An analysis of transfer pricing theory reveals that there are three main objectives of a transfer pricing system: the attainment of goal congruence, the facilitation of fair divisional performance evaluation and the promotion of divisional autonomy. A critical evaluation of suggested theoretically correct transfer pricing methods suggests that the simultaneous attainment of all three objectives is a difficult goal to be realised by a single transfer pricing method. The most appropriate method to suit a particular set of circumstances is contingent upon those circumstances. The transfer pricing objective considered most important in practice by large listed South African industrial companies is the facilitation of fair divisional performance evaluation. Objectives relating to simplicity and ease of application are also rated more highly than goal congruence. Both these findings are somewhat surprising based on the review of current literature. The domestic transfer pricing methods used by large listed South African industrial companies are fairly evenly split between cost and non-cost-oriented methods. The most frequently used primary transfer pricing method is market price. The use of mathematical programming and economic marginal cost prices is practically non-existent. These findings are consistent with the findings of some recent overseas studies. Policies relating to the selection of the transfer pricing method, the purchase of intermediate goods and services and the settlement of transfer pricing disputes reflects some head office management involvement in the transfer price decision process in most cases. Three organisational variables appear to have a significant association with a firm's choice of transfer pricing method. Firstly, companies with a low level of interdivisional trading use non-cost oriented transfer pricing methods whereas companies with a high level of interdivisional trading use cost-oriented methods. Secondly, transfer pricing methods selected as a result of some head office management involvement tend to be cost-oriented whereas methods selected by the divisions themselves tend to be non-cost-oriented. Thirdly, cost-oriented methods tend to be used in companies in which transfer pricing disputes are normally settled by some form of head office intervention and non-cost oriented methods are used in those companies in which disputes are normally settled by the divisions themselves. / Thesis (M.Acc.)-University of Natal, Pietermaritzburg, 1997.

Since 1994, tourism has become one of the most benefited industries among the overall of the South African economy. However, the industry is still far from being an example of transformations. The tourism industry in South Africa is still dominated by white-owned large enterprises, leaving limited space for the development of black-owned small tourism businesses. The existing literature identifies that government support represents a key variable regarding small tourism business development, specifically among black entrepreneurs. This study evaluated the role of provincial government support in the development of black-owned small tourism businesses in the South Africa, with a focus on Cape Town.

During this research, an attempt was made to gain an understanding of management and their employees' perceptions regarding functional and numerical flexibility practices within South African organisations. To achieve this, twenty-six people, comprising of a variability of positions within the organisation, were interviewed in the region of the Western Cape. It was found that, although extensive research on the two forms of flexibility have been globally conducted, South African literature, particularly on the part of numerical flexibility, is limited. It is thus believed that this study will present a valuable basis to pursue in further research. Literature that was consulted was found to be supportive of the theoretical notion that South African organisations, in order to be globally competitive, have had to restructure and redefine themselves by ensuring that they make the most efficient and effective use of their human resources. The study found that whilst functional flexibility practices benefit employees in that they experienced increased job satisfaction and job mobility, it was the area of numerical flexibility which raised many dissatisfactions, including those of immense job insecurity and remuneration, both financial and otherwise. The study findings suggest a need for a more comprehensive and employee integrated approach by combining organisational with individual oriented initiatives, and ensuring the trade union's involvement in all facets of functional and numerical flexibility initiatives. The thesis ends with recommendations of various strategies for addressing the concerns of management, employees and the trade union in order to ensure full and proper utilisation of human resources so that the end product, namely job satisfaction, leads to organisational success.

M.Com. (Business Management) / The crisis that business face regarding the constant change in the environment will not go away. Therefor business will have to go on with transformation to help the business adept to the changing environment. Business in the United States of America has develop a business transformation model to guide business during the process of transformation. In South Africa we face the same circumstances but with a few differences. We arc: nota developed country and the economic objectives of the new South Africa do not allow business to use the same business transformation model. Research in the risk management department in Spoornet during a transformation process has shown the following differences to transformation in America and Europe: • South African companies need to take the economic objectives of the new South Africa into account when transforming the business and it's processes. • Need to include an employment control and management function into the transformation model. '111e research has also found that business. management and employee's are not prepared for the transformation process as their fellow businesses in America and in Europe. Business docs not understand the value and importance of transforming the business. Most managers and employee's think it's a process to automate business and a quick fix process to help the business tobecome more productive and effective. Companies in South Africa do not have the choice between transformation or not. If they want to adapt to the changing environment in South Africa and the rest of the world, they need to transform the business. To survive the severe competition of other companies in South Africa and the rest of the world transformation is not a question to consider.

