This study looks at the effectiveness of transformation policies in addressing racial inclusiveness and equity issues in the workplace as well as the impact that stereotypes have on performance. Hence it is the purpose of this study to determine whether there is a mystery around black managers’ performance in comparison with their white counterparts, that is, performance of black managers tends to be seen as inferior and sub standard to that of whites. The primary problem of this study is to determine whether changing attitudes in the workplace can stimulate the environment for successful managers. There are a number of perceptions that whites have of black managers mainly around their performance and their ability to deliver on the job, hence the study looks at how attitudes (either positive or negative) impact on the black managers’ performance as well as how cultural influences shape a manager’s behaviour in the workplace. This study was exploratory in nature, which is a form of qualitative research. Qualitative research was deemed appropriate as the research looked at human experiences and perceptions i.e. managers’ experiences interacting with other racial groups namely black and white. This study was conducted through primary data collection where the data was collected through face-to-face interviews with the use of carefully drafted questionnaires. Based on findings of this study it is apparent that transformation policies such as Affirmative Action and Black Economic Empowerment are ineffective at achieving transformation within organisations, as they are not correctly implemented and therefore prone to abuse (lead to window dressing practices) and due to the fact that there is a great deal of negativity associated with these policies. The results also suggested that both black and white managers still had negative perceptions of each other. To some extent the negative perceptions demonstrated by white senior managers were one of the contributing factors to black managers’ poor performance although it is difficult to prove that the negative attitudes were the sole reason for black managers’ poor performance. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.

South African black Managers are experiencing numerous problems as pioneers in the white-dominated managerial world. Management and research studies have usually concentrated on the black managers' behaviour. The present investigation attempts to redress this by examining their work-related experiences. Phase I examined the attitudes, perceptions and experiences of 34 black managers, and of selected work colleagues (a boss, peer and subordinate,if available) in regard to the black manager and black job advancement issues. In-depth, focused interviews were conducted. Fundamental interpersonal perceptual discrepancies emerged between the black managers and their work associates. The black managers tended to attribute their work problems and behaviour to external, situational factors By contrast their work colleagues often ascribed them to personal dispositions of the black manager. Euclidean distance analyses revealed that the largest interpersonal perceptual differences were between the black manager-boss dyads. This was followed by the black manager-peer dyads, boss-peer dyads and black manager-subordinate dyads. The black managers' perceptions diverged significantly from those of their white bosses, whose perceptions were closer to those of the white peers. Finally, analyses of incomplete sentences filled in by the black managers identified two types of subjects. Type I informants possessed more positive self-concepts than Type II individuals. Phase II: Since the black managers appeared to be experiencing considerable work stress, this was followed up using focused interviews. The conceptual work of stress used involved models of personal environment fit, and role episode. The major work stressors the black managers reported were role-related, followed by interpersonal stressors. Role conflict, generated by their marginal, middleman position between white management and the black Workers, was particularly stress-provoking. Although several black managers coped with stressful work conditions by direct problem-solving action, many resort to emotional defensive mechanisms. Discriminant analyses revealed that: black managers with large boss-black manager interpersonal perceptual disparities, were under more stress than those with small disparities; more work stress was reported by Type II than Type I informants, by middle management than junior management blacks, and by black line managers than black staff managers. The thesis concludes with recommendations of an applied nature. / Thesis (Ph.D.)-University of Natal, Durban, 1985.

This thesis considers the history of stevedoring work and workers in Durban between 1959 and 1990. In particular I focus on the two distinct themes of "labour management" and "technological change" in order to denlonstrate the transformations that have occurred in the port. In examining the dranlatic technological changes in the harbour I analyze the particular difficulties that the industry faced in coping with the deluands of the changes in the structure ofthe global shipping industry. In discussing the different reginles of labour adnlinistration in the harbour I show the relationships between the implementation ofApartheid and the practice of stevedoring work in Durban. Finally I show how these thenles are related in carefully considering the positions of these workers at the nloments of technological change, retrenchment and unionization. I suggest that we cannot understand these processes of change without understanding the specific kinds of control under which these workers laboured during Apartheid. / Thesis (M.A.)-University of Natal,Durban, 2002.

