The legacy of the apartheid education system in South Africa has created many challenges. Some of these challenges involve the management of public schools. There was a resistance to change, creating serious managerial problems at many schools which in turn led to deterioration in the quality of education. The first post-apartheid government led by former president, Nelson Mandela and, the subsequent administration led by presidents Thabo Mbeki and Jacob Zuma have emphasized the centrality of education as part of the human development strategy for South Africa. The current administration (Jacob Zuma) has taken this initiative a step further by giving education peak priority. In order to drive this initiative, the government has placed Mathematics, Science and Technology Education on the agenda for the development of scarce in the Further Education and Training (FET) band of the South African schooling system. This has led to the introduction of the National Strategy for Mathematics, Science and Technology Education (NSMSTE) as a policy option for the development of scarce skills in some selected schools throughout the nine provinces of South Africa. This study looks at how the implementation of this policy is managed in the Free State province. Since 1994 the government‘s attempts to transform education have been stifled by the failures to translate good policies into sound practices. In describing the failures of the African National Congress (ANC) led administration to implement policies, Biko (2013:191) uses an analogy of a failure to discern the dynamics of competing in a world competitive sport wherein all countries out-compete each other in the preparation of their children for the global workforce of the future. Biko (2013:191), further states that this global workforce does not have boundaries, it is not hindered by language barriers and it is also not tolerant of inflexibility. For the future generations, to be globally competitive, schools must provide quality education. This requires effective and efficient management. Like many other countries, South Africa has made strides in the area of access to education; quality education remains a major drawback. Mathematics and Science education is a flag point of every discussion on quality education. Many university‘s degrees and careers such as engineering require a good grounding in Mathematics and Science. Schools in South Africa incessantly produce few passes in Mathematics and Science. A study that looks into the management practices of the implementers of national policy on the development of scarce skills at school level is expedient. This is a Public Administration study that contributes towards the body of knowledge in finding the solutions for the school managers to implement NSMSTE. Although the challenges of managing schools are intricate and also permeate the broader spectrum of South African schools, provinces are unique in terms of infrastructure and human capital. It is for this reason that the scope of this study is only limited to the human capital of schools in the Free State province. Lessons derived from this study are likely to be applicable to other provinces of South Africa. / Thesis (PhD)--University of Pretoria, 2014. / lk2014 / School of Public Management and Administration (SPMA) / PhD / unrestricted

Legislation clearly stipulates for the principle of public service delivery to all the citizens of the country. It is the task of national and provincial government departments to prioritise service delivery (RSA, 1997:10). The quality of services delivered to the public by the national and provincial departments, relies significantly on the quality, skills and capabilities of the public officials. Therefore, recruitment of public officials must not only identify and attract potential employees but ensure that all appointees possess the skills and ability to enable public service departments to achieve their strategic goals and objectives, and subsequently provide quality services to the public. Based on an investigation conducted by the Public Service Commission (PSC), it was determined that most do not comply with the recruitment and selection requirements (PSC, 2006:8). In addition to the non-compliance with policy guidelines pertaining to recruitment and selection, as provided by the PSC through the Toolkit on Recruitment and Selection of 2006, the PSC, through an investigation on various HRM practices in the public service during 2010, found that widespread non-compliance with recruitment and selection guidelines are still prevalent. It is evident that departments are struggling to effectively implement recruitment and selection processes as stipulated in legislation and outlined in the policy documents. This study aimed to address: The non-compliance with legislation and policy requirements pertaining to the implementation of recruitment and selection practices which prevent departments in the public sector from appointing the most suitable employees to deliver on their mandate. A theoretical overview pertaining to recruitment and selection was conducted in the public service. Attention was also given to recruitment and best practices, which may be applicable to the Free State DPW. Furthermore, broad HRM legislation and policy, directing the implementation of recruitment and selection practices in the public