Field data were collected and analysed on the feeding and spatial ecology of brown hyaenas living in the Makgadikgadi National Park and in an adjacent Wildlife Management Area where local subsistence pastoralists live. The responses of the pastoralists to a questionnaire designed to document their perceptions of and attitudes towards brown hyaenas and other carnivores that live in the vicinity of their residences, were also analysed. Brown hyaenas living in the Makgadikgadi National Park have different diets from hyaenas living in the vicinity of pastoralists. In pastoralist areas livestock carcasses were the most important food source and other less important food types were fed on as they became seasonally available. In the Makgadikgadi National Park zebra was the most important food source although several other food types were seasonally important. In the pastoralist areas dietary breadth was similar over the lean and the peak seasons, while in the Makgadikgadi National Park, when food availability was low in the lean season, the brown hyaenas increased their dietary breadth and fed off a greater number of species of food. In the lean season they also changed their foraging behaviour. There was no evidence to suggest that any livestock species were hunted by the brown hyaenas as springhares and Cape hares were the only mammals observed to be hunted, and only occasionally. Home range sizes were smaller for brown hyaenas living in the vicinity of pastoralists than for hyaenas living in the Makgadikgadi National Park. The size of the home range was found to be dependent on the average distance between the significant food sources. In the Makgadikgadi National Park the seasonal home range size fluctuated greatly due to the variability of seasonal food available, while in the pastoralist areas food availability was less varied and as a consequence seasonal home range size varied less than in the national park. Although pastoralists believed that black-backed jackals killed the most number of individual livestock animals, lions had the greatest perceived negative economic impact, followed by black-backed jackals, spotted hyaena and then brown hyaena. Wild dog, caracal, cheetah and leopard were also believed to have killed a small number of livestock animals. The general understanding of the brown hyaena is that it is a predator that survived by feeding on hunted livestock. As a consequence of this they were hated and frequently killed by the farmers. In spite of their persecution the brown hyaena populations are viable in the cattle areas and appear not to be under any immediate threat. However, efforts to reduce the number of brown hyaenas killed in the long-term would be beneficial in ensuring that brown hyaena populations in cattle areas remain viable. / Dissertation (MSc (Zoology))--University of Pretoria, 2007. / Zoology and Entomology / unrestricted

This study attempted to correlate the chemical and physical properties of the para disubstituted and para monosubstituted biphenyl complexes of 4,4'-DNBP with their structural and electronic properties, using a variety of physical and spectroscopic techniques, and X-ray diffraction methods. These complexes drew considerable attention in the past due to their capacity to demonstrate intense colours from yellow to dark red, which are dissimilar to the colour combination of their parent compounds. This prompted a series of investigations in the past through which the full structure of only Complex of 4,4'-Dinitrobiphenyl with 4- Hydroxybiphenyl (C-4OHBP) by single crystal diffraction was determined and the infrared and Raman spectra of C-4OHBP, Complex of 4,4'-Dinitrobiphenyl with Biphenyl (C-BP) and Complex of 4,4'-Dinitrobiphenyl with 4-Bromobiphenyl (C-BrBP) were obtained. In this study, other para-disubstituted biphenyl complexes with 4,4'-DNBP were investigated to add to the existing knowledge base and to study the effects of varying the substitution on the aromatic rings of the donor. Because the complete solid state structures of the complexes in this study (except C-4OHBP) and the donor compound BZ are not known, their single crystal determination was attempted. Unfortunately, no suitable diffraction quality crystals could be crystallised. Although the X-ray crystal structure of 4,4'-DNBP was determined by photographic methods by Van Niekerk and Boonstra, the R-factor of this solution was relatively high at 15%, which is outside the current internationally accepted standard. Because the current technology using automated diffractometers is superior to photographic techniques used by Van Niekerk and Boonstra, it was decided to repeat the crystallographic analysis for 4,4’-DNBP. However, despite repeated efforts with a large variety of solvents used during the crystallisation process in this study, the crystals formed were of a relatively poor quality, resulting in a solution with a final R-factor of also only 15%. Therefore, the only crystallographic data available for correlation with the physical properties of the complexes have been that of the uncomplexed compounds (except BZ) and C-4OHBP from the previous studies. Based on these results, the comparison of the dihedral angles between the two aromatic rings of the parent compounds with their infrared and Raman spectra yielded that, unlike the conventional compounds the centrosymmetricity of the biphenyl derivatives cannot be uniquely determined by their infrared and Raman spectra. Using thermogravimetric measurements, melting points and phase transitions of each pure component and as well as the complexes were obtained. Packing energy in the complex seems to be relatively more favourable than in the parent components alone. Otherwise, two phase transitions could be expected, one resulting from 4,4'-DNBP and one resulting from the other component in the complex. Complex of 4,4'-Dinitrobiphenyl with 4,4'-Dihydroxybiphenyl (C-44DiOHBP) and Complex of 4,4'-Dinitrobiphenyl with Benzidine (C-BZ) showed some unexpected high melting points in their thermogravimetric studies. These elevated melting points are interpreted as resulting from hydrogen bonding, and infrared studies of these complexes confirmed this interpretation. Conductivity measurements in the solid state revealed that only tmethylbz exhibits a measure of charge transfer. The absence of current in both its complexes (1:1 and 1:4 ratio) with 4,4'-DNBP was attributed to the close-packing and twisting of the components in the complex which prevented the electron flow through the complexes. Because ultraviolet-visible, infrared and Raman spectra showed only small shifts in the pure compounds after complexation in solution, and their conductivity measurements revealed no current flow, the interactions in those complexes are ascribed mainly to Van der Waals forces. The previously assigned molecular ratios are incorrect. This study has reassigned these molecular ratios using nuclear magnetic resonance techniques. Nuclear magnetic resonance spectroscopy detected only very small chemical shifts in the pure compounds after they formed complexes in solution. As these solutions did not maintain the colour of complexation, this could be seen as supportive proof that all the interactions involved in the formation of these complexes are very weak. The same conclusion as the previous studies has been reached, notably that the molecular ratios, in which the components of these complexes unite, are caused almost exclusively by packing factors and are stabilised by weak interactions. / Dissertation (MSc (Chemistry))--University of Pretoria, 2007. / Chemistry / unrestricted

