Direct response advertising in the financial services industry in South Africa has become one of the most important tactics companies utilise to build and maintain market share. Ensuring that these advertising campaigns yield optimal return on investment numbers is the responsibility of marketing departments and their partners in the marketing and sales processes, such as the creative and media agencies, the distribution force, as well as the client service area that supports the client value proposition. The marketing executive therefore is accountable for the planning, budgeting and execution of direct response campaigns, which need to deliver sufficient results to support the company’s overall business objectives. The challenge all marketers face is the lack of a proven structured and scientific methodology to facilitate this planning, budgeting and execution process. It has always been a general view in the marketing fraternity that it is extremely difficult if not impossible to combine creative output measures, which are subjective in nature, with cost, sales and profit measures, which are objective in nature. This study aims to create a structured approach to marketing strategising and planning, by creating a marketing metrics model that enables the marketing practitioner to budget according to output needed to achieve the overarching business objectives of sales, cost management and profit. This marketing metrics model therefore unpacks the business drivers in detail, but through a marketing effort lense, to link the various factors underlying successful marketing output, to the bigger business objectives. This is done by incorporating both objective (verifiable data, such as cost per sale) and subjective variables (qualitative factors, such as creative quality) into a single model, which enables the marketing practitioner to identify areas of underperformance, which can then be managed, tweaked or discontinued in order to optimise marketing return on investment. Although many marketing metrics models and variables exist, there is a gap in the combination of objective and subjective factors in a single model, such as the proposed model, which will give the marketer a single tool to plan, analyse and manage the output in relation to pre-determined performance benchmarks. / Business Management / DCOM (Business Management)

PHDRDV / Institute for Rural Development / Institute for Rural Development and Poverty Alleviation

No description available.

D. Tech. (Business, Faculty of Management Sciences), Vaal University of Technology / Organisational performance in the public sector has emerged as a critical topic in the post-1994 era in South Africa. This could ostensibly be attributed to the inability of the majority of most public organisations in the country to deliver a satisfactory standard of service to the public. An intense controversy has also emerged the world over on the selection of performance measures that are appropriate for use in public organisations. This debate is actuated by the existence of a multiplicity of performance measurement indices as well as frameworks that can be applied to manage performance in organisations. The existence of these multiple measurement mechanisms tends to confound the entire process of managing organisational performance. Another unresolved controversy focuses on the extent to which various organisational resources impact on organisational performance. The purpose of this study was to examine the relationship between organisational performance and three organisational resources; specifically, the human factor, organisational systems and organisational processes. A quantitative design was adopted in which a survey questionnaire was administered to 272 managers and employees of a South African National Government Department. Respondents were selected using a blend of purposive sampling and convenience sampling approaches. Data were analysed using the Statistical Packages for the Social Sciences (SPSS version 20.0). Reliabilities were measured using Cronbach’s alpha coefficient. Exploratory factor analysis was used to identify the human factors, organisational systems and organisational processes. Spearman’s correlation and multiple linear regression analyses were used to investigate the relationship between organisational performance and the sub-elements under each of the three organisational resources. The impacts of each of the three factors on organisational performance were compared using the mean-score ranking technique. Performance of the National Government Department was measured using the four performance yardsticks of the Balanced Scorecard; namely, customer satisfaction, financial performance, innovation and learning, and internal processes The findings of the study revealed that performance of the National Government Department was highest in four strategic areas; which are the promotion of good corporate ethics and values, client satisfaction, service quality and relations with external organisations. However, performance shortfalls were observed in four key areas; namely, organisational speed, attrition of manpower, overloading of employees and the overburdening of divisions with high workloads. Correlation analysis showed that there were positive relationships between organisational performance and the five human factor components; life satisfaction, quality of work life, ability utilisation, creativity and autonomy. Regression analysis indicated that there were significant and predictive relationships between organisational performance and three human factor elements; namely, quality of work life, ability utilisation and life satisfaction. Among the five human factor elements, life satisfaction exerted the greatest impact on organisational performance. Significant, positive and predictive associations were also found between organisational performance and three organisational system factors; quality, innovation and inter-organisational systems, with quality exerting the greatest impact on organisational performance. Significant, positive and predictive relationships were further observed between organisational performance and the four organisational process factors identified in the study; namely, organisational structure, organisational change, team processes and organisational change. Among these, team processes exerted the greatest influence on organisational performance. Overall, the human factor applied the greatest impact on organisational performance, followed by organisational processes with organisational systems having the least impact. Based on these findings, recommendations were made and implications for further studies were suggested. The findings of the study provide empirical confirmation of the effectiveness of the Balanced Scorecard as a tool for the measurement and management of performance in public sector organisations. Additionally, managers in different public organisations may enhance the performance of their organisations by optimising the sub-elements of the three organisational resources examined in this study.

