A thesis submitted in fulfilment for the requirement for the degree of Doctor of Philosophy in the Department of Psychology at the University of Zululand, 2006. / This study was conducted to ascertain whether uMkhanyakude District Municipality complies with the provisions of the Employment Equity Act No55 of 1998 and to examine whether the Municipality has devised recruitment methods that provide access to a wider pool of job applicants. Some of the outcomes derived from diversity initiatives are not easily quantifiable or measured but they clearly demonstrate the benefits that can be realized by an organization. Benefits such as: Improved organizational image stemming from more diverse positive reputation and the presence of diverse employees in key positions. Improved co-operation and communication within diverse work-teams, few as they are. Findings_ of this study indicated that cultural diversity is the least understood phenomenon and that the municipality has not made an effort to diversify. This is indicated by the fact that there are no African or White females in the strategic or decision making positions. This under-representation of women constitutes gender discrimination. Also the municipality has not made an effort to develop a strategy on diversifying despite submitting the workforce profile to the Department: of labour; no help has been forthcoming in order to develop equity policies to address high levels of under-representation.

Thesis (MPA.) -- University of Limpopo, 2020 / The purpose of this study was to investigate challenges in the implementation of Employment Equity Act in the University of Limpopo. The design of the research in this study is both qualitative and quantitative. Data were collected from HODs and Human Resources Officers. Structured interviews and questionnaires were used to collect data form the participants. Data were analysed quantitatively and qualitatively. Results revealed that there are more males in Senior Management levels than females in the University. Data further showed that the majority of Senior Management fall under age category 50-64 years old. The results show that most of the respondents hold highest qualifications which is masters and doctoral degree. It was found that most of the respondents are from Sepedi and Tshivenda speaking communities. The finding revealed that the University of Limpopo has been implementing the Employment Equity Act. However, the implementation of the EEA encountered certain challenges including among other resistant to change, poor networking, lack of employment equity awareness, undermining of the HR Officers by Selection Committee members and lack of qualified people with disabilities in certain positions. Another finding shows that the University has Employment Equity Plan with numerical target to be achieved. It found that the successful implementation of EEA will address the problem of unfair discrimination that people suffered as a result of race, gender, disability and sexual orientation. The findings further show that the University is strictly adhering to the stipulations of the EEA. It was found that employees in the University are not well informed of the Employment Equity Policies. Another finding shows that the University Employment Equity has been a very useful tool to promote equality in the University. The study recommends that the University should not deviate from the EEA especially when filling positions reserved for designated groups. It is recommended that HODs should familiarize themselves with the Act. It is recommended that the University use provincial demographics to set the EE targets. University must have EE Plan targets on the agenda at all meetings of the University’s Executive Committees. It is recommended that further discussion and monitoring need to be conducted at Executive Management level.

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

Wolfaardt (1995) states that organizations in South Africa are experiencing immense pressure to implement affirmative action due to political, socio-economic and social factors. Many of these organizations however, are still persisting with the status quo. Affirmative action has been incorporated into the philosophies and values of organizations, yet little progress has been made to this effect. The Anncron Clinic is one of more than 80 private hospitals and clinics of Afrox Healthcare Ltd, which aims to make employees in the hospital more representative of the community within which it is functioning. Affirmative action and equal job opportunity programs are implemented at the Anncron Clinic, but the outcome of the implementation of these programs is perceived to have a negative effect on productivity and mutual personnel relationships. The aim of this study was to determine the experiences of affirmative action of a private hospital's staff members. The researcher made use of an exploratory research design which aided him through the various stages of the research. This research helped the researcher in determining and understanding the experiences of affirmative action of the Anncron Clinic's staff members. A sample was drawn by selecting a group of six individuals from the services department. The total number of respondents was 15, which make up 8,6% of the Anncron Clinic's 174 employees. Various themes have been identified which influence employees of the &on Clinic's experience of affirmative action. These themes include pressure, suspicion, motivation, frustration, the behaviour of doctors, and management. Recommendations are presented regarding the acceptance of affirmative action in the Anncron Clinic. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Retention of key employees is becoming an increasingly important challenge faced by many organisations. With every employee that leaves the company, cost of recruitment and appointment, as well as training and development cost subsequent to that, are lost. The situation is aggravated by the fact that it is usually the higher performing employee who is more mobile from a career point of view, or the employee who has completed his/her training and who is more marketable, that is lost to the organisation. To effectively retain workers, employers must know which factors motivate their employees to stay on and which factors cause them to leave. The general research objective was to determine variables that influence the retention of designated employees within a platinum mine. A qualitative research design was used. Twenty four designated employees were selected randomly from the following occupations in the mining career path, namely Crew Captain in training, Crew Captain, Learner Official and Shift Supervisor. A qualitative measuring instrument, based on the phenomenological paradigm, was used to determine employees' perceptions of retention of designated employees. Content analysis was used to analyse, quantify, and interpret the research data. The results indicated that designated employees are poached by competitor companies; that designated employees leave for better payment or benefits; that they value opportunities for growth and development; that the Crew Captain title, job content and job category cause employees to be unhappy; that designated employees leave after receiving training and development; that they do not feel valued or listened to; that they are unhappy with accommodation benefits and the bonus system; that they are managed by fear; that job security makes designated employees to stay; that they leave due to poor benefits; that they are in general dissatisfied with the company; that work and safety conditions are good; that designated employees experience a lot of work pressure; that they value family responsibility; that designated employees with limited education stay; and that they experience racial discrimination. Recommendations for future research are also made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

