Thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Human Resource Management in the Faculty of Commerce at the Cape Peninsula University of Technology, 2013 / The researcher decided to replicate an existing study by Rahman, Naqvi and Ramay (2008) titled “Measuring Turnover Intention: A Study of IT Professionals in Pakistan”. The study was applied to new situations in order to determine generalisability to different subjects, age groups, races, locations, cultures or any such variables. The replicated study builds on the original study, by making it relevant today and applying it to a large business within the South African Telecommunications industry. Reducing employee turnover is both strategic and very important in ensuring that an organisation remains profitable. Therefore the main objective of this study is to analyse and verify whether job satisfaction, organisational commitment and perceived alternative job opportunities are correlated with turnover intention. Employee turnover has become a serious management problem for the participating company due to the financial and moral impact on its degree of competitiveness and sustainability prospects. Today, organisations are finding it difficult to retain employees. Many skilled professionals are leaving, which results in the loss of knowledge systems and discontinuity for the Telecommunications industry. Thus, employee turnover demands management’s attention to do whatever it can to retain skilled employees. A quantitative research design using a survey was employed in the study. A survey is defined as “a method for gathering information from a sample of individuals” (Scheuren, 2004: 9). A sample was chosen from a population of employees who are working for the participating company, within the Telecommunications industry. The population is N = 401 (unit of analysis), which is the number of people employed at the participating company, where the researcher is currently employed. The General Job Satisfaction Survey (JDS) developed by Hackman and Oldman (Cook & Rice, 2003: 37) was used to measure both JS and PAJO. Hypothesis 1 addressed the relationship between job satisfaction and turnover intention. The Pearson product-moment correlation coefficient (PPMCC) between job satisfaction and turnover intention was r = 0.812 with a p-value = 0.714*, indicating that the correlation is positive but not significant. The Organisational Commitment Questionnaire (revised) (OCQ) developed by Meyer and Allen (2005: 73) was used to measure employee commitment. Hypothesis 2 addressed the relationship between organisational commitment and turnover intention. The Pearson product-moment correlation coefficient between organisational commitment and turnover intention was r = 0.572 with a p-value = 0.065*, indicating a positive but not significant correlation. Hypothesis 3 addressed the relationship between perceived alternative job opportunities and turnover intentions. The Pearson product-moment correlation coefficient between perceived alternative employment opportunities and turnover intention was r = 0.953 with a p-value = 0.081*, indicating a positive but not significant correlation. It can be concluded that the correlation between the dependent variable and independent variables in the replicated study was positive but not significant which is consistent with the original study conducted by Rahman et al. (2008). The results reveal that in order for the participating organisation to be competitive in the 21st century a firm grip needs to be taken on reducing turnover intentions. Even though the correlation between the variables was not significant it supports previous studies that have found a significant correlation between job satisfaction, organisational commitment, perceived alternative job opportunity and its association with turnover intention. The replicated study will be presented to the participating organisation in an attempt to add value. The audience are managing executives and heads of departments, who are people that can make a difference within their respective divisions. When there is buy-in from top management, this will ensure that the need and urgency for retaining critical skills is filtered down to the lower levels. It will benefit the participating organisation that has a philosophy of wanting to continuously improve. It is recommended to the management of the participating company to pursue a retention strategy highlighting commitment and job satisfaction to obtain a committed and satisfied workforce through application of suitable human resource policies. These include training, career planning and advancement opportunities, employee participation and compensation plans to reduce employee turnover intention (Rahman et al., 2008: 79). By building a company’s business model around job satisfaction, organisational commitment and perceived alternative job opportunities, morale can be increased and commitment can be strengthened. When employees are satisfied they do not have the need to look for work elsewhere, which will contribute to a successful and competitive organisation.

M.A. / The goal of this study was to explore the situation with regard to marketing in social work and then to provide guidelines for the different target groups in dealing with marketing in social work. To reach this goal, the following objectives were formulated: to determine the training of social workers with regard to marketing; to determine the type of marketing actions of social workers; to determine what management expect from social workers with regard to marketing; to determine the opinion of marketing experts with regard to marketing in social work; to make recommendations with regard to the abovementioned aspects.

