Abstract not available. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

There is a generally accepted view that organisations that perform well in any industry are able to do so because of their ability to attract, recruit and retain a workforce of high calibre. This research report has been necessitated by the impact of factors affecting talent management at higher education institutions. In this study, two variables are under scrutiny, i.e. organisational image and talent management. A quantitative research methodology was utilised to test the effect of organisational image on talent management using responses from 252 respondents to a self-administered electronic survey questionnaire. The research instrument was composed of four major sub-scales, i.e. Personal View, Job satisfaction and Career Path, General Image and Opportunities and Rewards. Statistical data analysis reveals that respondents differ on what they perceive to be important factors on talent management and their response is affected by matters relating to organisational image. Data was stratified and compared amongst different groups, i.e. gender, race, staff category, academic title, Peromnes grade, years of lecturing experience in this institution and total years of lecturing, Faculty and College/Division. These variables in personal/biographical data were examined in relation to how respondents responded in each of the four sub-scales. Whilst personal view and opportunities and rewards aspect of talent management matter, they do not take precedence on matters relating to general image and job satisfaction and career path. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

Submitted in fulfillment of the requirements for Doctor of Technology Degree in Human Resources Management, Durban University of Technology, Durban, 2017. / The proposed contribution of this empirical study was the formulation of an exploratory human capital development model aligned to performance management for administrative employees at the Durban University of Technology (DUT). The human capital development model comprised of elements that encapsulated the link between performance improvement aided with human capital development strategies and the positive outcomes that stems from improved performance. In the context of the study, there is no standardised human capital development model for administrative employee at DUT. Hence, the study seeks to develop a human capital development model for administrative employees. The objective of the study was to develop a model that integrates the procedures of managing institutional performance with the development of its employees. The research design adopted a quantitative paradigm, using a self- administered questionnaire that was mailed to a sample 254 administrative employees. A significant response rate of 68.1% was obtained as 173 respondents returned the questionnaire. The data was analysed using the Statistical Package for Social Science (SPSS) version 24 for Windows. There were some significant findings that emerged from this study. It was indicated that 99.4% of respondents were not subjected to a performance evaluation, while 74% of the respondents showed that human capital development improved performance. A further 87.7% of the respondents reported that human capital development influence promotional opportunities, while 74.5% of the respondents responded to human capital development being linked to succession planning. A further 61.85% of the respondents also indicated that management commitment was imperative for the effective implementation of performance management systems. The Kaiser-Meyer-Olkin and the Barlett’s Test of Sphercity indicated the factorability of the measuring instrument. Correlation analysis was conducted to determine the relation between the variables that formulated the human capital development model. Eight of the ten analysis showed that there was a relationship between the variables. The Pearsons Chi-Square test showed a significant correlation for the hypothesis that tested the variables of the study. One of the recommendations suggested is for top management to buy-in to performance management so that their leadership can encourage supervisors to commit to the process. Effective feedback, training, development, mentoring and coaching are recommended to improve the performance of administrative employee. Recommendations suggested the development of a succession planning and career advancement policy for the institution. The study concluded with suggestions for future research. / D

Organisations are spending a large sum of capital by investing on physical assets in order to improve productivity and gain competitive advantage. It has become imperative that business leadership turn their attention to the development, implementation and sustenance of physical assets management strategies in order to eliminate operational and reliability risk.

Firstly, the study contributes to the understanding of voluntary IC disclosure practices in the South African metropolitan municipalities and therefore narrows the gap between IC theory and practice. Secondly, the findings provide valuable insights into the frequency, patterns and quality of voluntary IC disclosure in metropolitan municipalities across a three-year period. Thirdly, the results of the study may be used by various stakeholders of municipalities such as management, regulators and standard-setting bodies to improve disclosure of IC in this sector. / Financial Accounting / M. Phil. (Accounting Sciences)

Thesis (MBA.) -- University of Limpopo, 2019 / This research examines the effect of human capital investment on the firm’s performance in South African companies. This research is important given that the human asset has been proven to be one of the most important assets in the organisation and therefore this research set out to examine whether human assets actually contribute to the performance of the firm in the Johannesburg Stock Exchange Social Responsible index (SRI). Therefore the objective of this research was to examine the relationship between human capital investment and firm performance in terms of sales turnover, share price and net profit. Secondary data on human capital investment and companies’ performance (sales turnover, net profit and share price) were collected from integrated report archives of the 28 best performing companies in the JSE SRI Index for the six years from 2010 to 2015. The theoretical foundation was on the human capital theory and related previous literature. The research adopted a quantitative paradigm and applied the regression statistics, which were analysed with the aid of the excel software. Findings from the regression analysis indicate p value of 0.04 for HCI and sales turnover, p value of 0.69 for HCI and the share price and p value of 0.16 for HCI and net profit. This therefore, means that, within the sample of companies, there is a significant relationship between human capital investment and sales turnover of firms and no significant relationship between human capital investment and share price, and net profit of companies. This finding indicates that the result may change from negative to positive with a longer period of data. Over the long term companies that invest in HC would experience profitability (within a range of 10 to 13 years) (Blundell et al, 1999).This means that future research should use a longer period of data and include more companies outside of the JSE SRI Index companies. The research recommends that there is a need for companies to invest in human capital to improve companies’ performance and to win customers’ confidence.

