D. Tech. People Management and Development / The mining industry in Africa faces specific challenges relating to different cultures, beliefs, norms, languages, standards, geographical areas, talent retention, performance management, remuneration, ethics, communication, training and development, black economic empowerment and management relationships. Demand continues to strengthen as reflected in strong growth, and supply is increasingly constrained as development projects become more complex and are typically conducted in more remote, unfamiliar territory. The aim of the study was to build a competitive talent management strategy for a natural resources mining company in selected African countries, by investigating the following objectives: (1) to determine the attitudes of the employees in the mining company towards the five perspectives of talent management, namely procurement, remuneration, performance management, training and development and retention; (2) to determine the main factors that contribute most significantly towards a talent management strategy; (3) to determine whether the citizens of the different African countries differed in their views on compensation; (4) to determine whether the different mine types experienced differences in their views on the importance of compensation; (5) to determine whether the different race groups had different views on the importance of organisational behaviour; (5) to determine whether the different job levels felt differently about career development; and (6) to build a competitive talent management management strategy for Eurasian Natural Resource Company Africa.

published_or_final_version / Education / Master / Master of Education

Within the framework of any institution, human beings constitute the most essential element that largely determines whether or not an institution will accomplish the goals it has set for itself. Human labour provides this dynamic mechanism which enables institutions to pursue their objectives. This essential device, through which institutions harness human labour manifests itself as personnel administration. This study conducts an in-depth analysis of personnel administration within the context of Black local authorities In Natal and Transvaal. An examination of the historical development of personnel administration within urban local government institutions catering for the African in the urban areas reveals that this process has been inextricably interwoven with developments in the political arena. Black local authorities are at present actively engaged in designing, developing and implementing a personnel system that has the potential to facilitate accomplishment of task goals, maintenance goals and eventually social responsibility. These institutions must discern clearly the internal and external constraints affecting their operation and contribute toward the great debate for the resolution of the challenges . The established categories of Black local authorities have been identified as city councils, town councils, town committees and local authority committees. The personnel department has been identified as the focal point for the examination of the actual personnel processes within Black local authorities. A variety of processes such as policy-making and organizational planning for personnel provision and utilization; personnel planning, recruitment, selection and placement; training and development; labour relations and collective bargaining as well as compensation administration are presented and analysed. A conclusion 1S drawn on the basis of the findings. Some recommendations are advanced with the hope that their adoption and implementation might contribute significantly in the elimination of the perceived institutional dysfunctioning. / Thesis (DPA)-University of Durban-Westville, 1989.

This study attempted to discover perceptions held by public relations counsels and corporate attorneys regarding their professional relationship and whether demographics help determined perceptions. A Q-Sort mail survey asked participants to rank 52 statements. Statements were classified into six subject areas: day-to-day and corporate policy, crisis situations, communications, management, perceptions, and orientation. Five demographic questions were asked. A total of 148 surveys were mailed; 62 (41.9 percent) were returned.Q-Sort rankings, when subjected to factor analysis (Quanal), typed people with similar or dissimilar views. Quanal produced two types--Team Players and Communicators. Team Players were positive about their perception of each other, management, and communications. Communicators felt more strongly about crisis situations and day-to-day activities, especially deadlines.This study found a positive professional relationship between the two groups. Satisfaction with the relationship was indicated. Roles in the corporation were understood. Demographics did not influence perceptions in this study. / Department of Speech Communication

Thesis (J.C.L.)--Catholic University of America, 2004. / Includes bibliographical references (leaves 67-71).

Thesis (D.B.A.)--University of Western Australia, 2006.

Thesis (Ph. D.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 222-230).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1993. / Includes bibliographical references (leaves 540-566).

Thesis (Ph. D.)--Cornell University, 2006. / Vita. Includes bibliographical references (leaves 163-168).

Thesis (J.C.L.)--Catholic University of America, 2004. / Includes bibliographical references (leaves 67-71).