Masters in Public Administration - MPA / The Namibian Government has recently embarked on the formulation of an empowerment strategy similar to South Africa’s Broad Based Black Economic Empowerment (BBBEE) policy - the Transformation of Economic and Social Empowerment Framework (TESEF) for Namibia. Monitoring and evaluation (M&E) more specifically, results-based M&E has also recently emerged worldwide as an important tool in public sector management reform and is focused on the attainment of outcomes and development results at project, programme and policy levels. The problem being investigated in this study concerns the shortage of evidence in BBBEE policy and legislative documentation of a coherent M&E framework inclusive of a set of indicators that can measure BBBEE progress against its set objectives and anticipated outcomes.Through an investigation on the state of an M&E framework for BBBEE and South Africa’s good experiences regarding the development of a Government-wide (including all sectors) coherent M&E system a number of lessons of experience have been drawn for the anticipated implementation and M&E framework of TESEF and the establishment of a Government-wide M&E system in Namibia.The study reveals that there is currently (May 2009) no comprehensive M&E framework inclusive of set of indicators in effect to measure BBBEE progress towards its objectives and anticipated outcomes. The suitability of available indicators to measure BBBEE derived from the South African Development Indicator framework (SADI) and the Compendium of Indicators for the Provincial Growth and Development Strategy (CIPGDS) of the Western Cape are assessed and the potential for indicator development has been explored. Through an appropriate methodology a comprehensive set of indicators that address the objectives and anticipated outcomes of BBBEE are developed and suggested in this study.The study found that while Namibia sees herself in the final phase of TESEF formulation with the release of the latest TESEF Draft Strategy Document (April 2008) the country also sets out plans in its National Development Plan (NDP3) for period 2007/08 –2011/12 for the establishment and institutionalisation of a government-wide M&E system dedicated to the results-based M&E approach. The study finds valuable lessons for Namibia in South Africa’s Government-wide M&E (GWM&E) system drawn from South Africa’s development of: a Policy Framework for GWM&E system; a comprehensive set of national development indicators across prioritised clusters (the South African Development Indicator framework); and the established public sector capacity building and M&E support organs such as the Public Administration Leadership and Management Academy (PALAMA) formerly known the South African Management Development Institute (SAMDI) and the South African Monitoring and Evaluation Association (SAMEA).Apart from the potential indicators to measure BBBEE developed as part of the study’s recommendations, the study also recommends that an M&E framework for TESEF is developed upon finalization of the policy’s objectives and anticipated outcomes and that this framework is included in the final TESEF design to guide its effective implementation.

