Recently, South African company law underwent a dramatic overhaul through the introduction of the Companies Act 71 of 2008. Central to company law is the promotion of corporate governance: companies no longer are accountable to their shareholders only but to society at large. Leaders should direct company strategy and operations with a view to achieving the triple bottom-line (economic, social and environmental performance) and, thus, should manage the business in a sustainable manner. An important question in company law today: In whose interest should the company be managed? Corporate governance needs to address the entire span of responsibilities to all stakeholders of the company, such as customers, employees, shareholders, suppliers and the community at large. The Companies Act aims to balance the rights and obligations of shareholders and directors within companies and encourages the efficient and responsible management of companies. The promotion of human rights is central in the application of company law: it is extremely important given the significant role of enterprises within the social and economic life of the nation. The interests of various stakeholder groups in the context of the corporation as a “social institution” should be enhanced and protected. Because corporations are a part of society and the community they are required to be socially responsible and to be more accountable to all stakeholders in the company. Although directors act in the best interests of shareholders, collectively, they must also consider the interests of other stakeholders. Sustainable relationships with all the relevant stakeholders are important. The advancement of social justice is important to corporations in that they should take into account the Constitution, labour and company law legislation in dealing with social justice issues. Employees have become important stakeholders in companies and their needs should be taken into account in a bigger corporate governance and social responsibility framework. Consideration of the role of employees in corporations entails notice that the Constitution grants every person a fundamental right to fair labour practices. Social as well as political change became evident after South Africa's re-entry into the world in the 1990s. Change to socio-economic conditions in a developing country is also evident. These changes have a major influence on South African labour law. Like company law, labour law, to a large extent, is codified. Like company law, no precise definition of labour law exists. From the various definitions, labour law covers both the individual and collective labour law and various role-players are involved. These role-players include trade unions, employers/companies, employees, and the state. The various relationships between these parties, ultimately, are what guides a certain outcome if there is a power play between them. In 1995 the South African labour market was transformed by the introduction of the Labour Relations Act 66 of 1995. The LRA remains the primary piece of labour legislation that governs labour law in South Africa. The notion of industrial democracy and the transformation of the workplace are central issues in South African labour law. The constitutional change that have taken place in South Africa, by which the protection of human rights and the democratisation of the workplace are advanced contributed to these developments. Before the enactment of the LRA, employee participation and voice were much-debated topics, locally and internationally. In considering employee participation, it is essential to take due cognisance of both the labour and company law principles that are pertinent: the need for workers to have a voice in the workplace and for employers to manage their corporations. Employee participation and voice should be evident at different levels: from informationsharing to consultation to joint decision-making. Corporations should enhance systems and processes that facilitate employee participation and voice in decisions that affect employees. The primary research question under investigation is: What role should (and could) employees play in corporate decision-making in South Africa? The main inquiry of the thesis, therefore, is to explore the issue of granting a voice to employees in companies, in particular, the role of employees in the decision-making processes of companies. The thesis explores various options, including supervisory co-determination as well as social co-determination, in order to find solutions that will facilitate the achievement of employee participation and voice in companies in South Africa. / LLD, North-West University, Potchefstroom Campus, 2015

