Spelling suggestions: "subject:"impersonnel management - south africa"" "subject:"impersonnel management - south affrica""
101 |
The human resources capacity of Endumeni Municipality as a developmental local government institutionCele, Cyprian Godfrey Nhlanhla 04 1900 (has links)
Thesis (MPA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The post-apartheid era in South Africa has been marked by a whole range of important
changes. At local government, these changes have been manifested by, among other
things, the change in strategy from regulatory to developmental local government.
Interms of the open systems approach to organisational change, changes in one part of an
organisation need to be complemented by matching changes in other parts of the
organisation. This is the premise that forms the basis of this study. It is argued
particularly that the success of developmental local government hinges, to a large extent,
on complementary changes being made in other departments of a municipality.
The study focuses on one of these departments, namely the human resources (HR.)
department of a municipality. It investigates Endumeni Municipality, and researches
whether it has the necessary HR capacity to cope with the new strategy of developmental
local government. This is subsequently followed by recommendations derived from the
findings.
HR capacity is defined as the combination of the following key variables:
strategic partnership between the HR function and other functions of a
municipality;
integration of HR policies, systems and competencies with the developmental
mission of a municipality;
coherence among the different components of the HR strategy;
flexibility of the HR strategy; and
Alignment of the culture of a municipality with its developmental mission. The study is descriptive in character. It makes use of a combination of qualitative and
quantitative methods of investigation. The qualitative method comprises interviews with
key informants and an analysis of official documents. The quantitative method, on the
other hand, consists of a questionnaire that is administered to the Councillors of the
municipality.
The study came to a conclusion that Endumeni Municipality lacks the HR capacity to
carry out its developmental functions. To remedy this situation, the following
recommendations have been suggested:
(i) The current role of the HR section has to be reviewed with the view to elevate it
to the level of a strategic partner.
(ii) The HR competencies, policies and practices of the municipality are still
embedded in the outdated system of regulatory local government. These must
also come up for review so that they can be re-aligned with developmental local
government.
(iii) There is generally lack of co-ordination among the various components of HR
strategy. These must be re-aligned so that they can complement each other.
(iv) The municipality is currently finding it difficult to discard the old HR strategies, a
point which suggests rigidity on the part of these strategies. Inorder to cope with
the changing environmental conditions, the municipality needs to have some
flexibility in its HR strategies.
(v) Finally, the prevailing culture still shows elements, which support the old system.
This has to be addressed in order to create a new culture that is consistent with
developmental local government. / AFRIKAANSE OPSOMMING: Die post-apartheid era in Suid-Afrika word gekenmerk deur 'n reeks baie belangrike
veranderinge. Op plaaslike regeringsvlak word hierdie veranderinge, onder andere
gekenmerk deur die verandering in strategie van regulerende na ontwikkelende plaaslike
regering.
Volgens die oopstelselbehadering tot organisatoriese verandering moet veranderinge in
een afdeling van 'n organisasie aangevul te word deur soortgelyke veranderinge in ander
afdelings van die organisasie. Hierdie stelling vorm die basis van hierdie studie. Daar
word geargumenteer dat die sukses van ontwikkelende plaaslike regering in "n groot mate
rus op aanvullende veranderinge wat gemaak word in ander afdelings van die
munisipaliteit.
Hierdie studie fokus op een van hierdie afdelings, naamlik Menslike Hulpbronne (MH).
"n Studie word gedoen om te bepaal of Endumeni Munisipaliteit oor die nodige MR
beskik om die nuwe strategie van ontwikkelende plaaslike regering te ondersteun. Dit
word gevolg deur aanbevelings wat spruit uit die bevindings.
MH - kapasiteit word gedefinieer as "n kombinasie van die volgende sleutelveranderlikes:
n strategiese venootskap tussen die MR-funksie en ander funksies van "n
munisipaliteit;
inskakeling van MH-beleide, stelsel en - vaardighede met die ontwikkelingsmissie
van' n munisipaliteit;
samehorigheid tussen die verskillende komponente van die MR - strategie;
aanpasbaarheid van die MR - strategie; en
gerigtheid van die kultuur van' n munisipaliteit op sy ontwikkelingsmissie. Die studie is beskrywend van aard. Dit maak gebruik: van "n kombinasie van
kwalitatiewe en kwantitatiewe metodes van ondersoek. Die kwalitatiewe metode behels
onderhoude met belangrike informante en ontleding van amptelike dokumente. Die
kwantitatiewe metode, aan die ander kant, behels "n vraelys wat versprei word onder
ampsdraers van die munisipaliteit.
Die studie kom tot die gevolgtrekking dat Endumeni Munisipaliteit nie oordie MHkapasiteit
beskik om sy ontwikkelingsfunksie uit te voer nie. Die volgende aanbevelings
word gedoen, om hierdie probleem op te los:
(i) Die huidige rol van die MH - seksie moet hersien word om dit uit te lig na die
vlak van "n strategiese vennoot.