service, was reviewed. An outline of legislation and policy as well as the recruitment and selection practices particularly applicable for its implementation in the Free State DPW public service was provided. The qualitative and quantitative research approaches were utilised in this study. Personal interviews and a semi-structured questionnaire were used as data collection instruments. Interviews were held with senior managers and middle managers involved in the process and experienced in strategic planning in the Free State DPW. The questionnaire was distributed to the line managers and junior officials who work with recruitment and selection practices in the department as well as union representatives. The empirical findings of the study were applied to the public service as a whole and recommendations were made on the implementation of recruitment and selection practices in the Free State DPW and the public service at large. / Master of Development and Management, North-West University, Potchefstroom Campus, 2015

The present study focuses on the application of electronic governance (e-governance) or implementation of ICTs by governments. This topic has been a worldwide focus for several years to date. This study has unpacked and analysed various contrasting views on the use of ICTs in promoting e-governance. In some quarters there is criticism about challenges and problems which include: lack of in-depth training of public personnel; the particular need to skill public managers in the use of ICTs; the development of training models for ICT/e-governance for public managers in order to improve the services rendered by governments. On the same note, some criticisms have been highlighted on insufficient alignment between governments and legislations governing the use of ICTs. The lack of adequately trained public managers in ICTs has also become a critical factor in African countries, including South Africa and its provinces. This study works toward constructing a training model in e-governance for the selected Free State provincial departments. The aim was especially to empower public managers in order for them to participate effectively in e-governance applications and implementations and thereby fulfil the mandate of the South African legislation governing the use of ICT in Government. This study will start off with an orientation of the problem statement, as well as the goal and objectives as outlined in Chapter 1. The process of developing the e-governance training model will be aligned in Chapter 2 with training principles and theoretical underpinnings as perceived by various theorists who advocate management training. This implies that managers should be trained in interactions between levels and units of analytical skills in a work place. Furthermore, the study will focus in Chapter 2 on the legislation that governs the training of public managers in South Africa. This legislation applies as a legal framework that guides the use of ICTs in government. This discussion will be followed by an examination (in Chapter 3) of the worldwide practices and models on the use of e-governance and ICTs. A selected number of these global e-governance practices and models in chapter 3 will be incorporated (in Chapter 4) into a workable, drafted e-governance training model for the selected Free State provincial departments, while the basic elements of managerial training and model development will be discussed as well. The process of model development will be discussed in Chapter 4 based on the overarching principles such development. The exposition will focus on the concentric layers as macro-, meso- and micro- levels of model development. This will be followed by the processing in Chapter 5 of the empirical findings obtained from the data analysis on training in e-governance. This analysis will be a prelude to the development in Chapter 6 of a comprehensive, operational e-governance training model for Free State provincial public managers. The final, comprehensive e-governance training model will be presented in Chapter 6, after refining the drafted training model from Chapter 4, when the data will be collected, analysed and interpreted in Chapter 5. / PhD (Public Management and Governance), North-West University, Potchefstroom Campus, 2015

Legislation clearly stipulates for the principle of public service delivery to all the citizens of the country. It is the task of national and provincial government departments to prioritise service delivery (RSA, 1997:10). The quality of services delivered to the public by the national and provincial departments, relies significantly on the quality, skills and capabilities of the public officials. Therefore, recruitment of public officials must not only identify and attract potential employees but ensure that all appointees possess the skills and ability to enable public service departments to achieve their strategic goals and objectives, and subsequently provide quality services to the public. Based on an investigation conducted by the Public Service Commission (PSC), it was determined that most do not comply with the recruitment and selection requirements (PSC, 2006:8). In addition to the non-compliance with policy guidelines pertaining to recruitment and selection, as provided by the PSC through the Toolkit on Recruitment and Selection of 2006, the PSC, through an