The purpose of this research study was to investigate how the quality of formative assessment in the Department of Defence Supply Support environment can be improved. Although formative assessment is applied in the Department of Defence, several limitations in the application thereof were found. The investigation was done on the Initial Supply Support learning programme at the Department of Defence School of Logistical Training Satellite in Pretoria. A small group of 19 learners (N=19) who attended the mentioned learning programme together with the assessor, who presented it, were selected as the target group. Action research with the stages as proposed by Hodgkinson and Maree (1998) was used in this study. Using action research in this study could be characterised by a cyclical nature of planning, implementing, observing and evaluating. This cyclical nature lends it to provide information during the evaluation stage, which can be used in the planning stage of a new cycle of action research. The five phases from Lategan and Van Rooyen (1998) as amended by the researcher, were used as a formative assessment process together with action research in order to investigate how the quality of formative assessment can be improved. Aligning the amended five phases of formative assessment with the four stages of action research resulted in; planning and designing with the planning stage of action research, collecting evidence with implementation, judging evidence and making recommendations were aligned with observation and providing feedback and further development with the evaluation stage of action research. The concepts and principles as identified from the literature and analysed by the researcher were applied to each of the amended five formative assessment phases. The principles can by used as a set of standards, which an assessor should adhere to in order to improve formative assessment by using it as a process together with action research. Applying formative assessment as a process, together with using action research in this study, indicated that the quality of formative assessment could be improved. / Dissertation (MEd (Assessment and Quality Assurance))--University of Pretoria, 2006. / Curriculum Studies / unrestricted

The research was aimed at determining whether Grade Nine teachers benefited from the training in Curriculum 2005 assessment techniques that was organised by the Department of Education and whether the training contributed to meeting the intellectual and professional challenges facing South Africans in the 21st century. For this purpose a predominantly rural midlands district of the Pietermaritzburg region of the KwaZulu-Natal Department of Education was selected. The study followed a qualitative approach. Data was collected from three Grade Nine teachers from three rural schools who were responsible for teaching the following: languages, social sciences and mathematics. The study found that the teachers felt that they had not been trained adequately in the above learning areas, and therefore did not understand the new procedures. The procedures could also not be implemented within the teaching time allocated to the respective learning areas. In addition, the teachers felt that the paper work involved in the implementation of the new procedures had increased their workload unnecessarily. The training failed to prepare them for Curriculum 2005 and the assessment guidelines provided by the Department. The cascading of information resulted in the misinterpretation of important information. Furthermore, trainers lacked confidence, knowledge and understanding of the management of the training process. District officials who conducted training did not understand the terminology and used teaching methods that were non-consistent with outcomes-based education (OBE) and Curriculum 2005. At the school level, there was considerable overlap in planning and no clear solutions to this problem. Finally, the teachers regarded one week as inadequate for training and the training materials as insufficient for the teacher learning. The study concludes with recommendations for the successful implementation of Curriculum 2005 and for further research. / Dissertation (MPhil (Community Development))--University of Pretoria, 2006. / Education Management and Policy Studies / unrestricted

