The main purpose of this study was to explore the threats to internal and external validity that international research on structured employment interviews may have been prone to. On the basis of this exploration, suggestions were rendered on how the perceived threats to internal validity could have been managed. In addition, commentary was offered on whether or not the threats to external validity appear to have been actualised in the international studies that were compared. These constituted the secondary aims of the study. In order to accomplish the primary aim of the study a qualitative approach was employed. Using the literature on the threats to internal and external validity as a fundamental point of departure, studies on the two main variants of structured employment interviews (viz. behaviour description interviews and situational interviews) were analysed. This analysis yielded an insight into the potential threats that are likely to have impacted on the validity findings that were obtained in these studies. On the basis of these insights, suggestions, pertaining to how the threats to internal validity could have been managed, were proposed. In addition, a meta-analytic technique, for comparing the findings across multiple studies, was employed to comment on whether or not the threats to external validity appear to have manifested in the studies in question. These combined insights served as the foundation for offering a South African perspective on the threats to internal and external validity, which included recommendations on how they could be effectively managed in validation research in the South African context. / Thesis (M.A.)-University of Natal, Durban, 2000.

Eskom Transmission Division (ETD) is being forced to rethink its business development strategies, in order to deal with rapid technological, capital and social changes. As a result, there is a high need for contract managers to learn to procure goods and services effectively and efficiently. Subsequently, the capabilities and skills of buyers, and in particular contract managers, need to reflect Eskom's challenges faced in delivering on South Africa's developmental needs for affordable electrification. Because of the complex nature of contract management, it is required that a detailed and carefully written contract management framework that defines the commercial supplier relationship, contract management aspects of the results and the desired behaviour of the contracting parties, be established beforehand. Therefore, there needs to be greater emphasis on structuring and delivering of procurement training in the future, as contract managers will need to have skills to be able to work within a cross functional team, be strategic thinkers, and manage supplier base and relationships. A variety of methods can be used to implement training and they range from formal education, coaching, on job training and intemet training. The ETD senior managers need to monitor the performance of the contract managers wants the training methods have been introduced to identify the gaps. The aim is for this contract management framework to provide intangible elements of quality cost to enable contract managers to perform strategic sourcing in order to be innovative in their decision making. The contract management framework will focus on identifying and discussing strategic ideas that will enhance and improve the effectiveness of contract management at ETD. Contract managers need to be trained to enhance and update their skills. The training should focuses on: • Total cost of ownership in selecting the suppliers rather than concentrating on price only, • Reducing their supplier base and building strategic relationship with their suppliers, • Formation of formal cross functional teams, • Formation and management of supplier relationships, A Proposed Contract Management Framework for Eskom Transmission Division (ETD) By Thembisile Khomo ix • Monitoring and Measuring the performance of the suppliers and contract managers, • Strategic Sourcing, and all other cost reduction methods. This contract management framework will focus on the following cost saving and risk sharing opportunities, which will result in an efficient and effective contract management at ETD: • Expenditure Analysis In terms of expenditure analysis ETD should consider reducing the supplier base in order to consolidate and leverage expenditure and to manage the relationship with strategic suppliers more effectively. This will result in contract managers concentrating more on long term partnership and strategic relationships with its suppliers. As a result, ETD could benefit in terms of an increase in access to technology, where those suppliers that have received more volume and longer-term contracts become willing to invest in the manufacturing equipment that will improve their equipment production and processes. Because of the long term relationship that will be developed with these suppliers, they will also be willing to share the costs and risks with ETD. • Training and the Skills of Contract Managers It is very important for contract managers to be trained and have the required skills to manage contract. This was confirmed by the case study conducted in one of the ETD contract to refurbish transformers. In analyzing this contract, it was found that: ~ The rates quoted in the contract are above the market rates. ~ ETD contract managers do not challenge the specifications or operating practices and quotation costs. As a result most of the quotation costs or rates and ideas of how the transformers should be refurbished come from Rotek. ~ Contract managers do not know how much they spent in paying the labour, materials and other varied costs associated with the refurbishment of the contract. ETD has