investigation on various HRM practices in the public service during 2010, found that widespread non-compliance with recruitment and selection guidelines are still prevalent. It is evident that departments are struggling to effectively implement recruitment and selection processes as stipulated in legislation and outlined in the policy documents. This study aimed to address: The non-compliance with legislation and policy requirements pertaining to the implementation of recruitment and selection practices which prevent departments in the public sector from appointing the most suitable employees to deliver on their mandate. A theoretical overview pertaining to recruitment and selection was conducted in the public service. Attention was also given to recruitment and best practices, which may be applicable to the Free State DPW. Furthermore, broad HRM legislation and policy, directing the implementation of recruitment and selection practices in the public service, was reviewed. An outline of legislation and policy as well as the recruitment and selection practices particularly applicable for its implementation in the Free State DPW public service was provided. The qualitative and quantitative research approaches were utilised in this study. Personal interviews and a semi-structured questionnaire were used as data collection instruments. Interviews were held with senior managers and middle managers involved in the process and experienced in strategic planning in the Free State DPW. The questionnaire was distributed to the line managers and junior officials who work with recruitment and selection practices in the department as well as union representatives. The empirical findings of the study were applied to the public service as a whole and recommendations were made on the implementation of recruitment and selection practices in the Free State DPW and the public service at large. / Master of Development and Management, North-West University, Potchefstroom Campus, 2015

The present study focuses on the application of electronic governance (e-governance) or implementation of ICTs by governments. This topic has been a worldwide focus for several years to date. This study has unpacked and analysed various contrasting views on the use of ICTs in promoting e-governance. In some quarters there is criticism about challenges and problems which include: lack of in-depth training of public personnel; the particular need to skill public managers in the use of ICTs; the development of training models for ICT/e-governance for public managers in order to improve the services rendered by governments. On the same note, some criticisms have been highlighted on insufficient alignment between governments and legislations governing the use of ICTs. The lack of adequately trained public managers in ICTs has also become a critical factor in African countries, including South Africa and its provinces. This study works toward constructing a training model in e-governance for the selected Free State provincial departments. The aim was especially to empower public managers in order for them to participate effectively in e-governance applications and implementations and thereby fulfil the mandate of the South African legislation governing the use of ICT in Government. This study will start off with an orientation of the problem statement, as well as the goal and objectives as outlined in Chapter 1. The process of developing the e-governance training model will be aligned in Chapter 2 with training principles and theoretical underpinnings as perceived by various theorists who advocate management training. This implies that managers should be trained in interactions between levels and units of analytical skills in a work place. Furthermore, the study will focus in Chapter 2 on the legislation that governs the training of public managers in South Africa. This legislation applies as a legal framework that guides the use of ICTs in government. This discussion will be followed by an examination (in Chapter 3) of the worldwide practices and models on the use of e-governance and ICTs. A selected number of these global e-governance practices and models in chapter 3 will be incorporated (in Chapter 4) into a workable, drafted e-governance training model for the selected Free State provincial departments, while the basic elements of managerial training and model development will be discussed as well. The process of model development will be discussed in Chapter 4 based on the overarching principles such development. The exposition will focus on the concentric layers as macro-, meso- and micro- levels of model development. This will be followed by the processing in Chapter 5 of the empirical findings obtained from the data analysis on training in e-governance. This analysis will be a prelude to the development in Chapter 6 of a comprehensive, operational e-governance training model for Free State provincial public managers. The final, comprehensive e-governance training model will be presented in Chapter 6, after refining the drafted training model from Chapter 4, when the data will be collected, analysed and interpreted in Chapter 5. / PhD (Public Management and Governance), North-West University, Potchefstroom Campus, 2015