Human resource development needs to take cognisance of the unique challenges the workplace of the future will pose for individuals in order to be able to effectively prepare individuals for the future. The objective of this study was to evaluate a training programme that was based on the principles of social constructivism and focused on developing people for the workplace of the future. A non-equivalent groups design with a pre-and post-measurement was used to evaluate the programme. The experimental group consisted of thirty-six individuals and the control group consisted of twenty individuals. The training programme contributed to a significant increase in the creativity, adaptability and self-acceptance of the experimental group (compared with the control group). These characteristics are necessary to succeed in the future workplace. The training programme thus made a valuable contribution to the development of the experimental group for the workplace of the future. / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2006. / Human Resource Management / unrestricted

Pig production is a techno-scientific internationalized business that is continuously exposed to change and risk. Changes in the Agri-Business are inter alia caused by changes in globalization, information technology, biotechnology and changes in consumer trends. The consumer, within the framework of the pig supply chain, is fundamental to this study. Hence an in depth review of meat market surveys for the period 1970 – 2000 was undertaken. The central theme of the study is: "How to reconcile meat quality, genetics and the consumer with bio-economic pig production in the South African pig supply chain?" A detailed analysis of the South African pig supply chain was subsequently conducted in order to add value further down the supply chain. The inherent structure of the South African pig industry was researched with the emphasis on production statistics, the pig feed industry, genetic improvement and pig information systems, slaughter houses and also slaughtering statistics. The different industry institutions, industry organisations and computer programmes in support of the South African pork supply chain were also investigated. Genetics is the hidden golden thread running through any livestock supply chain. If a substantial portion of consumer satisfaction and quality assurance can be resolved (guaranteed) at the genetic level (thus conception), these guarantees will be conducive to quality assurance further down the supply chain. Carcass and meat quality have become increasingly important in modern day pig production, despite the fact that the emphasis has been too long on input efficiency and too short on output efficiency in South Africa. This called unambiguously for the accurate estimation of genetic parameters of production and carcass traits through appropriate methodology and the right genetic technology. A high degree of accuracy will further optimize the estimation of breeding values, that of breeding objectives and also enhance the credibility of a national breeding scheme. Genetic parameters for five carcass traits were successfully estimated for the first time in the history of South African pig breeding. In future, breeding values for carcass traits, can now be determined more accurately for the Large White, Landrace and Duroc pig breeds. Extension of the present carcass evaluation analysis (Phase E of the National Pig Performance Testing Scheme) to incorporate the essential meat quality traits such as pHu, marbling, tenderness and colour into future breeding goals should eventually satisfy the consumer. In order to finally progress from an immature to a mature pig supply chain, pig producers must align themselves with value partners on both the input (raw materials) and output (end product and value added products) end of the supply chain. To embrace the concept of quality (a consumer demand principle) all levels in the production chain (at the genetic level through the breeding objectives, at the farm level through the entire production system, in transit and at the slaughterhouse and processing levels) should be integrated. / Thesis (DPhil (Agricultural Economics))--University of Pretoria, 2006. / Agricultural Economics, Extension and Rural Development / unrestricted

The aim of this study is to determine whether or not the Career Path Appreciation (CPA) is cultural unbiased. The use of assessment instruments in South Africa has been criticised, because it is said that they are largely based on the values and knowledge of overseas instruments, which are considered to be less valid for South Africa’s various cultural groups. In this study, an Asian, black, coloured and white group were included to determine the cultural equivalence of the CPAs measurement outcomes. The results indicate that the CPA measurement outcomes are not biased and are, therefore, equivalent for groups of diverse cultural backgrounds. / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2006. / Human Resource Management / unrestricted

The purpose of this study is to determine if there is a relationship between personality traits and vocational interests in the South African context. A sample of 770 subjects completed the Sixteen Personality Factor Questionnaire (16PF) and the Interest Questionnaire (INQ). The Pearson’s r indicates a number of low and moderate correlations between the factors on the 16PF and interest fields of the INQ. Partial correlations conducted shows that gender and race may influence these relationships, however these were slight changes. It is evident that a relationship exists between personality and vocational interest but seems to be weaker in the South African context than those found in studies conducted in Europe and the United States of America. / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2006. / Human Resource Management / unrestricted