been paying numerous indirect costs or rates, such as A Proposed Contract Management Framework for Eskom Transmission Division (ETD) By Thembisile Khomo x additional overtime, rework due to unacceptable components quality, materials costs on heavily engineered components and so forth. All this contract mismanagement matters could have been avoided if the contract was managed effectively, and there is collaborative relationship with the supplier to ensure a solid working relationship and to reduce lead-time and costs. This relationship should be based on trust, cooperation, interdependence, joint quality improvement efforts, information sharing, risk and benefit sharing, and joint problem solving. Especially during the future capital expansion projects which ETD will be engaged in, there will be a high need for dependable suppliers to provide the required design and technological input needed for marketable profitable products and for satisfactory services to result. • Cross functional teams The formation of formal cross functional teams will help in making the decisions that impact multiple functional areas. Without the representatives of various areas the decisions are likely to meet resistance. Thus, if the representatives of each of the functional areas are involved on the team, they will provide beneficial input in the resulting agreement. In turn, each representative will be responsible for ensuring acceptance by his or her functional area, of the team's decisions. Cross functional teams also enhance problem resolution as the team will be bringing their different expertise in solving problems or making decisions. • Top Management Support For successful implementation of this framework, ETD top management need to support it by communicating its importance in terms of helping contract managers to think out of the box and see the competitive benefits of the new ways of managing the contracts. • Cost Reduction The cost reduction can be through the use of: A Proposed Contract Management Framework for Eskom Transmission Division (ETD) By Thembisile Khomo xi ~ Total cost of ownership (TeO) - where not only the price is considered when evaluating tenders from the supplier, but quality, delivery, maintenance, disposal and other cost saving ideas, including flexibility levels offered by the suppliers are considered by the contract managers. Thus, the contract managers need to have the skill to see the value stream, sequence of value creating steps required to design, make and deliver the product and to learn to remove the waste, mistakes and rigidities. Therefore in analyzing Tea, it is vitally important to understand the suppliers' market and financial reports to come to an effective solution with regard to the factors that make up the prices for the product or services they procure in addition what drives cost into the product or service in the market place. ~ Strategic sourcing - contract managers should focus on development of competitive value based pricing, where the overall costs are considered, and innovative strategic sourcing, where consideration is based on new products and services that deliver a competent advantage and new ways of doing business. For example, how quickly can the supplier adapt to changing ETD requirements? ~ Performance monitoring and measurement - contract managers need to continuous monitor the performance of suppliers based upon metrics that are directly derived from the service. By monitoring the performance of the supplier the contract manager will know in advance about any production or service delivery problem and come with mitigation steps together with the cross functional team. This will then prevent ETD in continuously accepting late and inadequate products or poor services from the suppliers. ~ Supplier relationship - the formation of supplier relationship with suppliers will benefit ETD in risk sharing and cost reduction. Therefore, the objective of a contract management framework must be to establish relationships with suppliers that have resources in order to integrate their specialist capabilities in a way that yield significant value potential from both sides. A Proposed Contract Management Framework for Eskom Transmission Division (ETD) By Thembisile Khomo xii ~ Training of contract managers - as there is greater emphasis on structuring and delivering of procurement training in the future, contract managers will need to have skills to be able to work within a cross functional team, be strategic thinkers, and manage supplier base and relationships. A variety of methods can therefore be used to implement training, which can range from formal education, coaching, on job training and internet training. Networking with other contract managers can also assist in the development of personal skills and adoption of better practices whether formally (as part of membership of a professional body) or informally (at conferences), exchanging ideas and meeting with other professionals can be extremely useful. The ETD senior managers need to monitor the performance of the contract managers wants the training methods have been introduced to identify the gaps. • Conclusion In conclusion, before a new contract is established, it is important to review the success and failures of the current contract, in order to establish a clearer understanding of what makes contract management successful. These lessons will then form the basis of planning tender requirements and negotiations for the next contract. For successful contract management, contract managers should ensure that a preferred relationship type and pricing structure is selected, and agreed succession plan. A contract review should also examine the cost-effectiveness and efficiency issues. / Thesis (M.Com.)- University of Kwazulu-Natal, 2005

