The aim of the study was to explore the practice of caring in human resource management of nurses. Both the qualitative and quantitative research approaches were used to ensure that the richness and the complexities of caring is reflected in the study. A qualitative analysis of the interviews vvth nurse managers and nurses indicated that they saw caring as an important part of their task. They saw caring in human resource management of nurses mainly as dealing with the interpersonal aspects- personal problem-solving-, development and growth-, welfare needs-, and HIV/AIDS issues related to nurses. A quantitative survey of nurses from different levels was done to explore the presence and enactment of caring in the formulating strategies, structuring the work, workforce planning, staffing process and in the utilising and maintaining of nurses. It was found, according to respondents that caring was not present to satisfactory levels in the human resource management process of nurses, although caring concepts, as well as Christian principles, were present and clearly described in the mission, philosophies and goals and objectives of the hospitals. The fact that nurse managers are not solely responsible for the experiences of nurses and the way nurses expressed themselves on the caring issues in human resource management in the study should be emphasised. Organisational factors such as salaries and benefits of nurses, shortage of nurses at national and international levels, organisational structures and other financial ccnstrains in hospitals, contribute to the experiences of nurses in this study. Health service administrators, nurse managers and nurses should all take the responsibility to find means to improve and instil caring in hospitals. Therefore the decision to train nurse managers and to upgrade the management knowledge and the implementation of caring concepts in nursing management with relevant care and support to HIV/AIDS nurses, is of the utmost importance to equip nurse managers to survive in these demanding circumstances in the hospitals. / Thesis (Ph.D.)-University of Natal, Durban, 2000.

Since 1994, South African education has experienced major educational reforms that have resulted in a shift in the management and administration of schools. These educational reforms have had remarkable impact on the management of schools. The purpose of the current study was to investigate the perceptions of Head of Departments – (HODs) on the effects of educational reforms linked to globalisation on the professional lives and work of educators serving in the middle management positions at secondary schools. The study focused on the effects of educational reforms on the roles and responsibilities of educators serving in middle management positions in secondary schools in Pietermaritzburg. It was located within the critical paradigm, which aims at interrogating power relations and underlying forces that shape the dynamics of educational institutions in South Africa. It drew on contrasting views of social justice to analyse the educator’s experience. The neo-liberal construct of social justice and critical construction of social justice were used. The study was an exploratory case study that used focus group interviews and semi-structured in-depth interview methods as qualitative methods of data collection. Thematic analysis has been used to analyse data that has been collected. The globalisation theories and themes were used as lenses for data interpretation. Eight secondary schools middle managers (HODs) managing Mathematics and Physical Science from schools in Pietermaritzburg District participated in the study. Schools selected represented the racial, social, gender, economic and linguistic diversity of the province. The findings suggested that the effects of education policies influenced by neo-liberal globalisation have redefined the roles and responsibilities in ways that minimize the HODs autonomy and lead to the deskilling of educators who have been trained to perform their duties successfully and efficiently. The new education policies have coerced the educators including HODs to become ‘skills technicians’ degrading them as autonomous professionals. The neo-liberal policies exploited the HODs by coercing them to do both administrative work whilst being responsible for curriculum leadership. The HODs experienced dialectical tensions between allegiances to the subject (curriculum leadership) versus administrative role. / Thesis (M.Ed.)-University of KwaZulu-Natal, Pietermarizburg, 2009.

Effective schools are a pre-requisite for the transformation of society. However, for schools to function effectively, educators must work to their optimum levels, showing commitment, dedication and enhanced work performance. It is a challenge for school managers and policy implementers to ensure that educator's work performance is enhanced in the workplace. In this study I undertook to investigate factors that influence educator work performance. The rationale for the study took into consideration the constant demands placed on educators. By illuminating the factors that affect educator work performance, it is hoped that educators would receive the necessary support, assistance and guidance from all stakeholders in education so that educators may face and overcome current challenges in education, thus promoting work performance. As a result, educators will be able to execute their roles and responsibilities effectively in a rapidly transforming education environment. This study employed a qualitative research design. Through a process of random sampling, four Primary Schools from the Phoenix-West Ward of the Pinetown District in KwaZulu-Natal were chosen. The informants in this study comprised of eight level one educators. Two educators from each of the sampled schools were chosen through purposive sampling. The data was generated with the use of semi-structured interviews. The data gathered was received, coded and organized into themes, categories and sub-categories. Content analysis was used to analyze the data. The findings revealed that many factors influence educator work performance. Factors such as a good salary and work that is challenging enhance work performance. Praise and recognition, as well as democratic leadership styles by SMT's, also have a positive influence on work performance. Factors associated with poor work performance included, heavy teacher workloads, curriculum uncertainty, stress, favouritism and a lack of teaching resources and equipment. In addition to this, being self-motivated created an inner drive in the informants to perform at optimum levels. School managers should play a fundamental role in offering support, guidance and in motivating educators in the workplace. The study also revealed that there should be a strong bond between the Department of Education as the employer and educators as employees, whereby the Department of Education should implement motivation strategies to enhance educator work performance. / Thesis (M.Ed.) - University of KwaZulu-Natal, Durban, 2009.