This study sought to highlight the concept of Black Economic Empowerment (BEE) as it applies to South Africa. BEE as a new concept in South Africa is likely to be faced with a number of challenges. Of note is how a number of pieces of legislation were generated to help create an environment for the implementation of BEE policy. What was illuminated in the study is the fact that in spite of the many policies having been generated, there seems to be a lack of understanding in terms of how these policies should be implemented. Self-evident in this study is the perception embraced by a number of stakeholders with regard to the implementation of BEE through public-private partnership. The perceived differences of opinion are not only reflected among-policy makers from different political parties, but also within the wider spectrum of South African society and workers’ movements. Differing views in terms of the actual implementation of the policy became evident in this study. The differing views seem to be premised around what can be portrayed as the niche that the concept of BEE occupies in the society at large. At the centre of this debate is the recycling of beneficiaries of BEE, which is seen to be consistent and invariable and may be perceived to be defeating the purpose of BEE through PPP. A number of questions were raised in this regard, which provided justification for the researcher to put the past and the present practices in juxtaposition. The study found that procurement processes and procedures were central to the discussion of BEE through PPP. Against this backdrop, the supply chain management system played a dominant role. The introduction of policy frameworks such as Preferential Procurement Policy Framework Act, 2000; Public Financial Management Act, 1999; the Constitution, 1996 and the Broad Based Black Economic Empowerment Act, 2003 provide an enabling environment for BEE through PPP to be a reality. The dominant discourse on BEE has been whether it indeed achieves what it set out to achieve, i.e. poverty alleviation. It is interesting that this discourse as addressed in this study seems to place in perspective the difference between economic growth and economic development, which seemed to have not yielded similar outcomes. Against this backdrop, the effect of BEE has been placed under scrutiny, with reference to the generally accepted determiners of economic growth such as gross domestic product (GDP). The study further focused on the effect of BEE in the rural areas in the midst of the perceived levels of illiteracy. Though the effect of BEE on women and youth was looked at, this has not been done in isolation from the realities facing this sector, such as a lack of skills perceived to have stemmed from the past policies of institutionalised segregation. The researcher has however argued that perhaps a new empowerment strategy had to be found based on poverty alleviation for the poor irrespective of the colour of their skin, political affiliation or gender; namely an empowerment strategy that looks into the future. The good policies referred to earlier are likely to fall prey to rampant greed as referred to by former president, Mbeki (2006). It appears the new measures will have to be put in place to curb the scourge of greed currently experienced, often masqueraded under affirmative action, affirmative acquisition or even affirmative discrimination and discrimination against the poor. This indeed feeds into the re-emergence of a new class struggle and sows the destructive seeds of interracial conflict and disharmony. / Thesis (PhD)--University of Pretoria, 2013. / School of Public Management and Administration (SPMA) / unrestricted

The Steel Merchant offers a service of stocking and distributing steel products and value added services throughout Africa. The company is the largest steel merchant in Africa employing over 5500 employees. The South African government implemented the Employment Equity Act, No 55, (1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the discrimination of the past and create fair opportunities for Previously Disadvantaged Individuals (PDI) in the workplace. The Steel Merchant's business environment is severely affected by these legislations and is required to comply with the provisions of the Act or will receive fines and penalties. Since the Acts inception the merchant continues to struggle in recruiting and retaining PDIs in professionally qualified and management positions. The organization has experienced strategic drift by falling from a Black Economic Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6. The research identified various factors within the organization that are hindering its overall ability to adapt and progress in terms of Employment Equity (EE) and BEE. The study is focused on identifying the internal and external barriers that prevent the effective implementation of BEE and EE strategies in order to recruit and retain previously disadvantaged professionals at the Steel Merchant. The Research Objectives are: • To evaluate the effect of organizational culture and climate on the implementation of Employment Equity, Affirmative Action (AA) and BEE Strategies • To analyze the importance of Human Resource Management (HRM) in the development of recruitment and retention strategies of previously disadvantaged professionals • To investigate the differences in gender and race leadership qualities and behavior • To identify and assess the barriers in implementing employment equity recruitment and retention strategies • To determine how government legislation will influence the Steel Organizations' competitiveness internationally Internal secondary data was used to analyze the Merchant's Human Resource Management, EE and BEE performance. External secondary data from the South African government departments was used to analyze the legislative Acts and how the company performs compared to the industry standards. A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective. The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the behaviour of each racial and gender group contained in the sample. The data methods used were: • Percentages • The mean, mode and median • Standard Deviation The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and reliability of the research. The results of the study identified the following factors have contributed to the merchant's inability to recruit and retain PDI at professionally qualified and management levels: • The Steel Merchant has a white male dominated organizational culture and ineffective HRM strategies • Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees • Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the company's competitiveness internationally. The research identified various problems that hinder the implementation of EE and BEE policy at the steel merchant which makes it difficult to recruit and retain talented PDI. The following recommendations have been made to minimize resistance and integrate EE and BEE policies to improve recruitment and retention in the organization: • Define and communicate the BEE/EE vision and strategy • Delayer hierarchal levels • National Culture Training • Implement Performance Management Systems • lncentivize Knowledge Sharing • Re-evaluate the recruitment policies • Train, develop and mentor PDI • Develop career paths and succession plans • Create a leadership development program • Create a shared understanding of EE • Address white fears through empowerment • Black shareholders should be actively involved with the development of PO employees • Harness African culture to succeed internationally. EE and BEE is obligatory and will inevitably influence the company's performance. The Steel Merchant has the resources and capabilities to eliminate resistance and implement effective HRM strategies to recruit and retain talented POl in professional and management positions. By achieving this objective, the company's Broad Based Black Employment Equity (BBBEE) rating will advance resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.