This Master of Laws dissertation is a treatise of “The efficacy of Alternative Dispute Resolution (ADR) in labour disputes: a critical comparative analysis of Botswana, South Africa (RSA) and Zimbabwe.” Alternative Dispute Resolution hereinafter referred to as (“ADR”) has attracted so much research ado worldwide with policy makers alive to its possibilities in so far as it ought to shed off the burden of the courts in handling disputes. Courts are considered inundated with unresolved cases taking many years to finalise. ADR is therefore touted, not only the panacea, but the cheaper, efficient and effective alternative to normal court process. This study was saddled with the common challenges of definition, scope and methodology as does most scientific studies, especially to locate the concept ADR in the plethora of views from prominent exponent-s of the discipline. This study labored on the considered view that ADR is essentially an ‘out of court settlement approach to dispensing with disputes involving an attempt by disputants to rope in an impartial third party to aid finality to the respective wrangle. The lack of a methodological approach to treat this subject matter, made this study more challenging. The study had to therefore rely on a hypothetical model developed after gleaning through various scholarly views 1 that sought to treat the subject of ADR efficacy in labour dispute resolution. The study contented with the strongly held view 2 that ADR is an efficacious approach in resolving disputes outside the court system. As to whether this was the case in Botswana, RSA and Zimbabwe in so far as labour dispute resolution is concerned was the major challenge this study was seized with? A model was formulated which envisaged that efficaciousness of ADR may be achieved if three conditions or criteria are present within a jurisdiction, namely (1) ADR Background Conditions that comprise (a) adequate legislative and political support; (b) Supportive institutional and cultural norms, (c) adequate and competent manpower, (d) sufficient funding support, and (e) power-parity of disputants; (2) ADR Program Design comprising of (a) Planning and preparation and (b) Operations and implementation and finally (3) ADR Measures (a) Client satisfaction; (b) Time efficient; (c) Cost saving and (d) Settlement & enforcement. This study measured the situations obtaining in the three countries using these three-pronged criteria. In all three measures3 this study found that although all the three countries still have a long way before their ADR became as efficacious as would be reasonably possible, RSA has made many strides such as legislative enactments immediately upon attaining independence that sought to address the injustices of the past and thereby installing structures for enforcing industrial democracy 4, while Botswana and Zimbabwe took 5 years 5 and over 10 years 6 respectively after attaining independence. RSA established an independent body for dispensing with labour dispute settlement7 while Botswana8 and Zimbabwe 9 are still reluctant to do so, relying rather on their labour ministries often marinated in bureaucratic bottlenecks hence stalling efficacy of ADR. While RSA makes effort to provide adequate and competent manpower because of sufficient funding, Botswana and Zimbabwe still struggle to dispense with disputes under their labour departments who are either inadequately skilled or also accused of favouritism in the case of Zimbabwe.10 All the three countries are regarded as unequal societies which tends to sway the power-parity of disputants with capitalists still wielding unbridled powers in dispute outcomes. South Africa enacted section 143 to the Labour Relations Act 11 which empowers the Director of CCMA to certify an arbitral award, giving it the same force as an order of the Magistrate Court. This has cut off the time and administrative burden of having to register an arbitral award with the court so as to obtain writs of executions and enforce it, a practice which is still prevalent in Zimbabwe. The Department of Labour in South Africa has made funding available to the CCMA to assist employees who are not in a financial position to enforce awards in their favour.12 The funding is aimed at employees who are too indigent to afford the costs of enforcement.13 These employees are deemed to be: (a) Employees who earn below the earnings threshold (currently at R205 433.30 per annum) – proof of income will be required by the CCMA. There is no record regarding enforcement or ease of enforcement of ADR outcomes in Botswana and Zimbabwe or at least this study is aware of. The governments of Botswana and Zimbabwe have been accused of using a heavy hand in determining wages, the right to strike and often curtailing union power through declaring certain sectors essential services. RSA’s Commission for Conciliation, Mediation and Arbitration hereinafter after referred to as (the “CCMA”)14 runs an electronic system of case management by which cases are screened and assigned commissioners whereas Zimbabwe and Botswana still rely on manual systems often inefficiently managed especially when it comes to allocating matters to ADR interventionists.15 In Zimbabwe the challenge of resources is acute often the Labour Officers lacking a simple photocopier and postage stamps to dispense with administration of disputes. This dissertation found that Botswana and Zimbabwe lack publicly available information from which to infer the efficaciousness of ADR practices therein. Measuring client satisfaction, efficiency and cost effectiveness, enforcement and settlement has not been tackled with ease, which was different when it came to RSA. This study argues that RSA’s ADR is efficacious rated at 75% attainment of settlement of disputes, despite accusations of failing to offer disputants options and job retention at the end of ADR intervention. Botswana and Zimbabwe on the measures raised above are not yet close to achieving efficaciousness based on the above criteria. The challenges need to be addressed to ensure that in all three measures ADR affords Botswana, RSA and Zimbabwe disputants a cheaper, efficient and effective alternative to dispensing with labour disputes. This study concluded with recommendations arising from the three measures ADR Background Conditions; ADR Program Design and (3) ADR Measures could be implemented towards achieving an efficacious ADR regime for the three countries and beyond. / Mercantile Law / LL.M.

Home First is an Ontario transition management approach that attempts to reduce the pressure on hospital and Long Term Care (LTC) beds through early discharge planning, the provision of timely and appropriate home care, and the delay of LTC placement. The purpose of this qualitative descriptive study was to obtain descriptions from South Eastern Ontario Home First clients and their family caregivers of their experiences with and thoughts about care transitions, the provision of care, and the Home First approach. The goal was to enable insight into the Home First approach, care transitions, and the provision of care through access to the perspectives of study participants. Nine semi structured interviews (and one or more follow-up calls for each interview) with Home First clients discharged from hospitals in South East Ontario and their family caregivers were conducted and their content analyzed. All participating Home First clients were pleased to be home from hospital and did not consider LTC placement a positive option. All had family involved with their care and used a mix of formal and informal services to meet their care needs. Four general themes were identified: (a) maintaining independence while responding (or not) to risks, (b) constraints on care provision, (c) communication is key, and (d) relationship matters. Although all Home First clients participating in the study were discharged home successfully, a sense of partnership between health care providers, families, and clients was often lacking. The Home First approach may be successfully addressing hospital alternative level of care issues and getting people home where they want to be, but it is also putting increasing demands on formal and informal community caregivers. There is room for improvement in how well their needs and those of care recipients are being met. Health professionals and policy makers must ask caregivers and recipients about their concerns and provide them with appropriate resources and information if they want them to become true partners on the care team. / Thesis (Master, Rehabilitation Science) -- Queen's University, 2013-05-23 16:10:53.323