M.A. / This study aims to determine the role of technology-enhanced learning within the South African Police Service as a medium to bring about effective communication, training and education, and subsequently transformation and realignment of corporate culture. Accordingly, it explores the influence of technology in the modern organisation as well indications of how organisations can conform to the information age. The relation of technology to the South African Police Service is consequently examined with due consideration of the communication and training methods in use. The functioning and compilation of technology-enhanced learning present an understanding of how it relates to the study. Furthermore, based on the evidence of persisting cultures and behaviours, and a perception of ineffectiveness and insufficient training of police personnel, the study determines how such a medium would facilitate transformation in the South African Police Service. The transformation process concentrates mainly on the technical, political and cultural systems of transformation in organisations. The process of awakening, present and future states in the South African Police Service and the setting and attainment of a vision through re-architecturing are discussed. The study argues that related technology-enhanced learning abilities, such as boundarylessness, feedback, participation and networking are essential aspects for transformation. The study also provides the basis for determining the use of technology-enhanced learning as an effective medium in promoting a learning organisation in terms of learning cycles. Related barriers to organisation learning included the aspect of attitudes. The relevance of collectivity as a building block to organisation learning is emphasised. In order to support the effective implementation of such a medium an exposition is given of the management of technology-enhanced learning, including aspects such as innovative-decision processes, implementation, risk assessment and theoretical and technical applications. Mass media theories are studied as part of the teacher/communicator applications for the effective and efficient utilisation of such a medium by both the sender and receiver. Among the concepts covered in the study are needs gratification and the formulation of the content of messages. No communications medium can continue to exist in an organisation without the viewer, client or personnel having a need for it. This led the researcher to undertake a quantitative study of the internal environment of the organisation regarding the use of the current television network POL TV, which serves as a measuring instrument to the adoption and application of technologyenhanced learning, and the levels of training. The conclusion to the study is that the amalgamation and transition processes of the South African Police Service has not yet managed to transform the inherent behaviours of groups of individuals in the organisation. In addition, there is a dire need for the development of personnel skills. The study finds technology-enhanced learning to be a dynamic communications, training and education technology that would facilitate the resolution of many uncertainties amongst personnel and redefine attitudes, beliefs and behaviour. Most importantly, the study concludes that, by means of its interactive, integrated, collective, connective, and boundaryless capability, technology-enhanced learning would bring all structures and people of the organisation together in the collective attainment of organisational vision, mission, goals and objectives. Ultimately, it is argued, the resulting impact of technology-enhanced learning would facilitate the transformation of the South African Police Service and its inherent corporate culture, and enhance service delivery to the community through democratic policing.

A review of the academic literature related to “strategic leadership” reveals that the performance of an organization will indeed be influenced by the application of this phenomenon. This thesis confines its research to a case study on Ellerine Holdings Limited, a multi-billion rand enterprise that trades in the competitive Southern African furniture retail industry. Following the 2007 acquisition of Ellerine Holdings Limited (EHL) by African Bank Investments Limited (ABIL), a new Chief Executive Officer (CEO) was appointed to develop and to lead the strategic changes that were envisioned for EHL. The research examines how the performance of EHL has been influenced since the appointment of Toni Fourie as the new CEO in February 2008. Boasting a reputation borne from his previous successes in organizational transformation, Fourie was ABIL’s first-choice leader for this challenge. Fourie displays qualities, attributes, behaviours and traits that are characterized by the phenomenon of “strategic leadership”. He has been the focus of media attention for the aggressive strategic changes that he has introduced within the organization. A quantitative analysis of EHL’s financial performance (between 2007 and 2009) indicated that there was a constant decline in the organization’s PBT (Profit Before Taxation) during the period observed. However, the research determined that turbulent conditions in the macro-economic environment (such as the global economic recession in 2008 and 2009) complemented by mitigating micro-economic factors, would have adversely skewed the conclusions in this document if the research was limited to quantitative analysis alone. Hence, the researcher explored a qualitative research framework by collecting and assimilating data from available documentation, and from formal interviews that were conducted with research participants representing the organization’s new leadership. These participants included the new CEO, Fourie, and the new Director of Strategy, Dr. Louis Carstens. Information was also obtained from informal discussions that were conducted with other senior executives, and with an ex general manager of one of EHL’s business units, who was based in the Eastern Cape region at the time. An examination of all of this data concluded that although Ellerine Holdings Limited was not achieving all of its financialperformance objectives, there was general consensus that the CEO’s strategic choices would yield the desired financial results from the mediumterm (namely, year-03 of his tenure) onwards. The CEO’s optimism and conviction that his strategic interventions will address long-term financial sustainability is shared by both EHL’s internal and external stakeholders. It emerged that EHL’s stakeholders were satisfied with the accelerated progress reflected in the organization’s non-financial performance indices. These indicators included the sowing of a new organizational culture; improved cost-base efficiencies; labour productivity; customer satisfaction; employee empowerment; innovation and creative thinking; collaborative and participative engagement; structural rationalization, and the introduction of new processes and procedures. The research from the EHL case study concluded that the phenomenon of strategic leadership can have a positive influence on various qualitative indicators within an organization. The research also determined that despite unforeseen conditions in both the macro and micro economic environments, an effective strategic leadership will remain committed to its vision, and resilient to its critics and competitors. This research further concludes that successful organizational transformation (within a macro enterprise) is ostensibly dependent on the interventions of a strategic leader who displays a specialist set of skills and behaviours. These strategic leaders have the ability to successfully shift the cognitive paradigms of their employees, thereby creating an enabling environment for the implementation of their strategic choices.