Having recognised the need to keep abreast and meeting the demands of the changing business environment, a well-known insurance company in South Africa (referred to as “the Company”), decided in October 2000 to restructure the advisers’ channel within its sales business unit. Several major challenges, such as growth in focused market share, growth in premium income, growth in volume, profitable distribution, and a high-performance culture, had to be addressed. All Regional Managers, Branch Managers and Assistant Branch Managers within the Company were affected by this business decision. After the consultation process had been finalised, 183 employees were given the opportunity to apply for 86 Business Development Manager positions nationally. The selection criteria rested on a competency-based evaluation process. Each candidate attended a one-day assessment centre, comprising of a leaderless group discussion exercise, an in-basket, a coaching interview and a written case study, measuring 13 different competencies. Specific production standards with reference to growth in premium income, growth in volume and growth in manpower were also considered as part of the selection criteria. Irrespective of these appointments, a number of black Business Development Managers from the external market, were also appointed to the Company on a national basis since June 2001, due to further expansions in the black upcoming market. The total number of Business Development Managers appointed by the end of December 2002, amounted to 116. The rationale behind the position of Business Development Manager is to become more creative in order to generate business, add value and ensure organisational success. The ability to convert ideas into business within a sales franchise environment, is an important requirement for a Business Development Manager. This will result in increased volumes, growth and market share which is critical for the survival of the Company. A team of 15-20 Advisers supports the Business Development Manager to achieve these business objectives. The recently passed Employment Equity Act 1998 states clearly that psychometric testing and other similar assessments of an employee are prohibited, unless proven to be scientifically valid, fairly applicable to all employees, and not biased towards any employee or group. Employers must therefore, subject themselves to situation specific research with reference to psychometric properties of assessment instruments, where applicable. No conclusive evidence is currently available to indicate that Business Development Managers, appointed since January 2001, by means of competency-based assessment procedures, are successful and meet their respective business targets. The purpose of this study, therefore, is to establish the predictive validity of a managerial assessment battery for Business Development Managers within the Company. This will determine whether the competencies identified, and the assessment instruments used during the evaluation process, is projecting a clear indication of managerial potential amongst Business Development Managers, as well as the successful achievement of business results. The vital question regarding specific competencies essential in appointing successful Business Development Managers, will be identified and well researched. Furthermore, evidence of the predictive validity of assessment instruments, is essential in determining the level of accuracy with which work-related behaviour is predicted. The strength of the statistical relationship between a predictor score (the assessment centre results) and a criterion score (the work-performance results) indicates the predictive validity of the measure. The sample for this research study consisted of a convenience sample of 92 managers, who participated in an assessment centre evaluation for managerial competencies, during the period 2000 to 2002. Assessment centre ratings were measured against three different variables. The first variable was a business indicator known as Score point, calculated for each Business Development Manager as on 31 December 2002. This performance outcome indicator is used as an internal recognition system where intermediaries score points, based on the volume of business they generated during a specific period. Another business indicator known as Weighted point, which is also an internal measurement system, where different elements of a Business Development Manager’s performance is measured and weighted, was calculated for each Business Development Manager as on 31 December 2002. In November 2002 performance ratings were conducted by each Provincial Manager, evaluating his/her team of Business Development Managers respectively, which was seen as the third variable for the purpose of this study. This evaluation was based on several behavioural competencies as demonstrated by the Business Development Manager in his/her work environment. These 13 competencies were the same 13 dimensions measured in the managerial assessment centre, conducted during the selection process. For the purpose of this research report, “Score” or “Score point” refers to a performance outcome indicator, used as an internal recognition system in this particular insurance company, whereas “score” refers to the result(s) obtained by a candidate, applying for a Business Development Manager position in the Company, who attends a managerial assessment centre as part of the selection process. Biographical and other company-related information was collected for each Business Development Manager and captured, together with assessment centre data and performance data. The data was screened and statistically analysed using descriptive statistics, correlation coefficients, factor analysis and multiple regression analysis. Based on the sample, the Coastal region was statistically the best represented sub-group at 33%. The remaining percentage (67%) of cases was more or less equally distributed amongst the other regions. The white group constituted 85% of the sample, followed by the black group at 12%. The coloured and Indian groups were least represented, at 2% and 1% respectively. Male Business Development Managers, representing 97% of the sample, dominated the sample. The age of the sample group ranged between 37 and 62 years, with an average age of 46 years. The majority of the Business Development Managers (85%) were appointed on 1 January 2001. The rural market