Thesis (MPA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The post-apartheid era in South Africa has been marked by a whole range of important changes. At local government, these changes have been manifested by, among other things, the change in strategy from regulatory to developmental local government. Interms of the open systems approach to organisational change, changes in one part of an organisation need to be complemented by matching changes in other parts of the organisation. This is the premise that forms the basis of this study. It is argued particularly that the success of developmental local government hinges, to a large extent, on complementary changes being made in other departments of a municipality. The study focuses on one of these departments, namely the human resources (HR.) department of a municipality. It investigates Endumeni Municipality, and researches whether it has the necessary HR capacity to cope with the new strategy of developmental local government. This is subsequently followed by recommendations derived from the findings. HR capacity is defined as the combination of the following key variables: strategic partnership between the HR function and other functions of a municipality; integration of HR policies, systems and competencies with the developmental mission of a municipality; coherence among the different components of the HR strategy; flexibility of the HR strategy; and Alignment of the culture of a municipality with its developmental mission. The study is descriptive in character. It makes use of a combination of qualitative and quantitative methods of investigation. The qualitative method comprises interviews with key informants and an analysis of official documents. The quantitative method, on the other hand, consists of a questionnaire that is administered to the Councillors of the municipality. The study came to a conclusion that Endumeni Municipality lacks the HR capacity to carry out its developmental functions. To remedy this situation, the following recommendations have been suggested: (i) The current role of the HR section has to be reviewed with the view to elevate it to the level of a strategic partner. (ii) The HR competencies, policies and practices of the municipality are still embedded in the outdated system of regulatory local government. These must also come up for review so that they can be re-aligned with developmental local government. (iii) There is generally lack of co-ordination among the various components of HR strategy. These must be re-aligned so that they can complement each other. (iv) The municipality is currently finding it difficult to discard the old HR strategies, a point which suggests rigidity on the part of these strategies. Inorder to cope with the changing environmental conditions, the municipality needs to have some flexibility in its HR strategies. (v) Finally, the prevailing culture still shows elements, which support the old system. This has to be addressed in order to create a new culture that is consistent with developmental local government. / AFRIKAANSE OPSOMMING: Die post-apartheid era in Suid-Afrika word gekenmerk deur 'n reeks baie belangrike veranderinge. Op plaaslike regeringsvlak word hierdie veranderinge, onder andere gekenmerk deur die verandering in strategie van regulerende na ontwikkelende plaaslike regering. Volgens die oopstelselbehadering tot organisatoriese verandering moet veranderinge in een afdeling van 'n organisasie aangevul te word deur soortgelyke veranderinge in ander afdelings van die organisasie. Hierdie stelling vorm die basis van hierdie studie. Daar word geargumenteer dat die sukses van ontwikkelende plaaslike regering in "n groot mate rus op aanvullende veranderinge wat gemaak word in ander afdelings van die munisipaliteit. Hierdie studie fokus op een van hierdie afdelings, naamlik Menslike Hulpbronne (MH). "n Studie word gedoen om te bepaal of Endumeni Munisipaliteit oor die nodige MR beskik om die nuwe strategie van ontwikkelende plaaslike regering te ondersteun. Dit word gevolg deur aanbevelings wat spruit uit die bevindings. MH - kapasiteit word gedefinieer as "n kombinasie van die volgende sleutelveranderlikes: n strategiese venootskap tussen die MR-funksie en ander funksies van "n munisipaliteit; inskakeling van MH-beleide, stelsel en - vaardighede met die ontwikkelingsmissie van' n munisipaliteit; samehorigheid tussen die verskillende komponente van die MR - strategie; aanpasbaarheid van die MR - strategie; en gerigtheid van die kultuur van' n munisipaliteit op sy ontwikkelingsmissie. Die studie is beskrywend van aard. Dit maak gebruik: van "n kombinasie van kwalitatiewe en kwantitatiewe metodes van ondersoek. Die kwalitatiewe metode behels onderhoude met belangrike informante en ontleding van amptelike dokumente. Die kwantitatiewe metode, aan die ander kant, behels "n vraelys wat versprei word onder ampsdraers van die munisipaliteit. Die studie kom tot die gevolgtrekking dat Endumeni Munisipaliteit nie oordie MHkapasiteit beskik om sy ontwikkelingsfunksie uit te voer nie. Die volgende aanbevelings word gedoen, om hierdie probleem op te los: (i) Die huidige rol van die MH - seksie moet hersien word om dit uit te lig na die vlak van "n strategiese vennoot. (ii) Die MR - vaardighede, beleide en praktyke van die munisipaliteit verteenwoordig steeds "n uitgediende stelsel van regulerende plaaslike bestuur. Dit moet hiersien word en in lyn gebring word met die ontwikkelende plaaslike regering. (iii) In die algemeen is daar min samewerking tussen die verskeie komponente van die MR - strategie. Hulle moet in lyn gebring word sodat hulle mekaar kan komplimenteer. (iv) Die munisipaliteit vind dit moeilik om ontslae te raak van die ou MH - strategie, "n punt wat die onbuigsaamheid van hierdie strategieë bewys. Om by te bly met die veranderende omgewingstoestande, moet die munisipaliteit buigsaamheid in sy MR - strategie hê. (v)- Ten slote, die huidige kultuur toon steeds elemente wat die ou stelsel steun. Dit moet aangespreek word om "n nuwe kultuur te ontwikkel wat in ooreenstemming . is met ontwikkelende plaaslike regering.

