This research investigates the relationship between leadership styles and different types of organisational commitment in Eskom Eastern Region. The literature provided discusses the leadership and organisational commitment. Information was gathered, using two instruments, from a sample of 86 leaders and 334 raters. The Multifactor Leadership Questionnaire, which was formulated from Bass and Avolio’s (1997) Full Range Leadership Development Theory, was used to determine leadership style within the organisation. Employee commitment was captured using Bagraim’s (2004) Organisational Commitment, a South African adaptation of Meyer and Allen’s (1997) Three-Component Model of employee commitment. Leadership was identified as the independent variable and organisational commitment as the dependent variable. Data obtained from each of the research instruments was then statistically analysed. Two-tailed correlation analysis showed that although the relationship is not strong, there is a positive relationship between the transformational leadership behaviours and commitment (affective commitment, continuance commitment and normative commitment). The correlation analysis also indicates a weak, but significant, positive relationship between transactional leadership behaviours and continuance commitment. However, no statistically significant correlation was found between transactional leadership behaviours and affective commitment as well as between transactional leadership behaviours and normative commitment. The correlation results showed a weak, but significant, negative correlation between laissez-faire leadership behaviours and affective commitment. There was no statistically significant correlation between laissez-faire leadership behaviours and continuance commitment as well as between laissez-faire leadership behaviours and normative commitment. Overall findings from this study suggest that transformational and transactional leadership behaviours do play important roles in determining levels of affective commitment, continuance commitment and normative commitment. These findings also reveal that the laissez-faire leadership behaviour had a negative relationship with affective commitment. This research therefore adds a new dimension to the body of literature that will help researchers’ efforts to understand the relationship between leadership style and organisational commitment. As this research takes place in the South African context, it contributes to the bank of findings relating to the development of organisational commitment.

The aim of this research is to evaluate the Eskom customer safety education programme in the Queenstown Customer Services Area. The research focuses on the implementation of the programme with the aim of assessing whether there is need for optimisation in the way that the customer education and training is delivered. The paper consists of three sections. Section one is directed to Eskom and is made up of (i) a review of the literature that is relevant to the Eskom safety education programme, (ii) the findings made from the study and (iii) recommendations from the author. Section two is a review of the key concepts which were identified for this paper and these are: (i) education and training, (ii) consumer education, (iii) citizenship education, (iv) training programme development, and (v) training programme evaluation. Section three provides detail on and justifies the research methodology that was followed for this paper. The author adopted the deductive approach and collected data from literature sources and Eskom documents as well as face-to-face interviews with the Eskom trainers and customers. Qualitative data was collected from the interviews and is presented in section one of the report in the form of (i) narratives, (ii) graphs and (iii) tables. The research has identified some shortcomings in the delivery of the training and recommendations have been made on how these shortcomings can be addressed. Trainer skills, training evaluation and training tools are amongst the issues that require attention in the Queenstown Customer Services Area. The results revealed that 67 percent of the trainers have not received training related to conducting customer forums. Inconsistencies with regard to the evaluation of the training interventions were also identified and there were differences in terms of the training tools that are utilised at the forums. The recommendations made by the author are based on the literature that was reviewed as part of this study and are aimed at addressing the delivery of the training. The respondents all displayed an understanding of the objectives of the Eskom safety education programme and made recommendations in terms of how Eskom can reduce the tampering of Eskom equipment. The recommendations made included the involvement of the community as well as unannounced door-to-door audits aimed at identifying damaged and tampered Eskom equipment. These recommendations are in line with the guiding principles of safety education presented in McWhirter (2008: 32) which include the involvement of young people in real decisions to help them stay safe, as well as the use of active approaches in addressing safety issues. A review of the electrical contact incidents which were reported to Eskom in 2011/12 revealed that in 61,5 percent of the cases that occurred in the Eastern Cape, Eskom had conducted electricity safety education before the incidents occurred. The recommendations in terms of the training delivery should be implemented to improve the delivery of the training. The author however recommends further research on how Eskom can reduce the number of electrical contact incidents that occur, as it has been proven through previous studies that safety education “has an impact on knowledge, behaviour, risk and skills and no papers have provided evidence of the impact of safety education on injury rates” (Mulvaney, Watson and Errington, 2012: 27).

This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.