Skills shortages in South Africa occur when demand for certain skills exceeds supply, South Africa has a high demand for mathematical, sciences and information technology (IT) related skills (Daniels, 2007:1). Factors such as HIV/AIDS, legislation (for example affirmative action), and rapid growth of the IT sector and the education system are contributing to the continuous increase in the skills shortages rate in South Africa (Daniels, 2007:1). As a result of the skills shortages, South African organisations find themselves competing with international organisations for managerial-level employees, resulting in a ‘war for talent’. This study specifically focussed on the incidence and reasons associated with managerial-level employees’ intentions to leave their KwaZulu-Natal (KZN)-based organisations. In particular, the perceptions of MBA students studying at UKZN formed the focus of this study. The study, both primary and secondary data were collected and analysed. In the study the targeted population were managerial-level employees who were currently working in KwaZulu-Natal-based organisations and who had met the entry requirements of UKZN’s Graduate School of Business (GSB). The purposive sampling technique was used and all the registered MBA students at the GSB of UKZN formed the target population that is, the target population comprised of all 1st year, 2nd year and 3rd year MBA students and there were approached following that same order. In the study it was found that the three CFST sub-components that had the most influence on the managerial-level employees’ decision to leave were aspects of the CFST related to careerpath strategies, management/leadership style and rewards. These results were more clearly supported and given stronger evidence by the rankings of the high scoring samples of the intention to leave (ITL) scale and propensity to leave (PTL) scale which depicted the same three CFST sub-components. Recommendations were made based on the findings of the study that South African organisations have a strong influence on the respondent’s decisions to leave their organisations. It was also recommended that South African organisations should implement effective leadership/management style and should also offer their managerial-level employees competitive remuneration packages. / Thesis (M.Comm.) - University of KwaZulu-Natal, Pietermaritzburg, 2009.

The basic philosophy of shared governance includes the right for staff nurses to practice in an environment that allows participation in the decision making process at all levels of the organization. Autonomy and responsibility support shared governance. The purpose of this study was to examine nurses’ perceptions of autonomy in a well established shared governance setting. The Neuman Systems Model served as the theoretical framework.A convenience sample of 83 (42%) staff nurses at Saint Joseph’s Hospital of Atlanta, Georgia completed the Schutzenhofer Professional Nursing Autonomy Scale. Three open ended questions were included in the questionnaire to further explore staff nurses’ perceptions of the professional practice environment. Demographic data were also collected.Findings in this study revealed no significant correlations between selected demographic variables and autonomy. More than between selected demographic variables and autonomy. More than half (65.1%) ranked in the higher level of professional autonomy, 34.9% (29) ranked in the mid level and none in the lower level. Qualitative data revealed that nurses working in a well established shared governance setting perceived control over the nursing care of patients and appreciated and the ability to make decisions regarding patient care. Respondents overwhelmingly indicated that nurses should be compensated for participation in governance activities.Conclusions from this study were that implementation of professional practice models such as shared governance improve nurses’ perceptions of autonomy and create an atmosphere in which nurses can practice the art of nursing while clearly articulating a vision for the future. Consistent and appropriate decision making by nurses facilitates the interdisciplinary plan of care and encourages trusting relationships among professional disciplines.Nurse managers are in an ideal position to create a vision by designing structures that promote staff involvement. Managers must build formal recognition programs into shared governance systems and provide nurses with the time to attend meetings. Today’s nursing leaders must be ready to create a vision, facilitate change, mentor, nurture, coach and advise staff. / School of Nursing

Job-communication satisfaction and its importance to nursing staff and first-line supervisors is important because people in complex health care delivery systems tend to dehumanize communication (Duldt, 1989, 1990b). The purpose of the study is to determine the level of satisfaction first-line supervisors and staff nurses have of job-communication and interpersonal relationships, and the degree of importance staff members and first-line supervisors place on job-communication and interpersonal relationships within a mid-sized acute care facility in an urban area. The theoretical framework is Duldt's Humanistic Nursing Communication Theory (Hersey & Duldt, 1989).The population was all staff nurses and first-line supervisors employed in inpatient services at a midwest hospital. The sample was comprised of about 231 registered nurses and 61% first-line supervisors who volunteered to answer the Job-Communication Satisfaction Importance Questionnaire (JCSI). The JCSI was developed by B. W. Duldt (1990) based on the work of Downs, Hazen, and Thiry as cited in Duldt (1990a). The procedures for the protection of human subjects were followed.Findings revealed that supervisors and staff nurses were satisfied with aspects of job-communication. Supervisors and staff nurses rated six of the eight topics on the JCSI as important aspects of job-communication. Aspects of job-communication and interpersonal relationships were important to supervisors and staff nurses in the facility studied.The conclusions from the study were: (a) satisfaction with job-communication and interpersonal relationships can be improved, (b) aspects of job-communication and interpersonal relationships identified in the study were important to supervisors and staff nurses. Nursing supervisors are in key positions to influence job -communication satisfaction. Organizations undergoing rapid changes need to develop and maintain communication which is satisfactory to human beings working in the organization. / School of Nursing