The focus of this research was to examine how primary and combined school principals in the Ogongo Circuit, Namibia motivated the teaching staff. The research instrument used to conduct this survey was a questionnaire. A descriptive statistical method was used to analyse the data. The study was confined to primary and combined schools in above-mentioned circuit. I randomly selected five schools and my sample consisted of 25 respondents made up of five principals and twenty teachers. Three critical questions were developed which focused on: 1. The extent to which primary and combined school principals in Ogongo Circuit in Namibia motivate teachers, 2. create a school environment that promotes motivation; 3. strategies used to motivate teaching staff. The findings of this study were that teachers' motivation in the sample schools was unsatisfactory, as most of the motivational aspects such as morale rewards and recognition, as well as vision and mission statement were neglected. Principals in the sample schools failed to develop good strategies to motivate teachers. This led to an engagement of teachers in private business during school hours as well as poor time management resulted in insufficient motivation. The study reveals some of the contributing factors leading to a lack of motivation. These demotivating factors were: 1. Principals' leadership styles, 2. Teaching in areas or phases where they were not 'specialized' 3. Poor infrastructures and lack of resources. The study recommends that principals need to identify the basic needs of teachers and institute measures to ensure that these needs are met. Principals also need to acknowledge job well done and attempt to create a working environment where teachers are motivated to do their best. / Theses (M.Ed.) - University of KwaZulu Natal, 2005.

This study looks at designing strategy-supportive reward systems and the benefits that an organisation can obtain from such a system. Aligning the reward system to the company's strategy is one way that an organisation can gain a competitive advantage. In the literature review section of the study, the author looks at strategy formulation and its link to human resources activities. The implementation process of a selected strategy is crucial as it relies upon the human resources skills base. Therefore, employee retention and motivation is important in ensuring correct strategy implementation. Theories of motivation are highlighted s it is important to understand what motivates your workers and managers, and ensure that the reward system is congruent with the employees' motivational needs. Different performance management systems are highlighted to show how important it is to measure performance if you are to reward that performance. A case study of Chemplex Corporation shows that the company needs to improve on its communication of the chosen strategy through the hierarchy down to shop floor workers. Furthermore, Chemplex Corporation does not have a performance management system resulting in a reward system that is not aligned t the company's strategy. Recommendations are made using a model of strategy formulation and implementation that ensures participation at all levels of the organisation. The Balance Scorecard concept designed by Norton and Kaplan is recommended for performance management and ensuring that the reward system is in line with the company's strategy. Finally, guidelines on implementing a strategy-supportive reward system are given so that management knows what pitfalls to avoid. / Thesis (MBA)-University of Natal, 2003.

For most organisations the decision to implement performance management is not about introducing a completely new process. Most organisations start with annual appraisals and learn from them what goes well or bad. Because of being under the rule of Britain, Lesotho inherited some of the systems mostly followed by many Commonwealth countries in the public service; some of which were confidential reporting systems for appraising employees. Investigations were made about the existing system at that time and the findings indicated that most of the people did not like it. They said it was subjective, and that it contributed to low morale, and weakened supervision/employee relations. It was realised that a new system was urgently needed. The new system was introduced which was for an open appraisal. Several attempts were made, but they failed because of lack of resources and poor communication and teamwork in the organization. This report sets out the observations and comments on the new system and the findings are discussed together with the implications of the system. The aim of this research is to investigate all the measures concerning the system whether they are being applied correctly, whether all measurements are effectively implemented and if the system is acceptable in the civil service. Finally, whether it fits the culture of the organization. If its not working the way it was expected to, what are the problems and how can such problems be solved?. / Thesis (MBA)-University of Natal, 2003.

This study looks at what Sasol must do to retain senior black managers. The findings of this study are based on the perspectives of a group of black professionals who went through a two year program referred to as Sasol's Accelerated Leadership Development Program (ALDP). Given the fact that the company has acknowledged the problem of having senior black managers in its ranks, the objective is to use their own perspectives on what Sasol must do to retain them. The question of retaining employees is critical given the stiff competition that Sasol operate in and also taking into account the fact that Sasol is expanding outside the borders of South Africa. The respondents pointed out that there are a number of issues which Sasol's management must look at in order for them to stay in the company. The issues raised relate to Sasol's corporate culture which is perceived not to be accommodative of a diverse work force, the management style which is seen as conservative and bureaucratic. Over and above that, the predominant use of Afrikaans, whilst English is the official business language is seen as an obstacle for non-Afrikaans employees to stay in the company. Other issues raised are the Senior Mannekrag Beplanning Kamer (SMBK), a process used for the promotion of senior managers which is seen as not representative. The respondents felt that they need to be given challenging work assignments and be given opportunities for career growth and development. Equally important is the question of the work environment in general which is not seen as embracing diversity and remuneration and benefits which are seen to be fair and competitive. The findings are indicative of the importance of informing retention strategies with the views of the very employees that must be retained. These results further suggest that a planned approach which is inclusive of stakeholders is appropriate rather than an imposed plan. / Thesis (MBA)-University of Natal, Durban, 2003.