Thesis (M.B.A.: Business Studies Unit)-Durban University of Technology, 2008. xi, 96 leaves / The amalgamation of municipalities came into effect as a legislative requirement brought about a number of challenges for the local government. One such major challenge relates to the impact that these amalgamations will have on human resource practices of the various municipalities. Literature study reveals that during any merger or amalgamation, less attention is paid to the human element of a merger until the merger is almost complete. This lack of attention impacts negatively on the merger results. Like other municipalities, Ethekwini Municipality is a product of this legislative requirement. It was formed as a result of the amalgamation of different municipal entities that had different human resource practices. The problem facing eThekwini Municipality is the misalignment of human resources policies and their effect on the working environment. This study looks at the impact of this amalgamation on the human resources practices of the eThekwini Municipality. The sub-objectives of the study are: to ascertain employees’ perceptions of amalgamation; to determine whether employees believe that the human resources’ matters are handled in a manner that will bring about stability and equity in the workplace; and to establish whether different perceptions exist between employees of the former Durban Metro Central and those of the erstwhile entities. / M

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Masters in Management: Entrepreneurship and New Venture Creation Johannesburg, 2015 (March 2015) / The purpose of this research is to investigate human capital and social capital as determinants to access to finance for women SMME owners in South Africa. The study focuses on Human capital which encompasses social capital and looks at access to finance within the South African context. It does not include all other factors discussed in entrepreneurship theory. The major theories underlying this research are Social Network theory and Human capital theory. Human capital theory is viewed as formal education, skills attained and knowledge gained through informal knowledge such as prior work experience, industry experience and apprenticeship opportunities. These variables are assessed to see if they determine access to finance; which is a barrier to entrepreneurship in South Africa for SMME owners. This constraint is stressed in all The Global Entrepreneurship Monitor (GEM) reports from 2009 to 2014. This paper focuses on a single gender; females and assesses these capital factors as determinants to access finance for their entrepreneurial activity. Social capital as a factor is studied as a component of Human capital and two variables are assessed: strong ties and weak ties. Access to finance is evaluated as both debt and equity for entrepreneurs. Bivariate analysis was used to test the theories for results. The results showed an importance of human and social capital for entrepreneurs in running their businesses however not all human and social capital factors were confirmed to entirely determine access to finance for the women entrepreneurs. This study can potentially assist SMME owners within South Africa, financial institutions, policy makers and support organisations for women-owned businesses with insight into what determines accessing finance for business. / MT2016

This research project incorporates the theory that global integration is shaped by national, regional and local dynamics South Africa's integration into the globa arena is affected by its attempts to enhance empowerment, restructure the labour market, remove discrimination and increase participation. In this case study, the factors that encourage the retention of skilled IT professionals and graduates in KZN were investigated, to explore the reasons why despite opportunities for global advancement in the IT sector, skilled Individuals choose to remain in localities that are assumed to be " skill-exporting" areas This study has revealed that innovation is the key 10 a dynamic and successful IT sector in KZN. The formation of technology-intensive organizations is vital in order to develop local capabilities and 10 compete effectively in the global economy. They are also necessary to reinforce the relationship between academia, industry, and government and to encourage technological innovation. Innovation will not only contribute to the growth and development of the SMME sector, but also attract and retain skilled IT professionals and graduates in KZN. The potential of KZN to develop a successful IT sector can be significantly improved by employing a "cluster based approach" to attend to its development needs. The establishment of the Innovation Support Centre in KZN, therefore, can be regarded as a significant tool to promote regional development, and foster innovation and the development of a successful SMME sector in the province, which will in turn contribute to the retention of the skilled IT workforce in KZN. / Thesis (M.A.)-University of Natal, Durban, 2001.