published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Real Estate and Construction / Master / Master of Science in Real Estate and Construction

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Public Administration / Master / Master of Public Administration

The aims of the study were to find out whether or not outsourcing essential to the Department of Water Affairs and Forestry. The second aim was to establish how can outsourcing improve the Department's cost structure. And the last one was to develop a viable business model for outsourcing services within the Department of Water Affairs and Forestry. The main problem was that the Government opted for outsourcing as a move to save expenditure within the Department of Water Affairs and Forestry. This Department has outsourced car and truck financial services, insurance and management to imperial Group. This venture estimated that it would save the Department and the Government approximately R1 Billion on operational costs. This system is currently operational, but already management in the Department of Water Affairs and Forestry have realized that such a venture with huge financial implications should have been based on carefully planned and executed research findings than mere hypothesis about saving. The study research method that will be used is a case study. All the data gathered in the study, is relevant on to the case being studied. Though conclusions allow for inferences to be made, the cases where such generalizations are made or applied to must be similar in all respect. The study's sample consists of the Department of Water Affairs and Forestry and the Imperial Group. The two organizations were chosen because the outsourcing strategy could serve as a yardstick to measure similar agreements in the future. The specific area of focus is the agreement on car rental between the two organizations. The documents analyzed include the: • Department of Water Affairs and Forestry Outsourcing Strategy and Outsourcing the Billing Process (January, 2001). • Department of Water Affairs and Forestry Outsourcing Strategy and Outsourcing the Billing Process (February, 2001). • Department of Water Affairs and Forestry Procedural Manual for Official Transport with Imperial Vehicles Outsourcing services for the public agencies is a tool that is being used to offload those non-core functions, such as transport for a period of time. According to theory it is more cost effective to outsource peripheral tasks because the alternative, this is, maintain the same service within the organization is expensive. The findings of this study show that service should be outsourced but it is expensive, the individual factors that lead to this conclusion are far beyond this scope of the study and therefore will not be discussed in great detail. [Refer to the abstract within the thesis for the outsourcing model] The outsourcing model above, developed in this study shows that the profile of task or process aligned with the first (left most) column will call for the outsourcing of the task to a supplier. / Thesis (MBA)-University of Natal, Durban, 2002.

Universiẗat, Diss., 2005--Lüneburg.

The aim of the research was to assess what competitive advantage a Removals company could expect to gain by outsourcing its driver function to owner drivers. An extensive literature review identified key outsourcing issues. The literature was related to a case study of Stuttaford Van Lines (SVL), a company that is experiencing problems with its current independent contractor driver arrangements and that needs to review its outsourcing decision. In order to learn from best practice in the field of outsourcing to owner drivers, a benchmarking exercise was undertaken at South African Breweries (SAB). The benchmarking exercise identified six key issues that contributed to the success of the SAB owner driver scheme. These points, together with others identified from the literature, were integrated into a recommended outsourcing implementation process for SVL. The research found that it is possible for SVL to outsource the driver function to owner drivers and that such a scheme can be expected to improve customer service levels. The success of the scheme will depend on the selection of the drivers and how effectively it is managed. It was found that it would not be profitable for SVL to outsource to owner drivers using the compensation model proposed. Cost reduction is however only one of the factors to consider in an outsourcing decision.

Magister Legum - LLM / This study generally centres on the debate about the impact of privatisation on socio-economic rights and services. The specific objective of the study is to establish whether the privatisation of water services in South Africa has led to denial of access, either through the lack of availability of a commercialised, cost-recovery service, or denial of access because of hight rates and resultant inability to pay. The study analysed how this has impacted on the states constitutional and international human rights obligation and how the resultant problems can be addressed. It examines whether or not privatisation, which is basically aimed at improving service delivery and bringing countries in line with globalisation principles, has actually achieved that objective. / South Africa

Section 197 of the Labour Relations Act (LRA) in both its original form and in its current form caused much confusion and debate. Originally it was interpreted that section 197 allowed for the automatic transfer of employees in cases where there was a transfer of the whole or part of a business, trade or undertaking as a going concern. That meant that the contracts of employment transfer to the new owner and that the employees could not refuse to be transferred. Various judges were tasked with interpreting this section in its original form and thus different interpretations emerged with the Labour Appeal Court ultimately deciding in the NEHAWU v University of Cape Town matter that employers involved in the transfer can decide between them, not to transfer the employees. The LAC further held that “outsourcing” does not necessarily entail a transfer of a business. Section 197 was amended in 2002 and the effect of the provisions is that the old employer is not required to seek the consent of the employees before their contracts are transferred and that the employment contracts transfer automatically. However, the current section has also raised some difficulties especially relating to: when does a transfer of a business as a going concern take place; what constitutes a “business”; when is an entity part of a business, trade, undertaking or service? A more glaring controversy relates to whether section 197 applies to “second-generation contracting out or outsourcing”. All provisions of the LRA should be interpreted in the context to advance economic development, social justice, labour peace and democratisation of the workplace. One of the primary objects of the LRA is to give effect to and to regulate the fundamental rights of the Constitution of the Republic of South Africa, 1996. Thus section 197 is to be interpreted in light of the objectives of the LRA as well as to promote the spirit, purport and objects of the Bill of Rights. The common law and international law are both important sources of comparison. The common law allows employers who transfer businesses free to decide whether or not the transfer will include the employees of the transferor. International law, particularly the European Union and the United Kingdom, favour the approach that when an entity is transferred, it retains its identity after the transfer and the safeguarding of employee rights in the context of business transfers. European and English jurisprudence have shown that almost any combination of events can constitute a transfer of a business.

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