This in-depth study looked at a major manufacturing company during a year when management projected contract losses and massive lay-offs and terminations. The company's hourly employee culture indicated that the major automotive customers of the company were influential driving forces and would rescue the company from the dire management predictions. The principal major research question was to determine the accuracy of predictions based upon the company's hourly workers' culture versus management's predictions and actions based upon external sources.Another investigation area was the company management's actions to manifest their avowed "our employees are our most valuable resource and asset" belief statement. Similarly, would the Professional and Technician Equal Employment Opportunity job groups have the smallest percent of reduction, since the company's primary strength was purported to lie in its engineering and technical employees?Interviews, data collection and analysis, and monthly task force investigations and communications revealed the company culture was definitely more accurate than the numerous predictions made by management. As the "culture" predicted, the loss of the contracts did not occur. The company concluded the year with increases in total employment. Temporary lay-offs did occur during the year and management took numerous actions to help both retained employees and those being terminated or laid-off. Such actions included outplacement services, stress reduction programs, job placement and resume writing, and instituting communication networks and procedures and a Dispute Resolution Procedure. The company did show that the employees were valuable and important assets.The reduction numbers and percents for the Professionals (engineers) and Technicians were exactly opposite of what management typically avowed. The largest category reduced was the Technicians and the second-largest category was the Professionals.The company continued to be quite viable and the future outlook became optimistic, which coincides with the company culture that the major automotive customers will always be there needing the company's products.The company management took several steps to prevent their predictions from occurring, while hourly employees, using only history which is not a very dependable source for industry today, happened to be correct in this study.The primary conclusion was that the culture of the company's hourly workers was more accurate in predicting the future than management's predictions based on supposed knowledgeable external sources. It was recommended that internal cultural based predictions and externally based information be blended together for the most accurate predictions. This will provide all managements everywhere a better information base for making decisions, particularly strategic planning decisions. / Center for Lifelong Education

The primary purpose of the study was to determine the perceived accuracy of the Indiana Assessment Center (IAC) process in rating potential administrators' skills in 12 specified areas as judged by IAC participants and their employing officials. Referent groups in the study included:1. IAC participants2. Employing officials of IAC participants 3. IAC assessorsA 22-item questionnaire containing the 12 specified skill areas was used to gather perceptions from the three educational referent groups.Findings1. Seventy-eight percent of the participants and 86% of the employing officials who read the IAC final report agreed that they would recommend friends and colleagues aspiring to be principals to participate in the IAC.2. Seventy-five percent of the participants and 71% of the employing officials who wrote a narrative response to the evaluative statement ("I would recommend to my friends and colleagues who aspire to be principals to participate in the IAC. Why or why not?") agreed that participation in the IAC was a positive professional experience.3. Participants with administrative experience attained higher scores than participants with instructional experience.4. The mean ratings of assessors were higher for females than males in the skill areas of judgment, leadership, range of interest, personal motivation, educational values, oral communication, and written communication.ConclusionsThe IAC was perceived by a majority of the participants and their employing officials as an accurate method of rating potential building administrators' skills in 12 specified areas. The participants' gender, experience, and position influenced participants' ratings in the 12 skill areas. / Department of Educational Administration and Supervision