The introduction of training and skills development legislation, such as the Skills Development Act No. 97 of 1998, and the Skills Development Levies Act No. 9 of 1999, has forced organisations to invest in the development of skills of its employees in South Africa. The National Skills Development Strategy, the Human Resource Development Strategy for South Africa and the Accelerated and Shared Growth Initiative for South Africa (ASGISA) are other legislative measures introduced by the South African government to contribute to the importance of training and skills development in organisations. It is necessary for the public sector organisations to train and develop the skills of its personnel in order to improve organisational, team and individual performance. Training and skills development should also assist in forming the basis for lifelong learning and to increase productivity and quality of work. A comprehensive human resource training and development strategy should be linked to the business strategy and the human resource management strategy in organisations. The primary objective of this study was to analyse the views of employees and to determine their level of awareness regarding training and skills development and how these can improve performance in the Free State Province municipalities. To reach this primary objective, a number of secondary objectives were considered as relevant. These included exploring the concepts of training, skills development and performance management. An analysis of statutory and regulatory guidelines pertaining to training and skills development and the assessment of structures, procedures and processes that exist in municipalities for the promotion of training and skills development were also highlighted. The effects of adequate training and skills development on performance in the Free State Province municipalities were analysed. Lastly, guidelines and recommendations regarding training, skills development and performance management were developed for municipalities in the Free State Province. The research was conducted in the Free State Province municipalities. It comprised of a literature study and an empirical survey using questionnaires and interviews to obtain information from managers, supervisors and frontline staff in the Free State Province municipalities. The respondents were tested on their views regarding the impact of training and skills development programmes in improving performance in their workplace. The findings of this research demonstrated that training and skills development enhances performance of personnel in specific functional areas in the Free State Province municipalities, and for this to be more effective on performance in municipalities, it should be provided adequately in specific areas of the Local Government Five Year Strategic Agenda, particularly to the Free State Province municipalities. Some of the most important findings of this research are the following: •that most of the managers and frontline staff in Free State Province municipalities received adequate training and skills development programmes; •that most of the trainings and skills development programmes received by managers in the Free State Province municipalities were related to their job tasks; •that managers and frontline staff in Free State Province municipalities felt motivated to do their job tasks after they were provided with training and skills development programmes; •that managers in Free State Province municipalities still find it difficult to ensure public participation by their communities even after training and skills development programmes were provided to them; and •that adequate training and skills development of personnel improves performance in many functional areas in municipalities in Free State Province. The study ends with recommendations for management actions on training needs, and for further research on this topic. / PhD (Public Management and Governance), North-West University, Vaal Triangle Campus, 2013

The purpose of the Intergovernmental Relations Framework Act 13 of 2005 is to facilitate co-operation among the three spheres of government. The implementation of this Act has posed many challenges for departments in Provincial Governments. Provinces lack monitoring and support mechanisms for the supervision of local government. In this study intergovernmental relations and co-operative governance are explored as tools to enhance service delivery in the Free State Province. The primary objective of this study was to analyse the views of managers, staff members in public participation units, Speakers and Whips of municipalities in order to determine their level of understanding of intergovernmental relations and cooperative governance, and how these can enhance service delivery in the Free State Province. To attain this primary objective, the concept of intergovernmental relations and co-operative governance are explained. Structures that enhance service delivery in the Free State Provincial Government were analysed. Research on the successes and failures of Provincial Government and Free State Legislature in enhancing service delivery was conducted. Recommendations on how intergovernmental relations and co-operative governance can enhance service delivery are made. The research was conducted in Free State Provincial Government and Municipalities in the Free State Province. The research comprised of literature study and an empirical survey using