Recently, South African company law underwent a dramatic overhaul through the introduction of the Companies Act 71 of 2008. Central to company law is the promotion of corporate governance: companies no longer are accountable to their shareholders only but to society at large. Leaders should direct company strategy and operations with a view to achieving the triple bottom-line (economic, social and environmental performance) and, thus, should manage the business in a sustainable manner. An important question in company law today: In whose interest should the company be managed? Corporate governance needs to address the entire span of responsibilities to all stakeholders of the company, such as customers, employees, shareholders, suppliers and the community at large. The Companies Act aims to balance the rights and obligations of shareholders and directors within companies and encourages the efficient and responsible management of companies. The promotion of human rights is central in the application of company law: it is extremely important given the significant role of enterprises within the social and economic life of the nation. The interests of various stakeholder groups in the context of the corporation as a “social institution” should be enhanced and protected. Because corporations are a part of society and the community they are required to be socially responsible and to be more accountable to all stakeholders in the company. Although directors act in the best interests of shareholders, collectively, they must also consider the interests of other stakeholders. Sustainable relationships with all the relevant stakeholders are important. The advancement of social justice is important to corporations in that they should take into account the Constitution, labour and company law legislation in dealing with social justice issues. Employees have become important stakeholders in companies and their needs should be taken into account in a bigger corporate governance and social responsibility framework. Consideration of the role of employees in corporations entails notice that the Constitution grants every person a fundamental right to fair labour practices. Social as well as political change became evident after South Africa's re-entry into the world in the 1990s. Change to socio-economic conditions in a developing country is also evident. These changes have a major influence on South African labour law. Like company law, labour law, to a large extent, is codified. Like company law, no precise definition of labour law exists. From the various definitions, labour law covers both the individual and collective labour law and various role-players are involved. These role-players include trade unions, employers/companies, employees, and the state. The various relationships between these parties, ultimately, are what guides a certain outcome if there is a power play between them. In 1995 the South African labour market was transformed by the introduction of the Labour Relations Act 66 of 1995. The LRA remains the primary piece of labour legislation that governs labour law in South Africa. The notion of industrial democracy and the transformation of the workplace are central issues in South African labour law. The constitutional change that have taken place in South Africa, by which the protection of human rights and the democratisation of the workplace are advanced contributed to these developments. Before the enactment of the LRA, employee participation and voice were much-debated topics, locally and internationally. In considering employee participation, it is essential to take due cognisance of both the labour and company law principles that are pertinent: the need for workers to have a voice in the workplace and for employers to manage their corporations. Employee participation and voice should be evident at different levels: from informationsharing to consultation to joint decision-making. Corporations should enhance systems and processes that facilitate employee participation and voice in decisions that affect employees. The primary research question under investigation is: What role should (and could) employees play in corporate decision-making in South Africa? The main inquiry of the thesis, therefore, is to explore the issue of granting a voice to employees in companies, in particular, the role of employees in the decision-making processes of companies. The thesis explores various options, including supervisory co-determination as well as social co-determination, in order to find solutions that will facilitate the achievement of employee participation and voice in companies in South Africa. / LLD, North-West University, Potchefstroom Campus, 2015

