M.Phil. / Na die nasionale munisipale verkiesings staan nuwe plaaslike munisipaliteite voor die grootste uitdaging ooit ten opsigte van dienslewering aan die gemeenskappe wat hulle bedien (Business Day, 2000, 12 Julie). Daar word berig dat slegs 20% van huishoudings in die Suid Afrikaanse samelewing het nie toegang tot skoon drinkwater en basiese sanitasie dienste het nie. Meer as 30% huishoudings het nie elektrisiteit nie en ongeveer 40% beskik nie oor vullisverwyderingsdienste nie (Business Day, 2000, 12 Julie). Van die huishoudings wat wel dienste ontvang, betaal 68% hulle munisipale rekenings stiptelik terwyl 1,4 miljoen huishoudings hulle huur en dienste gelde nie gereeld betaal nie. (Sake Beeld, 2000, 4 Julie). Gevolglik gaan plaaslike owerhede gebuk onder geweldige finansiele nood. Ongeveer 151 van die 843 munisipaliteite van Suid Afrika is in 'n krisis situasie terwyl byna die helfte van hulle finansiele probleme het. (Beeld, 1999, 22 Julie). Daar is selfs plaaslike owerhede wat pensioenfonds-, werkloosheidsversekering- en belastingbydraes gebruik om te betaal vir operasionele kostes. (Beeld, 2000, 27 Maart). Die Munisipale Afbakeningsraad het die aantal munisipaliteite in Suid Afrika verminder van 843 tot 232. In Mpumalanga alleen is die bestaande 55 munisipaliteite verminder na 25, 'n vermindering van ongeveer 50%. (Beeld, 1999, 16 November). Slegs 3 munisipaliteite in Mpumalanga funksioneer behoorlik terwyl 12 in 'n kritieke toestand is (Provinsiale Beeld, 1999, 25 November). Nader aan die tuisfront het die munisipale funksies van Ogies in duie gestort as gevolg van gebrek aan bekwaamheid van personeel. Ongeveer 20% van die inwoners betaal vir munisipale dienste (Provinsiale Beeld, 1999, 26 Julie). Die samevoeging van munisipaliteite behoort Iewensvatbaar in die hand te werk.

No abstract available. / Thesis (M.A.)-University of Natal, Durban, 1991.

The South African gold mining industry has since its inception, relied on an authoritarian and paternalistic form of labour control. This inheritance is due to a number of reasons; the nature of the process of gold mining itself, the reliance on migrant labour, the poor levels of education of workers in the industry, the regulation of workers' lives in hostels as well as the attitudes of white supervisors towards the control of labour - an inheritance from the British system, which tends to view hierarchies as rigid and highly stratified. The particular kind of paternalism found in gold mining has however, evolved over a time frame spanning this century, and has been subject to modification and external influence, particularly from managerial theories borrowed from Western , Europe and the United states. Thus, scientific management made its presence felt in the first half of this century, whilst more recently, the need to transfer new and upgraded technology has drawn on the sociotechnical tradition. The human relation movement, also a more recent phenomenon, has grown in direct response to the increasing levels of conflict on gold mines between management and labour. " At present the industry is undergoing a crisis in the form of a depressed gold price (necessitating reduction in the labour force), poor levels of productivity and an increasing challenge to management hegemony in the growth of a mass based trade union - the National Union of Mine Workers. It will be argued that these factors have necessitated that management in the industry ' search for new and more appropriate methods for the co-ordination and control of labour, and that the form that this has taken is towards more worker participation in decision-making. Participation on gold mines is developing in a number of areas; with consultative councils, with increasing consultation with the unions, in particular the N.U.M., in productivity drives such as the quality circles movement, and more recently in employee share ownership schemes (E.S.O.P.S.). All of the above approaches are attempts by senior management to incorporate labour more into the management process, and thus try to reduce the level of polarisation between labour and capital, which has gained in intensity in the industry over the past decade. / Thesis (M.A.)-University of Natal, Durban, 1992.