The aim of this research is to evaluate the level of service quality provided by Eskom to its Large Power User (LPU) customer segment in the Eastern Cape. The research uses the SERVQUAL model in order to assess the customers’ expectations and perceptions of the service provided by Eskom. This evaluation report comprises three sections. Section one consists of (a) a review of service quality literature that exists and is applied to Eskom where relevant, (b) a summary of the method used to conduct the research, (c) the research findings, and (d) a discussion of the research findings and recommendations. Section two consists of a review of the key concepts identified for this study as follows: (a) defining customer service quality by looking at the concepts of the customer, service, quality and the dimensions of quality, (b) the importance of service quality, (c) the components of service quality in Eskom, (d) models of service quality, and (e) the SERVQUAL model used in this study. Section three consists of the detail of the research methodology used to conduct this study. The Gap Model of Service Quality (Parasuraman et al., 1985:44) is evaluated in order to understand the gaps between expected and perceived service. The provider gap (Zeithaml et al., 2006: 34) is also reviewed in order to identify the gaps that occur within the organisation. An extensive review of customer service quality models is undertaken before a discussion of the SERVQUAL model, which was used in this evaluation study, is provided. The researcher adopted the critical realism research paradigm and quantitative data was collected from a sample of 120 Eskom customers within the LPU customer segment in the Eastern Cape. These customers were randomly selected from the Eskom Customer Care and Billing database and comprised customers from Port Elizabeth, Aliwal North, Mthatha and East London Areas within the Eastern Cape. The data was collected online through a questionnaire which was based on SERVQUAL and modified for electricity services. The quantitative data obtained from the study is presented in the form of tables and graphs created from the data obtained from the 45 customers who responded to the questionnaire. The gaps between LPU customer perceptions and expectations were calculated for the five SERVQUAL dimensions. The research identifies the existing gaps in the service delivered by Eskom; this is based on the perceptions and expectations of the LPU customers in the Eastern Cape, who participated in the study. The results reveal that gaps exist between LPU customer perceptions and their expectations of the service provided by Eskom in the Eastern Cape. The key findings reveal that the largest gaps are within the reliability and empathy dimensions and the smallest gap is in the tangibles dimension. The recommendations were made on the basis of the gaps which were identified and these focus on the training of the front line staff responsible for servicing customers. It is recommended that this training should include an overview of the organisation’s policies and procedures to enable employees to respond adequately to customer queries. Recommendation is also made on training staff to interact with customers effectively in order to resolve customer queries satisfactorily. Finally, it is recommended that regular assessments of the existing customer service quality levels are conducted in order for the organisation to remain aware of the current customer perceptions and expectations

M.A. / Literature studies have shown that the organization, as well as the individual in the organization is directly affected by violence. The reasons and characteristics of violence have an emotional impact on the employee, and requires of him to work through the impact of incidents in his own time. The result of this process is delayed psychological growth, less creativity which eventually has an impact on productivity. Workmotivation is the force behind reaching goals individually as well as for the organization. External factors which includes violence, have an influence on the employee's ability to feel satisfied in his work situation. The goal of this research study is to determine if Eskom employees that were exposed to incidents of violence have a workmotivation profile that can be identified. A sample was selected with available statistics in Eskom, as well as the snowball method. The sample included 220 respondents. The respondents completed a unstuctured questionnaire, where they had to identify incidents in their work situation that made them feel good / happy, and incidents that made them feel bad / unhappy. The questionnaire was developed by Frederick Herzberg (1968) as part of his motivation hygiene theory where factors of worksatisfaction and rkdissatisfaction were identified. The results were computerized, and quantified by means of descriptive statistics. A workmotivation profile was constructed from the data. The study confirmed that a workmotivation profile of employees that have been subjected to incidents of violence can be identified. Determinants of worksatisfaction and work dissatisfaction were identified as responsibility, supervision, content of work, recognition, promotion, circumstances at work, personal circumstances and violence. On this profile violence received the highest percentage as a determinant of workdissatisfaction.