questionnaires to obtain data from managers, staff members in public participation unit, Speakers and Whips of municipalities. Respondents were tested on their views regarding their understanding of intergovernmental relations, co-operative governance and effective service delivery. The findings of this research demonstrated that there is no frequent engagement of Provincial Government and Municipalities during IDP processes, there is no system of monitoring and oversight over municipalities, and that the Provincial Government does not work together with municipalities during public consultation processes. This, therefore, is an indication that intergovernmental relations and co-operative governance are not implemented effectively to enhance service delivery in the Free State. The study ends with recommendations for political leadership and management to action on intergovernmental relations, co-operative governance and makes recommendations for further research. The findings of the research demonstrate that: •There is no regular or frequent communication among the Provincial Government and Local Municipalities during the process of public consultation on IDPs. •Intergovernmental relations and co-operative governance are not implemented effectively. •Municipal Speakers and Whips do not understand effective service delivery. •There is no frequent monitoring and evaluation of service delivery by Provincial Government. •There is little, if not none, financial, human and technical support from the Free State Legislature to Local Municipalities. •There is no regular communication between the Free State Legislature and Municipalities during the processes of public consultation. •There is no sharing of resources between the Provincial Legislature and Municipalities during the process of public consultation. / M. Development and Management, North-West University, Vaal Triangle Campus, 2013

Thesis submitted in fulfillment of the requirements for the Degree of Doctor of Philosophy University of the Witwatersrand South Africa 2015 / A multidisciplinary sedimentological, stratigraphic, mineralogical and geochronological analysis of a small, fossil-bearing, Holocene hillslope deposit, flanking a mesa, has enabled a reconstruction of the palaeo-environmental history of the region. The hillslope deposit, located on the farm Heelbo in the eastern Free State Povince, South Africa, overlies Jurassic mudrock and sandstone of the Elliot Formation, Karoo Supergroup. The deposit is located on a steep (~10°) slope and covers an area of ~7 km2 in two separate sections. It extends ~475 m downslope and reaches a maximum thickness of at least 6-8 m towards the base. Mineralogy indicates the deposit is sourced from the mesa but its fine grain size and location on a steep slope position Heelbo outside the scope of traditionally described alluvial fans or colluvial deposits. The hillslope deposit is described as an alluvial slope based on the morphology of the deposit and the grain size distribution against the slope gradient. The deposit comprises fine-sand to silt- grain size, but is found on a steep (~10°) slope. The source of the sediment is shown to be the sediment of the mesa, rather than input from an aeolian source. The grains are described as sub-angular and poorly sorted which also suggests a local provenance for the sediment. Microscopic and XRF analysis confirm the derivation of the sediment from the Elliot Formation, with the lithic fragments derived from subarkoses to arkoses of the underlying bedrock of the Upper Elliot Formation (UEF) in the Karoo Supergroup. Secondary calcite was visible in only two of the thin sections, thus it is likely due to a diagenetic overprint that is constrained by depth from the surface or time and not to specific layers. The deposit is cut by several mature and continuous gully networks with V-shaped profiles in the proximal slope, and combined V- and U-shaped profiles in the medial and distal sections. Gully formation is linked to both the sodium adsorption ratio (SARs), and high soil clay content, which facilitates swelling and shrinking. The Heelbo deposit comprises two palaeosols (BT1 and BT2) and four sediment (B1, B2, RB and TS) horizons. Through luminescence dating, the ages were found to be approximately 6390 ± 740 years BP for the oldest Brown (B1) horizon and 250 ± 170 years BP for the Red Brown (RB) horizon. The radiocarbon ages of the sediment were inconclusive, but the 14C ages of the fossil bones were in agreement with the luminescence ages. The multiple palaeosol horizons identified suggest two cycles of deposition, pedogenesis and erosion of the alluvial succession. The palaeosols and the presence of calcareous nodules and rhizocretions, and smectite and mixed-layer clay minerals, together with the total absence of illite and kaolinite, suggest protracted, dry periods with intermittent short periods of high rainfall. This is a similar climate regime to what the region experiences currently. Main findings: The Heelbo alluvial slope comprises locally derived sediment, rather than an aeolian source. Heelbo suggests that the hillslope deposits classification system needs to be re-evaluated and opens opportunities for wider study of Pleistocene-Holocene hillslope deposits in central / northern South Africa. This study also contributes to climate change debates in the Holocene.