Wolfaardt (1995) states that organizations in South Africa are experiencing immense pressure to implement affirmative action due to political, socio-economic and social factors. Many of these organizations however, are still persisting with the status quo. Affirmative action has been incorporated into the philosophies and values of organizations, yet little progress has been made to this effect. The Anncron Clinic is one of more than 80 private hospitals and clinics of Afrox Healthcare Ltd, which aims to make employees in the hospital more representative of the community within which it is functioning. Affirmative action and equal job opportunity programs are implemented at the Anncron Clinic, but the outcome of the implementation of these programs is perceived to have a negative effect on productivity and mutual personnel relationships. The aim of this study was to determine the experiences of affirmative action of a private hospital's staff members. The researcher made use of an exploratory research design which aided him through the various stages of the research. This research helped the researcher in determining and understanding the experiences of affirmative action of the Anncron Clinic's staff members. A sample was drawn by selecting a group of six individuals from the services department. The total number of respondents was 15, which make up 8,6% of the Anncron Clinic's 174 employees. Various themes have been identified which influence employees of the &on Clinic's experience of affirmative action. These themes include pressure, suspicion, motivation, frustration, the behaviour of doctors, and management. Recommendations are presented regarding the acceptance of affirmative action in the Anncron Clinic. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

Retention of key employees is becoming an increasingly important challenge faced by many organisations. With every employee that leaves the company, cost of recruitment and appointment, as well as training and development cost subsequent to that, are lost. The situation is aggravated by the fact that it is usually the higher performing employee who is more mobile from a career point of view, or the employee who has completed his/her training and who is more marketable, that is lost to the organisation. To effectively retain workers, employers must know which factors motivate their employees to stay on and which factors cause them to leave. The general research objective was to determine variables that influence the retention of designated employees within a platinum mine. A qualitative research design was used. Twenty four designated employees were selected randomly from the following occupations in the mining career path, namely Crew Captain in training, Crew Captain, Learner Official and Shift Supervisor. A qualitative measuring instrument, based on the phenomenological paradigm, was used to determine employees' perceptions of retention of designated employees. Content analysis was used to analyse, quantify, and interpret the research data. The results indicated that designated employees are poached by competitor companies; that designated employees leave for better payment or benefits; that they value opportunities for growth and development; that the Crew Captain title, job content and job category cause employees to be unhappy; that designated employees leave after receiving training and development; that they do not feel valued or listened to; that they are unhappy with accommodation benefits and the bonus system; that they are managed by fear; that job security makes designated employees to stay; that they leave due to poor benefits; that they are in general dissatisfied with the company; that work and safety conditions are good; that designated employees experience a lot of work pressure; that they value family responsibility; that designated employees with limited education stay; and that they experience racial discrimination. Recommendations for future research are also made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

Thesis (M.A.)--University of Toronto, 2009. / Source: Masters Abstracts International, Volume: 48-02, page: .