This study was aimed at assessing the adequacy of the management development activity and its support by top management in the public service of the North West province. The South African public service is a key instrument by which service delivery can be ensured, as a result there is a need to enhance its capacity. Management development, particularly for senior management, should be seen as the most important component of human resource development in the public service, which should be improved. Certainly there are considerable benefits to be derived from an effort by any developing country to develop its public service senior managers. Current research reveals that management development is accepted as a contributor to organisational performance. Whilst this is the case, often not all management development programmes meet the needs of the organisation. Some management development programmes fail because of lack of top management support, together with organisational conditions and practices that are supposed to contribute to their effectiveness and overall organisational effectiveness. Thus, an assessment of the adequacy of the management development activity of the public service of the North West province should often be conducted so as to improve on it and thereby contribute to the enhancement of service delivery. In terms of research design and methodology, this study was evaluative in nature. The study involved the systematic collection of information on the worth of the management development programme, which has to make value judgements concerning the worth of such a programme. The target population for this study was all senior managers in the public service of the North West province. The accessible population comprises of those senior managers who were based in Mafikeng, the capital of the province and the seat of government in which all-administrative head offices of all provincial departments are located. The research sample was drawn from senior managers within some departments that form the North West provincial administration. Structured questionnaires and unstructured interviews were used in this study as data collection instruments. Combinations of both qualitative and quantitative methods of data analysis are used. To interpret the data collected from the Management Development Audit section of the Questionnaire, a scoring and interpretation worksheet was adapted for use. Some managers were also interviewed in order to find out their opinions about management development effectiveness. The findings of the study revealed that the management development activity in the public service of the North West is inadequate and requires to be improved. The recommendations based on the findings of this study can be summarised by stating that 88% of the management development activity requires improvement. / Thesis (M. Phil.) North-West University, Mafikeng Campus, 2004

The purpose of this study was to explore the views of school leaders on issues and challenges they face in implementing Performance Management System in South Central Region of Botswana. The subjects of the study were two hundred and ninety eight school leaders (school heads, deputy heads, head of departments and senior teachers) who were drawn from South Central Region. The region under study has one hundred and eighty nine schools and out of these, thirty two schools were randomly sampled. Interviews were conducted and there was a questionnaire which was completed by the various school leaders. The questionnaire covered three broad categories, namely: biographical aspects, demographical aspects and views on the implementation of Performance Management in their respective schools. Four hundred and fifty questionnaires were distributed and only two hundred and ninety eight were completed. Interviews were conducted among eleven school heads and nine teachers and the focus was to get school leaders views on the problems encountered in the implementation of PMS. Results from respondents were analysed. Content analysis method was used. Frequencies, percentages, tables and T-test were used in the analysis of data. The study revealed that Performance Management assessment tools are unclear and the . supervisor/supervisee criteria are also unclear. Since Performance Management is a new concept, some teachers are not really sure of what they are supposed to do. There is suspicion that teachers may be victimized in the name of PMS since some supervisors can be very subjective in their assessment of teacher performance; there is low teacher morale which could make implementation problematic; large numbers of classes make it difficult for effective teaching in schools; and lack of teaching aids and facilities hamper the conduct of teaching in schools. Implementation of Performance Management in Botswana is still at its infancy stage therefore it is expected that teething problems may arise. It was found that the implementation of PMS in schools will be affected by a number of factors. There is consensus that PMS training should be done in stages, and it should not be rushed; there is need for support systems such as mentoring and counselling to help during the implementation period; more workshops are needed in order for teachers to understand this new reform; and more time is needed in order for teachers to understand PMS and remove mistrust associated with it. / Thesis (M. Ed.) North-West University, Mafikeng Campus, 2005

The 're-admission' of the Republic of South Africa to the global arena does not only imply that the education system be effectively run, but also that the potential of all stakeholders in education be optimised. Against the background of the preceding assertion it is essential therefore that to meet the demands of the present information age performance management be enhanced to meet the demand for quality education. The rationale for performance management is linked to investment in people to yield high returns in education in the form of qualified and skilled personnel, a productive and competitive workforce and an effective and efficient corporate community. In the light of the preceding, the quest for quality education is interlinked with an integrated quality management system. The basic premise here is that through performance management the education system would ensure optimisation of potential In order to unfold individuals' potential and release their latent energy and to promote economic growth and improve the quality of life for the South African citizenry at large. Similarly, the optimisation of the potential of educators and learners alike is seen as a necessity for ensuring provision of quality education in a high quality and productive education system. / Thesis (M. Ed.) North-West University, Mafikeng Campus, 2004