MPM / Oliver Tambo Institute of Governance and Policy Studies

This study investigated the causes of employee dissatisfaction by means of a case study of the Business Application Solution Centre (BASC) at the Eskom Academy of Learning (EAL). The rationale for the study was to contribute further to a general understanding of employee dissatisfaction. This study highlighted the issue of the under-representation of blacks and females (of all races) in senior positions, and further emphasised appointment and recruitment issues that promote unfair labour practices, organisational culture and structure issues that undermine workplace relations, and the extent to which management responds to the abovementioned issues. A mixed method approach was employed to gather data from BASC employees. Qualitative data was collected by means of one focus group discussion and nine in-depth, face-to-face interviews. For the focus group and face-to-face interviews, purposive sampling was used for the selection of respondents, in order to ensure representation on all race, gender and occupational strata. A semi-structured questionnaire was used for both the focus group and face-to-face interviews. The questioning route was guided by the themes of gender, appointment and recruitment issues, culture and structure issues, and management response and practice. Quantitative data was collected by means of an online survey. Even though the online survey link was sent to employees on all strata, top managers did not participate. The use of a web-based online survey had an element of immediacy and also ensured maximum confidentiality, as responses were transferred to a development server with no link or trace to the respondents. The study revealed many underlying causes of employee dissatisfaction, such as the following: (1) the main drivers of black and female under-representation in top positions were lack of skills development, mentoring and career-pathing; (2) among the recruitment and appointment practices leading to employee dissatisfaction was the appointment of employees to ‘acting’ rather than permanent management positions; (3) there was a perception that managers abused their authority by promoting their favourites and overlooking those who they did not like; (4) although an affirmative action (AA) policy had been implemented at BASC, it was felt that employees should be appointed and promoted on merit, and that this should be accompanied by mentoring; (5) in some instances, the hiring of consultants deprived employees of opportunities to perform critical tasks. The fact that consultants were paid more than employees was also a source of discontent; (6) appointment criteria were non-transparent, and respondents revealed that they knew who was going to be appointed even before the recruitment process had been completed; (7) a bureaucratic culture was found to be the main organisational culture issue undermining workplace relations. On the other hand, a culture of teamwork appeared to reduce dissatisfaction and enhance unity; (8) the major organisational structure issues undermining workplace relations were managers who lacked managerial competencies and unequal payment on the same grade; (9) employees who stood their ground were given a low rating during performance appraisals. Others were bullied by senior managers and colleagues, who were rude towards them; (10) a hostile working relationship between managers and employees was caused by managers who lacked human resource skills; and (11) junior managers were undermined by employees who bypassed them and went straight to senior managers to discuss workplace issues. This study addresses both the general lack of information regarding the causes of employee dissatisfaction in South Africa, and of employee dissatisfaction in the information and communication technology (ICT) workplace environment. The findings of the study will also contribute towards a better understanding of the general causes of employee dissatisfaction. The results of this study suggest that more in-depth investigations of the causes of employee dissatisfaction are necessary to fully address this issue, and in order to ultimately prevent a further increase in the rate of employee turnover. Some implications for further research became apparent during the course of this study: similar studies on employee dissatisfaction should be conducted with top managers; studies on the experience of managers appointed to acting positions should be undertaken; and follow-up studies on employee dissatisfaction should be conducted as causes are addressed and relevant interventions are implemented. / Business management / D.Litt. et Phil. (Sociology)

The present study examines whether recognition of prior learning (RPL) is being implemented in the workplace, its effectiveness and impact on improving the lives of the previously disadvantaged groups and its contribution towards enhancing a culture of lifelong learning in South Africa. The main aim of this research is to explore the implementation of RPL and the extent of its effectiveness in the workplace, with particular focus on Northern Region of the Eskom Distribution. This was hoped to be addressed through the following objectives: The first objective was to determine the extent to which Eskom employees are aware of the RPL practices and to ascertain the level of awareness among employees. The second objective was to explore the current trends and practices on RPL at the workplace. The third objective was to determine and identify if there are any gaps. The last objective was to suggest ways that can be used to strengthen the RPL practice in the workplace. To this end, a questionnaire was administered to a randomly selected sample of 242 employees. In addition, interviews were conducted with three purposively selected (information rich) participants. The findings reveal that Eskom has policies and guidelines on RPL and a clearly stipulated purpose which is in line with the National Qualifications Framework (NQF), however, the current RPL policies and procedures have not been piloted within the Northern Region, the information has not yet reached everyone in the business, and employees’ level of awareness is still low. Findings also reveal that RPL does exist in Distribution and efforts to implement it are visible/traceable. A number of milestones and achievements are noted in the business as a whole as well as in the region, although a lot still needs to be done to ensure full and effective implementation. The last finding shows that there are a number of gaps and challenges impeding the success of RPL. These range from capacity building to quality assurance. On the basis of the findings, a number of recommendations to strengthen the RPL practice in the workplace are proposed and suggested. / Psychology of Education / M. Ed. (Psychology of Education)