The introduction of training and skills development legislation, such as the Skills Development Act No. 97 of 1998, and the Skills Development Levies Act No. 9 of 1999, has forced organisations to invest in the development of skills of its employees in South Africa. The National Skills Development Strategy, the Human Resource Development Strategy for South Africa and the Accelerated and Shared Growth Initiative for South Africa (ASGISA) are other legislative measures introduced by the South African government to contribute to the importance of training and skills development in organisations. It is necessary for the public sector organisations to train and develop the skills of its personnel in order to improve organisational, team and individual performance. Training and skills development should also assist in forming the basis for lifelong learning and to increase productivity and quality of work. A comprehensive human resource training and development strategy should be linked to the business strategy and the human resource management strategy in organisations. The primary objective of this study was to analyse the views of employees and to determine their level of awareness regarding training and skills development and how these can improve performance in the Free State Province municipalities. To reach this primary objective, a number of secondary objectives were considered as relevant. These included exploring the concepts of training, skills development and performance management. An analysis of statutory and regulatory guidelines pertaining to training and skills development and the assessment of structures, procedures and processes that exist in municipalities for the promotion of training and skills development were also highlighted. The effects of adequate training and skills development on performance in the Free State Province municipalities were analysed. Lastly, guidelines and recommendations regarding training, skills development and performance management were developed for municipalities in the Free State Province. The research was conducted in the Free State Province municipalities. It comprised of a literature study and an empirical survey using questionnaires and interviews to obtain information from managers, supervisors and frontline staff in the Free State Province municipalities. The respondents were tested on their views regarding the impact of training and skills development programmes in improving performance in their workplace. The findings of this research demonstrated that training and skills development enhances performance of personnel in specific functional areas in the Free State Province municipalities, and for this to be more effective on performance in municipalities, it should be provided adequately in specific areas of the Local Government Five Year Strategic Agenda, particularly to the Free State Province municipalities. Some of the most important findings of this research are the following: •that most of the managers and frontline staff in Free State Province municipalities received adequate training and skills development programmes; •that most of the trainings and skills development programmes received by managers in the Free State Province municipalities were related to their job tasks; •that managers and frontline staff in Free State Province municipalities felt motivated to do their job tasks after they were provided with training and skills development programmes; •that managers in Free State Province municipalities still find it difficult to ensure public participation by their communities even after training and skills development programmes were provided to them; and •that adequate training and skills development of personnel improves performance in many functional areas in municipalities in Free State Province. The study ends with recommendations for management actions on training needs, and for further research on this topic. / PhD (Public Management and Governance), North-West University, Vaal Triangle Campus, 2013

The purpose of the Intergovernmental Relations Framework Act 13 of 2005 is to facilitate co-operation among the three spheres of government. The implementation of this Act has posed many challenges for departments in Provincial Governments. Provinces lack monitoring and support mechanisms for the supervision of local government. In this study intergovernmental relations and co-operative governance are explored as tools to enhance service delivery in the Free State Province. The primary objective of this study was to analyse the views of managers, staff members in public participation units, Speakers and Whips of municipalities in order to determine their level of understanding of intergovernmental relations and cooperative governance, and how these can enhance service delivery in the Free State Province. To attain this primary objective, the concept of intergovernmental relations and co-operative governance are explained. Structures that enhance service delivery in the Free State Provincial Government were analysed. Research on the successes and failures of Provincial Government and Free State Legislature in enhancing service delivery was conducted. Recommendations on how intergovernmental relations and co-operative governance can enhance service delivery are made. The research was conducted in Free State Provincial Government and Municipalities in the Free State Province. The research comprised of literature study and an empirical survey using questionnaires to obtain data from managers, staff members in public participation unit, Speakers and Whips of municipalities. Respondents were tested on their views regarding their understanding of intergovernmental relations, co-operative governance and effective service delivery. The findings of this research demonstrated that there is no frequent engagement of Provincial Government and Municipalities during IDP processes, there is no system of monitoring and oversight over municipalities, and that the Provincial Government does not work together with municipalities during public consultation processes. This, therefore, is an indication that intergovernmental relations and co-operative governance are not implemented effectively to enhance service delivery in the Free State. The study ends with recommendations for political leadership and management to action on intergovernmental relations, co-operative governance and makes recommendations for further research. The findings of the research demonstrate that: •There is no regular or frequent communication among the Provincial Government and Local Municipalities during the process of public consultation on IDPs. •Intergovernmental relations and co-operative governance are not implemented effectively. •Municipal Speakers and Whips do not understand effective service delivery. •There is no frequent monitoring and evaluation of service delivery by Provincial Government. •There is little, if not none, financial, human and technical support from the Free State Legislature to Local Municipalities. •There is no regular communication between the Free State Legislature and Municipalities during the processes of public consultation. •There is no sharing of resources between the Provincial Legislature and Municipalities during the process of public consultation. / M. Development and Management, North-West University, Vaal Triangle Campus, 2013