In many respects a gold mine could be viewed as South African society in microcosm, for it hes many of the same structures and features of its macro-society. In most societies it would be inappropriate to regard an industrial setting as the microcosm of the larger society as, in most societies, people are hardly aware of authority or of the legal system. The principal source of contact with such systems for most people would be of an irritant kind, associated with parking and traffic misdemeanours. This does not apply to the black person in South Africa, where freedom of movement, place of residence,position at work, use of public facilities, etc. are severely circumscribed. In fact, it is not unusual for black persons to be accosted by the police from time to time to determine whether they are permitted to be where they are, or to be removed from premises by white officials. Moreover, most white persons abrogate unto themselves the right to give instructions to any black person, a situation not unfamiliar on a mine. In the South African macro-society and the mine micro-society the top echelon of jobs, the best living conditions, salaries, hours of work, conditions of employment, opportunities for advancement and other privileges are reserved for whites, and blacks have no authority to effect changes to these conditions. It is postulated that change in South Africa for blacks is likely to take a form similar to change on a mine. Consequently, by studying change to the quality of life of black workers on a mine, useful insights may be gained into the reactions of black persons to change in the macro-society. / Thesis (Ph.D.)-University of Natal, Durban, 1983.

Mercantile Law / LL. M. (Commercial Law)

This aim of this thesis is to analyse the demand for labour from trade with a selection of South Africa’s trading partners. It is expected that labour demand will be greater in trade with developed blocs. Trade between developing blocs, however, is thought to be more skilled labour intensive and such trade should have greater linkages. This ought to feed through into greater labour demand so that South-South trade may be more ‘labour creating’ than expected. As it is more skill intensive, it may also be more dynamic, which has implications for future growth and development. Factor content methodology is used to assess labour demand. Calculations consider linkages to other sectors (which will increase labour demand) and the use of scarce resources (which has an opportunity cost to labour). The findings support the claim that trade with developing blocs is more professional labour intensive. Evidence that it may be more dynamic and have greater linkages to labour is borne out in exports to SADC. Greater labour demand through linkages, however, is not evident in net trade to SADC. Neither are they of significance in trade with any of the other developing blocs so labour effects due to linkages appear to be negligible. The advantages of South-South trade may rather lie in the dynamic benefits that trade in higher technology goods provides. When scarce resources such as capital and professional labour are taken into account, it is found that labour demand is negative in net trade to all blocs. However, even without the problem of scarce resources, most blocs have a negative demand for labour in net trade. The indication is that with the present trade patterns, South Africa cannot expect trade to increase labour demand. Policy which could improve this situation would be to increase labour force skills, improve the flexibility of the labour market and develop sectors which are both more advanced as well as labour intensive. Despite the negative impact of trade on labour in general, it is found that trade does differ by direction and that for each labour type there are certain blocs where labour demand is positive. This is also the case in net trade for particular sectors. Such information could be used as part of a targeted trade policy to assist in the marketing of particular sectors in trade and also for increasing labour demand for certain labour groups.

This study explored the relationship between management and the union in an Eastern Cape Public Sector Department. The study employed both qualitative and quantitative research tools to collect information from the respondents, who gave a view on their experiences of what the relationship is, and how it could be improved. The sample consisted of members of management and union executives, across employment levels. Both statistical and thematic analysis were used to analyse data from questionnaires and semi-structured interviews. The literature review defined the concept of trade unionism, management and trade union relationship in the workplace, and different frames of reference of the labour relations system. From the literature review it is noted that management and union relationships are more of a formal arrangement in the workplace; as such government, has developed tools to assist in this regard. Although that is not the case in the Department it is noted that the informal arrangement in the relationship between management and union is ‘working’ to some extent. Quality and sustainability of that, however, is questionable. The findings indicate that most members of management acknowledge the existence of the relationship between management and the union, but they are dissatisfied, as most members are not part of the engagements with the union. They are also of the view that it is in favour of the union. Unions on the other hand, view the existing relationship as working in favour of one union instead of the union collective. The union which finds favour is satisfied, and the other is not. It is recommended that the management and union engagement be formalized in order for the Department to work with unions in a more structured, professional manner, which would be inclusive of other members of management who feel left out. Not only that, but management would also be able to engage with the union as a collective, and not as an individual union.