M.Com. (Business Management) / Please refer to full text to view abstract

Purpose: with the recent establishment of Small Business Development department, the ministry is tasked and will be responsible for ensuring that the business environment is enabling for new Small to Medium businesses. The real issue and the point of interest in researching this particular dissertation is the available literature around the issue of the SME sector which indicates that new SMEs in South Africa do not move from the first stage (existence) to other stages such as survival, success, take off and resource maturity. The study seeks to inaugurate two specific challenges (difficulties in accessing finance and to examine if there is sufficient non-financial SME incubators and mentorship programs post funding allocation). The area of study focused on SMEs that are concentrated in highly populated areas of Gauteng. Methodology: The study was conducted using qualitative research and a questionnaire was used as a data collection tool. The researcher was able to get valuable information on stakeholders in the SMME sector. This was done through the use of questionnaires to businesses, government funders and incubators. Results: when posed with a question of the start-up capital, a mere 17% responded to having obtained financial assistance from government institutions, 20% from friends and family while a massive 60% indicated they have used own capital to start businesses. When the researcher posed the question of the reasons that often leads to failure, approximately 23% of businesses mentioned lack of working equipment as the core reasons for the business failure while 17% indicated that lack of business opportunities or rather contracts of supply from government departments as the main impeding factor which resulted to failure. In terms of the availability of incubators, approximately 67% of respondents indicated that there were no business incubators available in their areas of business. Approximately 57% of businesses mentioned the inability to obtain loans from government funding institutions was the major business constraint that often leads to failure. The researcher posed a question to business incubators personnel that participated in the study to gain perspective as to why do they think SMEs fail within the first year of operation. Approximately 40% of respondents alluded that, barriers to entry by big corporates in South Africa force Small and Medium Enterprises out of businesses. Other participants added that the South African government procurement system does not provide opportunities to small businesses due to lack of experience. All government funding institutions participants mentioned that in most cases SMEs finance applications are rejected due to the fact that businesses fail to present viable business proposals that show the ability for business to remain operating for a long time Implications: The above analysed study findings indicate that there is a huge gap between small businesses and government funding institutions in terms of the awareness of the available financial support to SMEs. From the government perspective, it was indicated that businesses submit business plans that are not viable. There needs to be the middle ground where business plans compilation support currently provided by SEDA awareness should be spread across SMEs operating in the highly populated areas of Gauteng. Recommendations: Access to finance is a major constraint hindering the growth and success of small enterprises. The South African government has established a number of financial support programmes aimed to assist SMEs. With these financial support programmes, most of the SMEs are unsuccessful due to the fact that they cannot easily access those funds and as a result they remain stagnant for a very long time or end up shutting down. Conclusion: The effect of credit rationing is the potential loss of opportunity and or reduction in the scale of a business, neither of which is a desirable outcome. At the most fundamental level, there are lost opportunities for the borrower and the lender. There are implications for the wider economy also. SMEs are a key source of innovation, competition and choice.

The purpose of this multi-case study research was to determine variables that affect The Perceived Success of Fair Family Employee Compensation in South African family businesses. Five propositions: Human Capital, Outside Advice, Succession Planning, Fairness and Family Harmony were tested and as a result, Human Capital, Fairness and Family Harmony were deduced to have a positive influence, while Outside Advice and Succession Planning had a non-significant influence. The present research effort begun with an in-depth literature review on family business and the variables: Human Capital, Outside Advice, Succession Planning, Fairness, Family Harmony and Fair Family Employee Compensation, followed by a qualitative explanatory multi-case study research design using embedded units of analysis and provided a valuable insight into compensation issues regarding family businesses in South Africa. Replication logic was used to generalise the results and it was recommended that the preliminary theory regarding Outside Advice and Succession Planning be revised and tested with another set of cases, while the results indicated that Human Capital, Fairness and Family Harmony could be generalised to the broader theory.