Construction companies, in particular, abuse the objectives of BEE in order to secure multimillion-rand contracts. Misrepresentations, specifically to the Department of Public Works, are made in various forms and stages during the submission of tender documentation by contractors. The status of BEE company owners is abused in order to secure contracts. Apartheid in South Africa prevented black citizens from entering the corporate world and thereby attaining a quality education. The South African government has, since 1994, adopted the BEE policy in order to redress racial and economic imbalances of the past. Fronting (which is regarded as fraud) is detrimental to the objectives of BEE, which are governed by legislation. Fronting further negatively affects the transformation of the South African economy which could be globally competitive. Fraud detection and its investigation are two concepts which are closely linked to each other and are vitally important to any fraud investi-gator. / Police Practice / M. Tech. (Forensic Investigation)

The Steel Merchant offers a service of stocking and distributing steel products and value added services throughout Africa. The company is the largest steel merchant in Africa employing over 5500 employees. The South African government implemented the Employment Equity Act, No 55, (1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the discrimination of the past and create fair opportunities for Previously Disadvantaged Individuals (PDI) in the workplace. The Steel Merchant's business environment is severely affected by these legislations and is required to comply with the provisions of the Act or will receive fines and penalties. Since the Acts inception the merchant continues to struggle in recruiting and retaining PDIs in professionally qualified and management positions. The organization has experienced strategic drift by falling from a Black Economic Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6. The research identified various factors within the organization that are hindering its overall ability to adapt and progress in terms of Employment Equity (EE) and BEE. The study is focused on identifying the internal and external barriers that prevent the effective implementation of BEE and EE strategies in order to recruit and retain previously disadvantaged professionals at the Steel Merchant. The Research Objectives are: • To evaluate the effect of organizational culture and climate on the implementation of Employment Equity, Affirmative Action (AA) and BEE Strategies • To analyze the importance of Human Resource Management (HRM) in the development of recruitment and retention strategies of previously disadvantaged professionals • To investigate the differences in gender and race leadership qualities and behavior • To identify and assess the barriers in implementing employment equity recruitment and retention strategies • To determine how government legislation will influence the Steel Organizations' competitiveness internationally Internal secondary data was used to analyze the Merchant's Human Resource Management, EE and BEE performance. External secondary data from the South African government departments was used to analyze the legislative Acts and how the company performs compared to the industry standards. A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective. The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the behaviour of each racial and gender group contained in the sample. The data methods used were: • Percentages • The mean, mode and median • Standard Deviation The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and reliability of the research. The results of the study identified the following factors have contributed to the merchant's inability to recruit and retain PDI at professionally qualified and management levels: • The Steel Merchant has a white male dominated organizational culture and ineffective HRM strategies • Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees • Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the company's competitiveness internationally. The research identified various problems that hinder the implementation of EE and BEE policy at the steel merchant which makes it difficult to recruit and retain talented PDI. The following recommendations have been made to minimize resistance and integrate EE and BEE policies to improve recruitment and retention in the organization: • Define and communicate the BEE/EE vision and strategy • Delayer hierarchal levels • National Culture Training • Implement Performance Management Systems • lncentivize Knowledge Sharing • Re-evaluate the recruitment policies • Train, develop and mentor PDI • Develop career paths and succession plans • Create a leadership development program • Create a shared understanding of EE • Address white fears through empowerment • Black shareholders should be actively involved with the development of PO employees • Harness African culture to succeed internationally. EE and BEE is obligatory and will inevitably influence the company's performance. The Steel Merchant has the resources and capabilities to eliminate resistance and implement effective HRM strategies to recruit and retain talented POl in professional and management positions. By achieving this objective, the company's Broad Based Black Employment Equity (BBBEE) rating will advance resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.

