Organisational Psychology Faculty of Commerce University of Cape Town |
| spellingShingle | Organisational Psychology Hendricks, Kenrick Theory evaluation of the touchline media employee induction programme |
| thesis_degree_str | Master's |
| title | Theory evaluation of the touchline media employee induction programme |
| title_full | Theory evaluation of the touchline media employee induction programme |
| title_fullStr | Theory evaluation of the touchline media employee induction programme |
| title_full_unstemmed | Theory evaluation of the touchline media employee induction programme |
| title_short | Theory evaluation of the touchline media employee induction programme |
| title_sort | theory evaluation of the touchline media employee induction programme |
| topic | Organisational Psychology |
| url | http://hdl.handle.net/11427/8926 |
| work_keys_str_mv | AT hendrickskenrick theoryevaluationofthetouchlinemediaemployeeinductionprogramme |