group (32%) was the best represented sub-group in the sample, followed by the self-employed group (28%), the salaried group (24%) and the emerging market group (16%). The results obtained in the study, compared well to the results of similar studies conducted elsewhere. The validity of the assessment centre varied between low to moderate and high in predicting managerial performance in accordance with the Weighted point (R = 0.251), Score point (R = 0.414) and behavioural performance (R = 0.499). It can therefore be concluded, that the predictive validity of the assessment centre is superior in terms of behaviour related managerial performance, compared to organisational outcome variables. These results are consistent with what is to be expected from behaviourally based assessment instruments. A statistical significant multiple correlation of 0.519 was also obtained between the supervisor’s rating of behavioural performance and the Score point, signifying that performance in terms of work behaviour, relates strongly to tangible performance outcomes as well. This finding indicates that high managerial ratings, correlates with a high Score point. The best predictors of actual performance appear to be Action Orientation and Financial Management Skills, followed by Judgement and Decisiveness, Leadership Skills and Business Strategy Skills. However, the best predictors of managerial behavioural performance appear to be Self-Motivation, Performance Management Skills, and Judgement and Decisiveness, followed by Action Orientation, Entrepreneurship, Leadership Skills, Business Operation Skills, Business Strategy Skills and Energy. The best predictors of the Weighted point are Action Orientation, and Judgement and Decisiveness. Another interesting conclusion is that both Action Orientation, and Judgement and Decisiveness, appear to be very good predictors of actual performance, managerial behavioural performance and the Weighted point. Factor analyses revealed that the behavioural competencies included in the managerial assessment centre, could be divided in two main components. The first and most important component can broadly be defined as embedded entrepreneurial and leadership qualities. The component consists of Entrepreneurship, Leadership Skills, Coaching Skills, Action Orientation, Judgement and Decisiveness, Assertiveness, Self-motivation and Energy. The second component can be described as essential qualities for effective day-to-day business management and consists of Performance Management Skills, Business Operation Skills, Business Strategy Skills, Financial Management Skills and Adaptability. The two components explain a large proportion of the differences in behavioural competencies that were observed for Business Development Managers. The results of the factor analysis performed on the supervisor’s rating of behavioural performance, were very similar to the assessment centre results. The two main components were largely replicated and indicate that the behavioural competencies and their interrelationships are well understood and manifested in a consistent manner, for both the assessment centre evaluations and supervisor performance ratings. The results therefore, revealed that the supervisor’s rating of performance is projecting a clear indication of the overall performance of the Business Development Managers. The evidence acquired by means of factor analysis, provides additional credibility to the findings of the study. A limiting factor in validity studies is the difficulty to determine the extent to which performance ratings are biased. The same applies to this study. Should behavioural performance ratings in future form part of the performance ratings of Business Development Managers, Provincial Managers must be sensitised to the limiting effect of bias. The effect of central tendency and/or the selection ratio also appears to limit the score variance of the assessment centre, which jeopardises the discrimination value of the Provincial Managers’ rating of behavioural performance. The use of a seven-point rating scale instead of a five-point rating scale could be considered to provide more scope for score variation, and consequently, result in better discrimination of performance levels. Another limitation is that the Weighted point was characterised by a large number of extreme scores, where the distribution deviated significantly from the normal distribution. It is recommended that the process to which the Weighted point is compiled, be reviewed prior to future use in similar studies. A further suggestion is, that by using assessment centre scores in combination with objective tests and structured interviewing techniques, the validity of the selection battery, used by the Company in appointing Business Development Managers, is expected to increase significantly. Proven dimensions identified in the study, must be evaluated and re-defined in the form of behavioural indicators, and weights allocated for each dimension in terms of importance. These well-proven dimensions must continually be monitored and rewarded in performance management, and be linked to formal and informal development initiatives. The assessment of behavioural performance dimensions should also be included as part of the routine assessment of Business Development Managers, as these dimensions could contribute significantly to an understanding of the effectiveness of behaviourally based assessments, as well as that of the relationship between behavioural performance and tangible performance outcomes. In conclusion, the managerial assessment centre appears to have significant predictive validity. Future performance of individuals, can be predicted substantially more accurately, when applying the results of the assessment centre as part of the selection process, compared to not utilising the assessment centre at all. Research evidence suggests that, when applied correctly, assessment centre evaluations can contribute significantly to effective employment decisions. The application of the assessment centre could result in substantial benefits for this insurance company, in respect of increased productivity and reduced employment costs. / Dissertation (MCom (Human Resources Management))--University of Pretoria, 2006. / Human Resource Management / unrestricted

no abstract available / Dissertation (MA (Trauma Counselling))--University of Pretoria, 2007. / Practical Theology / unrestricted