Purpose of Paper: the role of public relations practitioners in state owned entities is under-researched in South Africa. This limits the practitioners in the industry to address relevant issues and opportunities about their discipline; specifically in the public sector which are widely perceived in a negative light. The aim of this paper was to explore the role of public relations practitioners in state owned entities in South Africa. Methodology: The study was qualitative in nature. It was constructed to answer the research questions using an interview schedule as a research instrument. The population comprised of the PR and communication practitioners that work in the State Owned Entities of South Africa. Findings: It was found that PR practitioners are the agents of relationship building between the SOEs and their stakeholders. It was also proved that PR practitioners have excellent skills and expertise however those are limited by the unsatisfying devaluation of communications by management and political interference in SOEs. Furthermore, negative reputation of SOEs was not mere shortfalls of PR practitioner but senior management instability. Research limitations: Due to lack of availability and co-operation of practitioners, time constrains and lack of finances, study was not able to attain the desired number of respondents (12 respondents instead of 15). Responses were not always substantial, however, the researcher attempted to achieve the most accurate results possible. Value or significance of paper: the study aimed to provide academic framework on the roles of PR practitioners in South Africa’s public sector and enhance existing knowledge on the challenges that practitioners face in different organisations.

The building of a democratic developmental state has dominated discourse in South Africa recently, resulting in the establishment of the National Planning Commission that has adopted the National Development Plan 2030 as a blueprint for the country’s development plans. Acknowledging the strategic role that the state is set to play in building and enhancing the institutional and technical human capacity, this expectation has been compounded by challenges such as a lack of appropriate institutional capital, a human capital that lacks capacity, and relevant technical skills. These challenges have brought the discourse on the developmental role of State-Owned Enterprises (SOEs) to primacy. During Apartheid, the SOEs were utilised as tools that drove the country’s industrialization efforts. In South Africa, SOEs also stimulated economic activity in strategic sectors such as energy generation, synthetic fuel development, rail and road development and management. Fortunately, the political economy that guided the SOEs during Apartheid was developmental. The 21st Century developmental states such as South Africa have to contend with the reality that this century has ushered in a new frontier of opportunities and challenges. In this context, the SOEs should be viewed as fundamental pillars for the achievement of the national development agenda. A developmental state without the active participation of SOEs in innovation, research and development, building of institutional and technical capacity, building of economic infrastructure, it is bound not to succeed in its plans for national development. The 21st Century has ushered in a world anchored around information and communication and technological innovations, the SOEs should be at the cutting edge of technological innovation benefitting the country through its capacity building efforts. Consistent with the National Development Plan, a highly competent human capital ought to be developed over time. At the centre of National Development Plan 2030, should be the collaboration between educational institutions from the basic level to tertiary institutions with SOEs – this will sustain the country’s development plans in the long run.

Workplace bullying is a modern day problem which employers cannot afford to ignore. The impact on both the business (or organisation) and individual is of such a nature that research is needed to understand it better and to determine the extent to which it is present in the business or organisation. Research thus far covered the prevalence, consequences and causes of bullying in the organisation. Various methods to counteract and prevent it have been investigated, but with reference to the South African context knowledge is lacking. This study focuses on workplace bullying in SMMEs as very little research has been done in this field. The purpose of this study is to be able to provide a framework for managers as to how to deal, prevent and minimise workplace bullying in SMMEs of South Africa. A convenient sample was selected and information was gathered by means of a questionnaire. A quantitative study was executed and the prevalence of bullying in the SMMEs was established and a number of independent variables were tested. The independent variables researched were managerial training, awareness training, a corporate anti-bullying policy, risk assessment and mediation. The main findings were that bullying in SMMEs is indeed prevalent, but that the independent variables did not deliver significant correlations. The practical implications for managers are that strategies and tools used in larger organisations are not applicable in SMMEs. The workplace environment of the SMME is unique and different methods and tools must be identified and applied in combatting workplace bullying. The contribution of this study is that managers in South Africa across the broad industrial spectrum must realise that bullying is prevalent and that corporate policies and measures must be put in place to address it. It can no longer be ignored and further research on the subject must be encouraged.