Construction companies, in particular, abuse the objectives of BEE in order to secure multimillion-rand contracts. Misrepresentations, specifically to the Department of Public Works, are made in various forms and stages during the submission of tender documentation by contractors. The status of BEE company owners is abused in order to secure contracts. Apartheid in South Africa prevented black citizens from entering the corporate world and thereby attaining a quality education. The South African government has, since 1994, adopted the BEE policy in order to redress racial and economic imbalances of the past. Fronting (which is regarded as fraud) is detrimental to the objectives of BEE, which are governed by legislation. Fronting further negatively affects the transformation of the South African economy which could be globally competitive. Fraud detection and its investigation are two concepts which are closely linked to each other and are vitally important to any fraud investi-gator. / Police Practice / M. Tech. (Forensic Investigation)

Various studies have highlighted the problems faced in accounting education. Some of these problems refer to the stagnating accounting curriculum, limited resources available to students from designated black empowerment groups, and the underdevelopment of skills required by practice. This study focuses specifically on the problems faced in secondary and tertiary accounting education in South Africa (SA) and the effects of these problems on practice. The first article of this study emphasises the various causes for the declining pass rate in firstyear chartered accountancy (CA) students. For this purpose, the researcher gathered information on the perceptions of first-year CA students and of lecturers involved in departments of accounting at SA universities. One of the possible causes identified is the apparent gap between school and university accounting education, especially in respect of curriculum, teaching quality and textbooks. The study revealed that students from designated black empowerment groups are facing the most problems in SA accounting education. The second article addressed the skills shortages in first-year CA trainees that practitioners have to deal with. According to the results, the majority of the participants felt that universities do not sufficiently equip students with the skills necessary to be successful in practice. The skills shortages identified included the inability of first-year trainees to determine the extent of testing needed in audits and to think independently. It also seemed as if first-year trainees lack professional communication skills and cannot sufficiently apply theory learnt at university in practice. These are only some skills with which universities are expected to equip students in order to be successful in practice. The researcher drew conclusions and made recommendations based on the information obtained from the above-mentioned two studies. / MCom (Accountancy), North-West University, Potchefstroom Campus, 2014

Various studies have highlighted the problems faced in accounting education. Some of these problems refer to the stagnating accounting curriculum, limited resources available to students from designated black empowerment groups, and the underdevelopment of skills required by practice. This study focuses specifically on the problems faced in secondary and tertiary accounting education in South Africa (SA) and the effects of these problems on practice. The first article of this study emphasises the various causes for the declining pass rate in firstyear chartered accountancy (CA) students. For this purpose, the researcher gathered information on the perceptions of first-year CA students and of lecturers involved in departments of accounting at SA universities. One of the possible causes identified is the apparent gap between school and university accounting education, especially in respect of curriculum, teaching quality and textbooks. The study revealed that students from designated black empowerment groups are facing the most problems in SA accounting education. The second article addressed the skills shortages in first-year CA trainees that practitioners have to deal with. According to the results, the majority of the participants felt that universities do not sufficiently equip students with the skills necessary to be successful in practice. The skills shortages identified included the inability of first-year trainees to determine the extent of testing needed in audits and to think independently. It also seemed as if first-year trainees lack professional communication skills and cannot sufficiently apply theory learnt at university in practice. These are only some skills with which universities are expected to equip students in order to be successful in practice. The researcher drew conclusions and made recommendations based on the information obtained from the above-mentioned two studies. / MCom (Accountancy), North-West University, Potchefstroom Campus, 2014