Text in Afrikaans / Summaries in Afrikaans and English / Bemagtiging van verpleegkundiges in gesondheidsdienste in Suid-Afrika bly 'n voortdurende kwessie en die mate waartoe verpleegbestuur verpleegkundiges bemagtig om outonoom op te tree, is onbekend. Wanneer verpleegkundiges bemagtig is, lei dit tot verbeterde pasientsorg deur middel van verhoogde produktiwiteit en werktevredenheid. Die wyse waarop bemagtiging van verpleegkundiges meet geskied is nog nie in SuidAfrika in diepte ondersoek nie. Die doel van hierdie studie was om daardie elemente wat vir die verpleegbestuurder noodsaaklik is om verpleegkundiges te kan bemagtig, te identifiseer. Deur middel van 'n beskrywende, ontdekkende studie wat van 'n vraelys gebruik gemaak het om inligting te bekom, is die nodige elemente gei'soleer. Verpleegbestuurders in gesondheidsdienste in die Gauteng-area het as teikengroep gedien. Definisies van bestuursbemagtiging is geanaliseer ten einde 'n konseptuele raamwerk te ken saamstel. Ses konsepte het die raamwerk vir hierdie studie gevorm, naamlik: • die bydrae van bestuurstrukture tot die bemagtiging van verpleegkundiges; • die rel van magsdeling in die bemagtiging van verpleegkundiges; • deelnemende besluitneming in die bemagtiging van verpleegkundiges; • die verpleegbestuurder se vaardighede en verantwoordelikhede in haar daaglikse taakontwerp en bestuur wat tot die bemagtiging van verpleegkundiges bydra; • motivering- en beloningstrategiee wat tot bemagtiging bydra; en • eienskappe wat kenmerkend van 'n bemagtigende verpleegbestuurder is. Uit die ontleding van die data het die volgende belangrike elemente ender andere na vore gekom: • Daar behoort gedesentraliseerde verspreiding van mag na die laagste moontlike vlak in die gesondheidsdiens plaas te vind; • Die voorstelle van verpleegkundiges behoort erken en indien aanvaarbaar, geimplementeer te word; • Gesag behoort op so n wyse gedelegeer te word dat onafhanklike besluitneming bevorder word; • Verpleegkundiges se take behoort sodanig ontwerp te word dat onafhanklike optrede in die werkplek bevorder word. Die bevindinge van hierdie studie het getoon dat verpleegbestuurders positief ingestel is betreffende die bemagtiging van verpleegkundiges. Hulle beskou dit as deel van hulle bestuursfunksie. 'n Uitdaging waarmee die bestuurder van die toekoms te kampe sal he, is die van 'n omvattende begrip vir personeellede en om van beheer deur middel van streng burokratiese reels, af te sien. / Empowerment of nurses in health services in South Africa remains an ongoing issue, but the extent to which nursing management empowers nurses to act autonomously is not known. When nurses are empowered patient care and nursing services improve through enhanced productivity and job satisfaction. The way in which nurses could be empowered by management has yet to be addressed by researchers in South Africa. The aim of the present study was to identify those essential elements through which nurse managers can empower nurses. By making use of a descriptive exploratory study, utilizing a questionnaire to acquire the necessary information, the essential elements were isolated. Nurse managers in health services in the Gauteng region formed the target group. Definitions of empowerment in management were analyzed and from this a conceptual framework regarding empowerment was formulated. Six concepts served as the basis of this study: • the contribution of management structures, towards the empowerment of nurses; • the role of power-sharing in the empowerment of nurses; • participative decision making in the empowerment of nurses; • the management skills and responsibilities of the nurse manager in her daily task design and management that contribute to the empowerment of nurses; • motivation and reward strategies that contribute towards empowerment; • attributes which characterise an empowered nurse manager. From the analysis of. the data the following important elements among others emerged: • Decentralization of the distribution of power to the lowest possible level should take place in the health services; • The suggestions of nurses should be acknowledged and if found acceptable, to be implemented; • Authority should be delegated in such a way that independent decision making by nurses is enhanced; • Nurses' tasks should be designed in a way that promote independent performance in the work place. The findings of this study revealed that nurse managers are favourably disposed towards the empowerment of nurses. They see this as part of their managerial function. A challenge which confronts the manager of the future is that of comprehensively understanding staff members, and setting aside control through bureaucratic behaviour. / Health Studies / D. Litt. et Phil.

This dissertation focuses on investigating the relationship between organisational culture and employee engagement in a Public Service department. In this quantitative study, undertaken in a South African Public Service department (North West province), dimensions of organisational culture (measured by the South African Culture Instrument) were correlated with the dimensions of employee engagement (measured by the South African Engagement Measurement). Correlational analyses revealed a statistically significant positive relationship between each of the dimensions of organisational culture and employee engagement, respectively. ANOVA statistical technique was used to determine whether significant differences exist between groups. Regression analyses revealed that leadership, employee needs and objectives, vision and mission, management processes and internal relationships would predict employee engagement. Leadership made the most significant predictor of employee engagement. The means to achieve objectives dimension showed no effect in predicting employee engagement. This indicates that positive perceptions of organisational culture are likely to be related to higher levels of employee engagement. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