This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.

Human beings have been gathering with other human beings for any and all reasons. These gatherings have occurred since biblical times. The Roman baths were the first gatherings that can be classified as clubs. In contemporary terms, humans gather in small numbers for a coffee with friends at a coffee restaurant, they gather in the thousands to show their dejection of wage offerings and they gather in the millions to support a sports jersey. The common factor in all of these gatherings is that they do it because of one shared goal, one shared vision. The places where people with the same interests gather, called clubs and organisations, have been around for many years. They fulfil some of the very basic human needs as well as some of the most intricate human wants. Ensuring that clubs or organisations remain in our social fibre for many years to come is in the best interest of all of their stakeholders. These clubs or organisations need to adjust to the times of present and adjust the offering they make to the members as the needs of the members change over time. It is this premise that led the researcher to The Port Elizabeth Club. This social club is struggling with dwindling membership numbers and the development of a membership strategy that will increase its membership numbers and the benefits that are offered to them. The secondary literature study conducted revealed many benefits and strategies that clubs currently use or that they could use to improve their membership brand. It further showed the different approaches, of the different clubs, to attracting and retaining the members they wanted. These benefits and strategies formed the basis iv of the primary study that was conducted by the researcher and were the main constructs in the study. The primary study was in the form of questionnaires and these were given to the target market of The Port Elizabeth Club as well as The Port Elizabeth Club members themselves. The primary study revealed that many of the benefits and strategies found in the literature can be used by The Port Elizabeth Club to improve their membership offering. The literature also stated this type of study, a questionnaire or survey, should be done on a regular basis by The Port Elizabeth Club to ensure that it is on track with its members’ needs and wants. The literature revealed that many club members feel that the value that is offered by clubs are diminishing and this results in the loss of members and disinterest from prospective members. It is for this reason that the research study conducted is important to The Port Elizabeth Club and shows that they should focus on the value they offer to their members and continue to improve this value offering. The research study concludes with a detailed description of benefits that The Port Elizabeth Club could implement for its members as well as strategies that will assist it in attracting new members and retaining its current members.

Problem statement – The strategic roles and responsibilities of professional middle managers (at a South African university) are not aligned with the accountability and authority required while strategising to effect strategic change. Through an in-depth exploration of practitioners, their practices, behaviour, cognition and emotions during strategising, insights in the development of practical wisdom was gained. Purpose – The purpose of the empirical research study was to investigate how professional middle managers strategise to effect change during strategic change. The study context was a South African higher education institution undergoing internal organisational change. Four main research themes were explored with particular reference to the professional middle manager as a strategic practitioner, namely one who DOES, THINKS, FEELS and REFLECTS. Design, methodology and approach – An explorative and interpretive study was conducted utilising a single case and qualitative research methodology. An interpretative phenomenological analysis (IPA) was conducted, which aimed to explore the rich experiences of the participants and the way they make sense of their personal journeys during the strategic change initiative. Strategy as practice theory was selected as the theoretical foundation for the study. In-depth, semi-structured interviews were conducted, and participants provided self-reflection assessments contributing to a unique data gathering method. Findings – The results suggested the professional middle managers make use of holistic and comprehensive practices to effect change as they strategise during strategic change. Five formal strategic roles were confirmed relevant as enacted by the professional middle managers, i.e. implementing strategies, interpreting and communicating information, facilitating adaptability, downward supporting and upward influencing. In addition, six distinctive practices were identified, namely adapting, effecting change, collaborating, mobilising, peacekeeping and overseeing. v Research limitations and implications – The results of the study cannot be generalised due to the single case methodology; however, key learnings and insights can be utilised. Practical implications – It is recommended that the middle managers’ key performance indicators be aligned with the required accountability and authority required to fulfil their strategic roles while effecting change. In addition, the development of tailor-made training programmes as well as coaching and mentoring is advocated in order to transition adequately into a middle management role. / Graduate School of Business Leadership / D.B.L.