M.Phil. / The South African Police Service was formed in 1913 to realise the maintenance of Law and Order and hierarchies. As a result the SAPS lacked the credibility and legitimacy in the eyes of the majority of South Africans The Police Force was associated with the abuse of human rights. When the Government of national unity assumed power in 1994, they decided there was a need to restructure the service. One of the post-1994 Government's foremost tasks was to transform the Public Service into an efficient and effective instrument capable of delivering equitable services to all citizens. This necessitated that structures, management style, approaches and practices be redesigned. Restructuring the SAPS was one of the processes of transforming the service to restore the credibility and legitimacy. It is nearly seven years since the new structure was introduced. The purpose of the research is to uncover challenges brought by the new structure. An assessment of the effect of such restructuring is necessary in order to ensure that the change of direction is appropriate. It is time for the SAPS to take stock. The main findings of the research are that, the new SAPS rank structure is conducive for the effective delivery of service as well as appropriate to achieve the Mission and Vision of the SAPS. The findings, however, revealed that the new SAPS lacked discipline. Because members are not disciplined, the community does not respect police officers like before. Again, with the new ranks juniors do not respect seniors like previously. The attitude study revealed that, although a large number of members were satisfied with the fact that they were promoted, serious dissatisfaction was caused by the system of promotion, in which the rank system undoubtedly had a major role. An assumption that SAPS employees are not happy has been proven to be true. It has generally been indicated that they were happier with the previous structure than the present one. Some of their happiness was related to facilities that were now available, achievements, recognition and advancement. The dissatisfaction brought about by the new structure was related to policies, management style and administration, promotions system, advancement, supervision, security, wages, as well as relationships with fellow employees. Among the recommendations, the main one was that members of the SAPS need to recommit themselves in order to achieve a safe and secure environment for all the people of South Africa with dignity to render a responsible and effective service of high quality and continuous strive towards improving the Service.

D.Phil. / The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.

M.A. / Die gewilde media skep die persepsie dat arbeid in die Iandbousektor ten gunste van meganisasie afgeskaal word. Die navorsingsvraag wat hieruit voortgespruit het, is die volgende: wat is die invloed van omgewingsveranderlikes op die werkskeppingspotensiaal van die Iandbousektor? Meganisasie word nie hier gesien as die veranderlike wat direk aanleiding gee tot die afname van werkgeleenthede in die Iandbousektor nie, maar dat Iaasgenoemde eerder die gevoig van bepaalde omgewingsveranderlikes soos onder andere, onlangse arbeidswetgewing is. Arbeidswetgewing word hier dus gesien as die oorsaak van 'n verlaging in die werkskeppingspotensiaal van die Iandbousektor terwyl meganisasie gesien word as die metode waardeur die Iandbousektor in reaksie op die arbeidswetgewing poog om sy ekonomiese oorlewing te verseker. 'n Newe effek hiervan is noodwendig 'n verlaagde werkskeppingspotensiaal in dielandbousektor. Gedurende die regeringstermyn van die huidige regering, is daar abeids- en ander wetgewing op die Iandbousektor van toepassing gemaak wat die vraag Iaat ontstaan wat die impak van hierdie soort veranderinge in die taakomgewing van die Iandbou-organisasie op die werkskeppingspotensiaal van hierdie sektor gaan wees. 'n Hipotese-stelling is soos voig geformuleer: 'n verandering in die taakomgewing van 'n organisasie, in hierdie geval die Suid-Afrikaanse Landbousektor, gaan noodwendig tot gevoig he dat die organisasie veranderinge sal moet aanbring om te kan oorleef. Hierdie veranderinge word geantisipeer in die rigting van 'n verlaging van die werkskeppingspotensiaal van die betrokke organisasie, in hierdie geval die landbousektor, te wees. Verandering is in die arbeids- en ander wetgewing wat op die landbousektor van toepassing is, aangebring. Daar word ook na ander invloede, soos misdaad, grondhervorming en klimatologiese veranderinge gekyk, om te bepaal of al hierdie faktore gesamentlik aanleiding gee tot die verlaging in die werk-skeppingspotensiaal van die landbousektor.