Text in Afrikaans / Summaries in Afrikaans and English / Bemagtiging van verpleegkundiges in gesondheidsdienste in Suid-Afrika bly 'n voortdurende kwessie en die mate waartoe verpleegbestuur verpleegkundiges bemagtig om outonoom op te tree, is onbekend. Wanneer verpleegkundiges bemagtig is, lei dit tot verbeterde pasientsorg deur middel van verhoogde produktiwiteit en werktevredenheid. Die wyse waarop bemagtiging van verpleegkundiges meet geskied is nog nie in SuidAfrika in diepte ondersoek nie. Die doel van hierdie studie was om daardie elemente wat vir die verpleegbestuurder noodsaaklik is om verpleegkundiges te kan bemagtig, te identifiseer. Deur middel van 'n beskrywende, ontdekkende studie wat van 'n vraelys gebruik gemaak het om inligting te bekom, is die nodige elemente gei'soleer. Verpleegbestuurders in gesondheidsdienste in die Gauteng-area het as teikengroep gedien. Definisies van bestuursbemagtiging is geanaliseer ten einde 'n konseptuele raamwerk te ken saamstel. Ses konsepte het die raamwerk vir hierdie studie gevorm, naamlik: • die bydrae van bestuurstrukture tot die bemagtiging van verpleegkundiges; • die rel van magsdeling in die bemagtiging van verpleegkundiges; • deelnemende besluitneming in die bemagtiging van verpleegkundiges; • die verpleegbestuurder se vaardighede en verantwoordelikhede in haar daaglikse taakontwerp en bestuur wat tot die bemagtiging van verpleegkundiges bydra; • motivering- en beloningstrategiee wat tot bemagtiging bydra; en • eienskappe wat kenmerkend van 'n bemagtigende verpleegbestuurder is. Uit die ontleding van die data het die volgende belangrike elemente ender andere na vore gekom: • Daar behoort gedesentraliseerde verspreiding van mag na die laagste moontlike vlak in die gesondheidsdiens plaas te vind; • Die voorstelle van verpleegkundiges behoort erken en indien aanvaarbaar, geimplementeer te word; • Gesag behoort op so n wyse gedelegeer te word dat onafhanklike besluitneming bevorder word; • Verpleegkundiges se take behoort sodanig ontwerp te word dat onafhanklike optrede in die werkplek bevorder word. Die bevindinge van hierdie studie het getoon dat verpleegbestuurders positief ingestel is betreffende die bemagtiging van verpleegkundiges. Hulle beskou dit as deel van hulle bestuursfunksie. 'n Uitdaging waarmee die bestuurder van die toekoms te kampe sal he, is die van 'n omvattende begrip vir personeellede en om van beheer deur middel van streng burokratiese reels, af te sien. / Empowerment of nurses in health services in South Africa remains an ongoing issue, but the extent to which nursing management empowers nurses to act autonomously is not known. When nurses are empowered patient care and nursing services improve through enhanced productivity and job satisfaction. The way in which nurses could be empowered by management has yet to be addressed by researchers in South Africa. The aim of the present study was to identify those essential elements through which nurse managers can empower nurses. By making use of a descriptive exploratory study, utilizing a questionnaire to acquire the necessary information, the essential elements were isolated. Nurse managers in health services in the Gauteng region formed the target group. Definitions of empowerment in management were analyzed and from this a conceptual framework regarding empowerment was formulated. Six concepts served as the basis of this study: • the contribution of management structures, towards the empowerment of nurses; • the role of power-sharing in the empowerment of nurses; • participative decision making in the empowerment of nurses; • the management skills and responsibilities of the nurse manager in her daily task design and management that contribute to the empowerment of nurses; • motivation and reward strategies that contribute towards empowerment; • attributes which characterise an empowered nurse manager. From the analysis of. the data the following important elements among others emerged: • Decentralization of the distribution of power to the lowest possible level should take place in the health services; • The suggestions of nurses should be acknowledged and if found acceptable, to be implemented; • Authority should be delegated in such a way that independent decision making by nurses is enhanced; • Nurses' tasks should be designed in a way that promote independent performance in the work place. The findings of this study revealed that nurse managers are favourably disposed towards the empowerment of nurses. They see this as part of their managerial function. A challenge which confronts the manager of the future is that of comprehensively understanding staff members, and setting aside control through bureaucratic behaviour. / Health Studies / D. Litt. et Phil.