This thesis examines the management of Broad-Based Black Economic Empowerment (B-BBEE) policy by the provincial government of KwaZulu-Natal, South Africa. Several authors have analyzed the policy on B-BBEE in South Africa, mainly focusing on the impact of the policy on the ‘actors’, and the ethical implications of the policy, but no research has been done on its policy implementation and management, particularly in the public service in South Africa. The central aim of this thesis is to investigate the organizational complexities surrounding how the policy on B-BBEE is managed by the provincial government of KwaZulu-Natal. The study focuses on the three KwaZulu-Natal technical clusters: the economic sectors and infrastructure development, governance and administration, and the social protection, community & human development cluster. The thesis identifies various government departments in each cluster to examine how the policy on B-BBEE is managed. The investigation revealed that government has been successful in implementing some aspects of B-BBEE policy as the majority of blacks were holding key strategic positions within the provincial government. However, the provincial government was grappling with serious management challenges. This thesis explores instruments for policy management, that is, policy coordination, organizational transformation, organizational hierarchy, and policy communication. The results showed that much as the provincial government has been able to open up opportunities for black people there is still a long way to go in terms of transforming policy management structures, functions, processes, norms, values, procedures, organizational culture, and organizational decision-making in improving policy management. The study revealed that various government structures, functions, processes, procedures, norms, values and organizational culture are incompatible with B-BBEE policy objectives. Government decision-making is hierarchical which obstructs the management of B-BBEE policy implementation. Furthermore, B-BBEE policy is still yet to be institutionalized by most government organizations in the province. / Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2013.

Affirmative Action has been around in South Africa for about two decades. Recently, the government decided to impose Affirmative Action through the Employment Equity Act. Organisations are anxious to transform their demographical composition across job categories, particularly into management. One of the problems organisations faced in the past and may continue to face in the future is the perceived short tenure ('Job hopping") of black employees. The impression has been created that black employees are taking advantage of the favourable employment market and constantly keep moving on to jobs that offer better packages. The aim of this study is to investigate how organisations are trying to manage this problem . Five Human Resources systems/criteria i.e. selection, training and development, career management, pay and socialisation were identified in the theory as instruments with which employees could be retained. in-depth case studies were conducted at two large banks (A and B) in Kwazulu Natal to establish and compare the relationships that these human resources criteria might have with the retention of black employees. To obtain this information, a structured interview schedule with open-ended as well as closed-ended questions was used. Face to face interviews with a senior Human Resources Practitioner from each bank as well as two current and two exemployees from each bank were conducted. The resulting data was captured onto a computer and analysed statistically. The results of the research showed that the bank that scored the best (bank A) on the implementation of these five retention-related criteria also had the highest turnover of black employees. This was contrary to what was anticipated. The research also found that there was little uniformity in practice between the two banks regarding which criteria they were emphasising within their respective organisations. Furthermore, current and ex-employees bad different perceptions to management regarding how well these criteria were being implemented. The findings suggest that when employees are developing they are content and tend to stay longer. They further indicate that in order to reduce black employee turnover, management should recruit individuals with potential and develop them, rather than purchasing skills from the outside. The findings also show that whilst management might have good Human Resources systems at it's disposal, the implementation thereof needs to be of a high standard and well-controlled in order to optimise retention. / Thesis (M.A.)-University of Natal, Durban, 2000.

Most low cost housing beneficiaries either work in the informal sector with little income to meet all their basic needs, or do not work at all. They live in poverty because many of them are unskilled, unemployed, poorly represented economically, politically and socially. Hence the new South African Housing Policy is said to be enabling the housing environment to play a more meaningful role in job creation and employment sustainability. This is said to be achieved through skills transfer and giving support to small businesses which are geared towards more labour intensive opportunities. Job creation, in the context of this study, means training ,and the use of housing beneficiaries in housing construction. The provision of skills enhances beneficiaries to engage in self-employment programmes. Sustainability, on the other hand, looks at the use of dwelling units for small business purposes, the proximity of housing projects in relation to areas of employment, and the transfer of skills from place to place when required. After conducting a survey of 98 beneficiaries, the study revealed a lack of an effective mechanism for job creation and employment sustainability within greenfields housing projects. In order to provide both guidelines and recommendations for the effective implementation of housing projects, this dissertation assesses the extent to which greenfields housing projects have been able to create and sustain employment opportunities for housing beneficiaries. Case studies used to assess this aspect are Wiggins uMkhumbane in Cato Manor and Westrich in Newlands West. This study outlines failures and successes in the manner in which the above mentioned housing projects were implemented in relation to the creation and sustainability of income generating activities. This dissertation is structured as follows: The first chapter introduces the research problem, research question hypothesis, and the research method used to conduct the study. The second chapter provides both the conceptual framework and the literature review for the topic being investigated. International, national and local case studies are used to support the flow of the argument. Chapter three introduces the geographical and historical background of case studies in which the study was conducted. This historical background is linked to the topic of study to help to understand the phenomenon of employment. Chapter four deals with the presentation and analysis of data collected. The conclusion drawn from the findings and recommendations are found in chapter five. / Thesis (M.T.R.P.)-University of KwaZulu-Natal, 2005.