Submitted in accordance with the requiremerts for the degree of Doctor of Philosophy (D. Phil) in the subject Psychology in the FACULTV OF ARTS at the UNIVERSllY OF ZULULAND, 2006. / The study investigates counselling interventions used by staff at the Centre for Guidance and Counselling (CGC) from 1977 to 2006. Both location and situation of the University of Zululand (Unizul) in the rural north coast of KwaZulu-Natal, where poverty and political intolerance once reigned, presents unique challenges to students and staff, particularly the Student Representative Council (SRC) and Management. A number of significant discoveries were made as revealed by research techniques used i.e. narratives, selected qualitative and quantitative research methods and case studies. After the 1976 national riots and communication breakdown between students and management, the University established a department to serve as a communication conduit between the two structures (Bengu, 2005). It is with that background that the Student Services Department (SSD) was conceived at Unizul. In spite of interruptions and difficulties from one period to another, there is evidence of hard work from previous headships. Unforeseen circumstances in each case prevented formal hand over. It is only recently, in 2003 that Unizul began to make provisions for change management strategy. For the purposes of this study a survey on student experiences on campus life was conducted. From randomly selected members of the university community it is concluded that, all is not well with student life at Unizul. Further, attitudes of students and staff in Student Services Department (SSD) were explored as they impact on service delivery (Ludeman, 1998; 1997; Worthen, 1987). The genera! view is that problems of de-motivation and academic indifference, political intolerance and domination, mob spirit and group-think are excessive between and amongst students. Student politics rules student affairs. Executive appointments in sports, societies and clubs are dominated by political placements of individuals that serve interests of political groupings. Over the years, the operations of the SRC, Student Parliament and Senate, All Sports and Student Housing Committees have taken political stands. By accommodating and sometimes nursing political squabbles of students, management and staff are perceived to be aligned to one of two main political rivals in the country. SSD is faced with an ongoing responsibility of diffusing tensions to establish a healthy working relationship amongst students, and also between student governing structures and management. The University is faced with challenges of normalizing conditions to enable effective teaching and learning to take place. A systematic, multi-pronged approach to deal with problems of political intolerance and domination, poverty and academic indifference is recommended. As problems will not vanish on their own, a need for an effective, well-thought management strategy and psychological intervention are strongly recommended.

The research study focuses on transformation management in a welfare organisation and is aimed at developing a framework for a prospective model for management of a transformation process in a welfare organisation. The research was directed by two components, the nature, and the management of transformation, and was initiated with a literature study on these two concepts. The research study is limited to the Gauteng area, and only child and family welfare organisations which were already active participants of a transformation process were targeted. Data collection process was initiated by means of a structured interview schedule, completed by managers/senior social workers/ Board chairpersons (the target group). Results of the study indicate that a majority of the twenty targeted organisations had undergone an unstructured transformation process. A structured, well formulated, and planned transformation management process was required as a guideline, with a view to developing a prospective model for the management of a transformation process in a welfare organisation. Results and conclusions drawn from this study can be generalised in the broader spectrum of welfare organisations for the management of a transformation process. Further research is needed to develop the required model. / Social Work / M. Diac. (Social Work)

The aim of the study was to determine the impact of transformational leadership styles of managers on subordinates' job satisfaction, in a steel and mining company. Leadership was conceptualised from the trait, behavioural, contingency and neocharismatic theories. Job satisfaction was derived from content and process theories.The literature highlighted leadership and job satisfaction theories, the changing context of leadership and research of both transformational leadership and job satisfaction. The study was exploratory and a random sample (N=126) was used. The Multifactor Leadership Questionnaire was used to measure transformational leadership and the Job Satisfaction Survey was used to measure subordinate job satisfaction. The results indicated that there was a significant impact of transformational leadership styles of managers on subordinates' job satisfaction, more specifically, in terms of fringe benefits and pay dimensions of job satisfaction, as well as the biographical variable, age. Future research may include transformational leadership styles and other variables such as performance and productivity in the steel and mining industry as well as the biographical variable, age. uture research may include transformational leadership styles and other ariables such as performance and productivity in the steel and mining ndustry. / Industrial Psychology / M.Adm. (Industrial Psychology)