Thesis. (D. Tech. - Business, Faculty of Management Sciences)--Vaal University of Technology, 2010. / The study explored the South African coal mining industry and it’s role players to establish the causes of the bottlenecks/constraints experienced in the coal mining industry supply chain. A qualitative research paradigm methodology was used. Both theoretical and philosophical assumptions were utilised with inferences from and references to works by other researchers to broaden the knowledge horizons for the study. Thirteen supply chain executives and professionals from the key role players in the coal mining industry were interviewed and provided invaluable input for the study. The study determined the presence of communication barriers between the industry role players in the public and private institutions that culminated in main themes and sub-themes being established from which the industry constraints were uncovered. The study identified six main constraints affecting the various role players within the coal mining supply chain and it culminated in the model that would enable the industry to minimise such constraints. To this end, the study proposes the development of an Integrated Strategy for the Development of Coal Mining (ISDCM).The model is based on the public and private partnership arrangement that would alleviate most of the prevailing constraints when implemented. The model would furthermore have the capacity to rectify most of the existing constraints. It would be funded from the commercial sector and would operate on triple bottom lines of economic, social and environmental factors, with equal weight. This is a desirable direction for the future in order to maintain sustainable development. Emanating from the study are policy and research recommendations for the South African coal mining industry, covering the coordination of the critical areas of the proposed integrated strategy for the development of the coal mining industry. Such recommendations include further research into new coal mines and power stations as well as perceptions and expectations of potential investors in the industry, among others.

ESKOM is moving towards a price structure for electricity which reflects, as far as possible, the real cost of generation. It is called real time pricing (RTP). ESKOM developed this cost structure to coax customers to use more electricity in off-peak periods (low cost of generation) and less electricity in peak periods (high cost of generation). However, many industries do not effectively use these price offerings from ESKOM to the detriment of themselves and ESKOM. In previous research improvements to this situation for the South African mining industry were investigated. ESKOM funded research to find the potential for load shifting on mines using RTP. The RTP investigation focused on the supply side management (SSM) in the mining context of underground services on gold and platinum mines. Elements investigated included the ventilation, cooling and pumping (VCP) systems. (Except for pumps, these plants are generally installed aboveground.) Previous research showed a national RTP and SSM potential to shift 500 MW of electrical load for a period of 5 hours. Through the previous research it became clear that the mines were previously able to react partially to the price signals. However, it was proved by the research that the full load shift potential can only be realised through the use of integrated dynamic simulation and optimisation. An even higher potential exists for load shift and electricity efficiency through demand side management (DSM) on the underground services. Therefore, if underground DSM strategies are combined with SSM strategies, a further and much bigger potential can be exploited to the benefit of ESKOM and the mines. Due to these factors this study was undertaken. Three case study mines were identified for this study. They are Kopanang and Target, both gold mines, and Amandelbult, a platinum mine. The DSM potential on each of these mines was calculated using simulation, calibration, verification and optimisation. These results were presented to mine management to negotiate the implementation of the proposed strategies on one of the mines. Kopanang's management agreed to the implementation of these strategies for a trial period of 3 months after which the success would be evaluated. The results of the implementation, together with the case study results, were used to calculate the national DSM potential in the mining sector through extrapolation. The DSM potential amounts to 650 MW of load per day as well as 5% on electricity consumption. This amounts to a potential saving of R72.1 million per year using current tariffs. This means that ESKOM can save about R5000 million on the building of a new power station to supply the equivalent load to the DSM potential. Now that the national impact has been calculated and discussed, all these findings must be used to motivate the implementation of these strategies throughout the mining sector. A similar project can be undertaken to look at possible DSM strategies in the industrial sector. This might prove to be more difficult as the electricity intensive systems are mostly all linked to the final production. In the mind of management this out-weighs the possible cost savings that can be achieved. ESKOM and the NER will have to rethink their strategy. Through DSM and load shifting actions alone the pending electricity crisis will not be averted. The current tariff structures should be amended to not only reflect the true cost of electricity but also provide incentive for DSM and load shifting. Another problem that must be addressed to achieve the DSM targets set for 2007 is the time that it takes to complete the study as well as the implementation time. Software can easily be created to help in the speeding up of the case study itself, as the process and steps followed, as well as models used, are very generic (at least in the gold and platinum mining sector). / Thesis (Ph.D. (Mechanical Engineering))--North-West University, Potchefstroom Campus, 2004.