Talent management is a source of competitive advantage and will be achieved by those organisations that are able to attract, develop and retain best in class individuals. It is thus not just a human resources issue but rather an integral part of any organisation’s strategy. Due to negative perceptions about South Africa, skilled workers are immigrating to countries such as Australia to the detriment of the South African economy. This loss is not necessarily being replaced by graduates or through immigration. Government policies such as Broader- Based Black Economic Empowerment (BBBEE), Black Economic Empowerment (BEE) and Affirmative Action (AA), compound the issue by then decreasing the pool of skilled applicants that may occupy skilled and senior posts in organisations. Globally there is a shortage of skills and due to employee mobility they can use any opportunity that presents itself. The objectives of this study was to determine the factors which lead to the emigration of skilled South African’s to Australia and then once these factors are known to propose retention strategies to role players to stem the emigration tide. To achieve these objectives a survey was prepared based on previous studies and a link to the web questionnaire was distributed to the population via an Australian immigration agent. The link was sent to all the agent’s clients around the world and thus consisted not only of South Africa respondents but also elicited international responses, which will be used for comparison purposes only. Only 48 South Africans responded to the survey and although limited, it was sufficient for the purposes of this study. The demographic profile was mainly male and dominated by Generation X. Using a Likert scale respondents were questioned on their levels of satisfaction in their country of origin and in Australia through an adaptation of a study by Mattes and Richmond (2000). The study of Hulme (2002) was adapted and incorporated into the questionnaire, where respondents were given the opportunity to rank considerations for leaving South Africa and factors that would draw them back. Respondents were provided with the opportunity for responses to open-ended questions to include other considerations for leaving and factors that would draw them back. Results from these survey items revealed that the primary reasons driving skilled South Africans to emigrate was safety and security, upkeep of public amenities, customer service and taxation. In contrast, South African migrants had high levels of satisfaction with safety and security, upkeep of public amenities and customer service in Australia. Respondents indicated that factors that would draw them back to South Africa would be improvements in safety and security and government, followed by family roots, good jobs and schools. The study also looked at the permanence of the move. If skilled individuals returned with new-found skills and experience then it could be a potential brain gain for South Africa. The results of this study found that 43% of respondents had no intention to return, 42% did not supply a response and only 10% were undecided on whether to return or not. To attract, retain and develop talent, the South African government and the private sector would need to work in partnership to develop policies that would satisfy the lower-order needs of individuals, such as physiological and safety needs. / Emigration of skilled South African migrants to Australia / Business Management / M.Tech. (Business Administration)

Thesis (MA (Political Science. International Studies))--University of Stellenbosch, 2006. / South Africa and Malaysia share a similar history charecterised by multi-ethnicity and similar policies in redressing their economic imbalances created by past colonial experiences. In both countries, the decolonization process left economic power with minority ethnic groups, a phenomenon that led to the exclusion of the majority of people from meaningful participation in the mainstream economy. It has been argued that in such instances minority ethnic communities often experience minority domination of the economy in ethnic terms as control of economic levers of economic power. Upon independence, Malaysia and South Africa faced the challenge of redressing the socio-economic and political imbalances. In South Africa, the government led by the African National Congress (ANC) adopted the Black Economic Empowerment (BEE) programme to create an inclusive economy that can meet the needs of its entire citizen. Unlike Malaysia where the economic restructuring took place in a less globalised period, South Africa’s economic restructuring occurs at a time when globalisation is at an advanced stage. This has made it difficult for the South African government to match Malaysia’s successes in redressing the economic imbalances. Also, in adopting the BEE programme the ANC government has not given enough attention to education and skills development, two elements that were key to Malaysia’s own model of economic empowerment. Strategies to address poverty have so far borne little success thus further condemning the majority of Black people to impoverished conditions. The outcome of the study suggests that in order for BEE to be successful, the ANC government has to empower the majority of black people with the necessary skills that will make them active participants in the mainstream economy. Also, a broadened empowerment process should see education, skills development and poverty alleviation become aligned to the BEE programme.