According to studies conducted by Mobius and Rosenblat (2003) attractive candidates are seen to be more productive in the workplace and would be rewarded for it by receiving higher remuneration than less attractive candidates who are just as qualified. The focus of this study revolves around suggestions that good looks play a major role in the workplace. In addition, Fryer and Kirby (2005) report that obese people earn less than people of average weight with the same set of skills. This study aims to determine the extent to which good looks play a role in recruitment in the workplace and assess the extent to which looks are important to young managers as opposed to older managers when recruiting employees. It also seeks to identify the extent to which looks play a role between male and female managers when recruiting staff and determine if and to what extent good looks give an interviewee an undue advantage. Lastly, it seeks to determine if and to what extent overweight candidates are discriminated against. The sample is segmented using both male and female managers in Durban as key respondents of the questionnaire. The research aims to determine if good looks play an important role in Durban, not only in recruitment in the workplace, but also in the workplace as a whole. Interesting conclusions were drawn. • 71% of the sample population agreed that good looks are based on one’s physical appearance. • 71% agreed that good looking managers have confidence in themselves. • 63% of respondents agree that managers are more tolerant of good looking people. The response overall proved to be that good looking people certainly do have anunfair advantage in the workplace. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

The purpose of this research is to determine the role of employees' psychological contract in the successful implementation of management tactics and achieving optimum work performance. The concept of the psychological contract was first introduced by Argyris in 1960, in reference to the employer and employee expectations of the employment relationship (Smithson and Lewis, 2003). Recent research in the United Kingdom has revived the concept, with particular focus on how the psychological contract affects employee attitude or how it may be affected by employer actions. The perceived breach of psychological contracts, for example, may be linked to job satisfaction or staff retention. Research on the topic in a South African context is limited. The purpose of this research is to apply the concept to the South African context and to specifically determine how it impacts on strategy implementation through management tactics, as well as work performance. Furthermore the influence of factors such as gender, ethnicity and relative age will be investigated. Research will be conducted amongst employees of Engen Refinery, located in Durban, South Africa. It is expected that this study will add value to the body of knowledge in this field as well as benefit the company by identifying how an understanding of employees' psychological contracts is relevant to the implementation of tactics and achieving optimum work performance. Questionnaires will be administered to employees. A focus group discussion will be held with 5 employees. Two psychologists and one psychometrist will be interviewed. Two employees, who are also middle managers will be interviewed. Research findings indicate that the psychological contract of employees has a direct influence on the successful implementation of management tactics and optimising work performance at the Engen Refinery. Employees favour a relational psychological contract. It follows that meeting the relational needs of employees would result in an improvement in the successful implementation of tactics and work performance. Positive interpersonal relationships based on trust, respect and open communication minimise gaps in psychological contracts and reduce the degree of assumption with regard to mutual expectations. This has the effect of reducing feelings of inequity, which, based on equity theory, improves commitment and work performance and reduces perceptions of psychological contract violation. Recognition, and the application of behaviour modification theory, may be practically applied where a relational psychological contract is favoured, in order to influence the transactional aspects of the contract. While gender and age do not appear to influence how the psychological contract affects the implementation of tactics and work performance optimisation, ethnicity does, in the particular context of Employment Equity which is peculiar to South Africa. Research findings indicate that the concept of the psychological contract is relevant to improving the work environment, and can be used to effect change in order to enhance the successful execution of strategy and optimise employee work performance. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

This study investigates fleet outsourcing in government from a strategic perspective as it is integrated into the overall strategy of the Department of Transport. This study attempts to overcome some of the problems associated with outsourcing by integrating a number of key aspects of outsourcing including a value chain perspective, core competency thinking and supply base influences into the decision-making process. The background of the research highlights the status quo and examples of similar fleet management projects in Government. These include major projects in National Government, Telkom and City of Johannesburg. The research is motivated by the need for government to find new ways, with limited resources, to achieve maximum efficiency in fleet management by managing these resources and related risks. The value of the research is a holistic approach to the analysis of fleet management the public sector has never been undertaken. The study will also help the state to recognise the impact fleet management has on the state's core activities and offer a tool for measuring fleet management performance. The research methodology is qualitative and will be based on a case study approach, which is associated with the exploratory nature of this study. Outsourcing is justifiable if visible costs decrease, service improves and economies of scale are achieved. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.