Abstract in English, Afrikaans and Zulu / The general aim of the research was to investigate the components and nature of a psychosocial framework for conflict management in organisations. The research investigated the way in which such a framework manifests by exploring the relationship dynamics between the antecedents (leadership, organisational culture and employee voice), mediators (employee engagement and organisational trust), and outcome variables (conflict management – conflict types and interpersonal conflict handling styles), as moderated by socio-demographic factors (race, gender, age, qualification, job level, income level, tenure, employment status, trade union representation, trade union membership, sector, employee numbers, organisational size, employee engagement programme). The associations between individuals’ personal and organisational characteristics were further explored to determine significant differences between these variables. A quantitative cross-sectional survey was conducted amongst a non-probability sample of adult workers who were employed in South African-based organisations (n = 556). Canonical correlation analysis, mediation modelling, and structural equation modelling were conducted to identify the core empirical components of the framework. A critical review of the interrelated dynamics of the framework components revealed that the mediating variables of employee engagement (job engagement and organisational engagement) and organisational trust (commitment, dependability, integrity) were vital in intensifying the direction and strength of the link between leadership behaviour, organisational culture, conflict types (task, relational, process and status conflict, group atmosphere and conflict resolution potential), and various interpersonal conflict handling styles (integrating, avoiding, dominating, obliging, compromising). Stepwise multiple regression revealed that number of employees, a formal employee engagement programme, and job level were the three most important socio-demographic variables to consider in a conflict management framework, followed by age. The hierarchical moderated regression analysis showed that age, union membership, job level, number of employees, and formal employee engagement programme were important moderating factors to consider in the framework. Tests for significant mean differences indicated significant dissimilarities in terms of the socio-demographic variables. Theoretically, the study advances the understanding of conflict management behaviour and its antecedents in the South African workplace. The empirically tested psychosocial framework informs workplace conflict management interventions from an employment relations perspective which may contribute to enhanced organisational performance. / Die algemene doel van die navorsing was om ondersoek in te stel na die komponente en aard van ʼn psigososiale raamwerk vir konflikbestuur in organisasies. Die navorsing het die manier waarop so ʼn raamwerk manifesteer, bestudeer – deur verkenning van die verhoudingsdinamika tussen die voorgangers (leierskap, organisasiekultuur en werknemer se stem), bemiddelaars (werknemerbetrokkenheid en vertroue in ʼn organisasie), en uitkomsveranderlikes (konflikbestuur – tipes konflik en hanteringstyle ten opsigte van interpersoonlike konflik), soos getemper deur sosiodemografiese faktore (ras, geslag, ouderdom, kwalifikasie, posvlak, inkomstevlak, ampsbekleding, aanstellingstatus, vakbondverteenwoordiging, vakbondlidmaatskap, sektor, werknemergetalle, organisasiegrootte, werknemerbetrokkenheidprogram). Die assosiasies tussen individue se persoonlike en organisasiegebonde eienskappe is verder bestudeer om betekenisvolle verskille tussen hierdie veranderlikes te bepaal. ʼn Kwantitatiewe deursnee-opname is gemaak onder ʼn nie-waarskynlikheidssteekproef van volwasse werkers in diens van Suid-Afrikaans-gebaseerde organisasies (n = 556). Kanoniese korrelasie-ontleding, bemiddelingsmodellering, en strukturele vergelykingsmodellering is gedoen om die kern- empiriese komponente van die raamwerk te identifiseer. ʼn Kritiese beskouing van die onderling verwante dinamika van die raamwerkkomponente het getoon dat die bemiddelende veranderlikes van werknemerbetrokkenheid (werksbetrokkenheid en organisasiebetrokkenheid) en vertroue in die organisasie (toewyding, betroubaarheid, integriteit) deurslaggewend was in die intensifisering van die rigting en sterkte van die skakel tussen leierskapsgedrag, organisasiekultuur, konfliktipes (taak-, relasionele, proses- en statuskonflik, groepatmosfeer en konflikoplossingspotensiaal), en verskillende hanteringstyle ten opsigte van interpersoonlike konflik (integrerend, vermydend, dominerend, inskiklik, kompromitterend). Stapsgewyse meervoudige regressie het getoon dat die aantal werknemers, ʼn formele werknemerbetrokkenheidsprogram, en posvlak die drie belangrikste sosiodemografiese veranderlikes was om mee rekenskap te hou in ʼn konflikbestuursraamwerk, gevolg deur ouderdom. Die hiërargiese gemodereerde regressie-ontleding het getoon dat ouderdom, vakbondlidmaatskap, posvlak, aantal werknemers, en formele werknemerbetrokkenheidsprogram belangrike modererende faktore was om in gedagte te hou in die raamwerk. Toetse vir noemenswaardige gemiddelde verskille het aansienlike ongelyksoortighede ten opsigte van die sosiodemografiese veranderlikes getoon. Teoreties bevorder die studie die begrip van konflikbestuursgedrag en die voorgangers daarvan in die Suid-Afrikaanse werkplek. Die empiries getoetste psigososiale raamwerk vorm konflikbestuursintervensies in die werkplek vanuit ʼn werksverhoudingeperspektief wat kan bydra tot verbeterde organisasieprestasie. / Inhloso jikelele yocwaningo kwaba ukuphenya izingxenye nemvelo yohlaka lwezengqondo lokuphathwa kokungqubuzana ezinhlanganweni. Ucwaningo luphenye indlela lapho uhlaka olunjalo lubonisa ngokuhlola amandla obudlelwano phakathi kwezinqumo (ubuholi, isiko lenhlangano nezwi lesisebenzi), abalamuli (ukuzibandakanya kwesisebenzi kanye nokwethembana kwenhlangano), kanye nemiphumela eguquguqukayo (ukuphathwa kokungqubuzana - izinhlobo zokungqubuzana nezindlela zokuphatha ukungqubuzana phakathi kwabantu), njengoba kuhlaziywe yizici zenhlayo yeningi labantu (uhlanga, ubulili, ubudala, imfanelo, izinga lomsebenzi, izinga lomholo, ukusebenzisa umhlaba, isimo somsebenzi, ukumelwa yinyunyana, ubulunga benyunyana, imboni, izinombolo zabasebenzi, ubungako benhlangano, uhlelo lokuzibandakanya kwesisebenzi). Ukuhlangana phakathi komuntu siqu kanye nezici zenhlangano kuphinde kwahlola umehluko omkhulu phakathi kwalokhu okuguquguqukayo. Inhlolovo esezingeni eliphansi yesigaba yenziwe phakathi kwesampula elula yabasebenzi abadala abebeqashwe ezinhlanganweni ezisekelwe zaseNingizimu Afrika (n = 556). Ukuhlaziya kokuxhumanisa kohlu lwezincwadi, ukulamula kwesifanekiso, kanye nesifanekiso sesakhiwo kwenziwa ukukhomba izingxenye ezisemqoka ezinokwehla kohlaka. Isibuyekezo esibucayi samandla ahambisana nezingxenye zohlaka siveze ukuthi ukulamula okuguqukayo kokuzibandakanya kwesisebenzi (ukuzibandakanya komsebenzi nokuzibandakanya kwenhlangano) kanye nokwethembana kwenhlangano (ukuzinikela, ukwethembeka, ubuqotho) kwakubalulekile ekwandiseni ukuqondiswa namandla oxhumano phakathi kokuziphatha kwabaholi, isiko lenhlangano, izinhlobo zokungqubuzana (umsebenzi, ezingubudlelwano, inqubo nesimo sokungqubuzana, isimo sokuzwana eqenjini kanye namandla okuxazulula ukungqubuzana), kanye nezindlela zokuphatha ukungqubuzana okuhlukahlukene phakathi kwabantu (ukuhlanganisa, ukugwema, ukubusa, ukubopha, ukuyekethisa). Ngokuhamba kwesinyathelo ekuhlehleni okuningi kwaveza ukuthi inani labasebenzi, uhlelo lokuzibandakanya olusemthethweni lwesisebenzi, kanye nezinga lomsebenzi kwakuyizinguqunguquko ezintathu ezibaluleke kakhulu zenhlalo yeningi abantu okufanele bazicabange ohlakeni lokuphathwa ukungqubuzana, kulandelwe ubudala. Ukuhlaziywa okuphezulu kokuhlehla kokuhlaziya kubonise ukuthi ubudala, ubulunga benyunyana, izinga lomsebenzi, inani lezisebenzi, kanye nohlelo lokuzibandakanya olusemthethweni lwesisebenzi kwakuyizici ezibalulekile zokulinganisa okufanele zicatshangwe ohlakeni. Uvivinyo lokwehlukahlukana lukhombise ukungafani okubalulekile ngokuya kweziguquguqukayo zenhlalo yeningi labantu. Ngokucatshangwayo isifundo sikhuthaza ukuqondisisa ukuphathwa kokungqubuzana kokuziphatha kanye nezinqumo zako endaweni yomsebenzi eNingizimu Afrika. Ukuhlolwa okunamandla kohlaka lwezengqondo lwazisa ukungenelela kokuphathwa kokungqubuzana endaweni yomsebenzi ngombono wobudlelwano emsebenzini okungaba nomthelela ekwenzeni ngcono ukusebenza kwenhlangano. / Human Resource Management / D. Phil. (Human Resource Management)