(ii) Die MR - vaardighede, beleide en praktyke van die munisipaliteit verteenwoordig
steeds "n uitgediende stelsel van regulerende plaaslike bestuur. Dit moet hiersien
word en in lyn gebring word met die ontwikkelende plaaslike regering.
(iii) In die algemeen is daar min samewerking tussen die verskeie komponente van die
MR - strategie. Hulle moet in lyn gebring word sodat hulle mekaar kan
komplimenteer.
(iv) Die munisipaliteit vind dit moeilik om ontslae te raak van die ou MH - strategie,
"n punt wat die onbuigsaamheid van hierdie strategieë bewys. Om by te bly met
die veranderende omgewingstoestande, moet die munisipaliteit buigsaamheid in
sy MR - strategie hê.
(v)- Ten slote, die huidige kultuur toon steeds elemente wat die ou stelsel steun. Dit
moet aangespreek word om "n nuwe kultuur te ontwikkel wat in ooreenstemming .
is met ontwikkelende plaaslike regering.
|
102 |
The scientific calculation of the required human resources for maintenance in the engineering department at Sishen iron ore mineSchreuder, Hugo Amos Lambrechts 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the
researcher has been employed at the mine, according to history as well as according
to the demands of the financial situation. Consequently, human resources shortages
have been corrected by external labour which is often more expensive than internal
labour.
During the annual budgeting period when top management applies pressure to cut
costs, the operations budget is easy to defend. With the help of Excel spreadsheets
or maintenance management systems, maintenance managers can present strong
arguments for not cutting the operations budget. Budget deficits are then easily
corrected by means of negative adjustments to the human resources budget.
This research will explore the issue of whether a tool exists to calculate the human
resources budget scientifically. A target was set to develop a tool or model for human
resources budgeting or to investigate whether such a tool does not already exist.
A literature survey was done to determine world best practices regarding the
calculation of human resources budgeting. The literature studied guided the
researcher to a computerised maintenance management system (CMMS) and it was
found that Sishen already has one of the best (SAP) in place. Sishen even has a
process (Routine Work Management or RWM) in place which helps to get all
maintenance information into SAP to make the necessary information available for
effective maintenance. It was further found that SAP, which has been used by the
mine for several years, can already provide the human resources requirements for
any future period.
The RWM process which helps to get information in and out of SAP has been in use
for some time already. Unfortunately the process was poorly executed and the
information is not reliable. This statement is supported by the internal (Kirstein, 2006)
and external (Aurea, 2006) audits done at the mine during 2006. The external audit
was done by Aurco (2006). The author concluded that Sishen has a tool but not a
strategy to utilise RWM successfully.
One of the reasons why RWM was poorly executed was the fact that there is a lack
of support from the people in the workplace. These individuals claim that they were
not consulted when RWM was introduced at the mine and as a result they did not
buy in. A proper change management process was not followed and the employees
suspected that RWM was implemented to play policeman or to measure how much
spare time they have and reduce the workforce accordingly, as in the case of the
Prometheus project. Consequently they admit to manipulating RWM's measured
outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to
manipulate and perceived it as a farce by many of the participants,
A decision was taken to use the Kotter change management process to run a project
to get RWM to the required level. Kotter's eight steps for successful large-scale
change can be utilised with great success to achieve the required changes.
After a brainstorming session and from the recommendations of the two audits a list
of ideas was compiled. These ideas should help to get RWM to a level where human
resources requirements can be drawn from SAP for any period in the future.
Although the research was aimed at getting human resources budgeting from SAP, it
will also have other advantages. The ratio between planned and unplanned
maintenance will be better because RWM will ensure better maintenance / AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn,
gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele
situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag
aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag.
Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding
van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte
argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word
gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting.
Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die
mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n
model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets
bestaan nie.
'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten
opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde
instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van
die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work
Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die
regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is
verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die
toekoms se mannekragbehoeftes kan bepaal.
Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds
geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die
inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte
wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander
deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar
wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik
nie.
Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n
gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat
hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie
ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur
toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed
dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en
die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek.
Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het,
dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik
gemanipuleer kan word en dat baie dit as 'n klug beskou.
Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die
vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige
veranderingsbestuur toe te pas.
'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die
werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie
idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die
toekoms vanuit SAP verkry kan word.
Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te
bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande
tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding
en gevolglik beter beskikbaarheid gaan verseker.
|
103 |
Competitive people management practices in South African global companies : a comparative studyPienaar, Gary 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2008. / The aim of this study is to develop an understanding of and to identify those people
management practices used by global South African companies to improve competitive
advantage, and which enables them to compete effectively internationally. People
management practices refer to any human resource management initiative or process
designed to improve the effectiveness of a company's human capital.
Such practices typically flow from the organisation's overall business strategy. and are
interpreted and developed into HR policies, processes and systems by HR professionals.
However it is the manner in which such policies and processes are applied by management,
which transforms them into people management practices. A detailed literature review was
used to develop an understanding of the current influences impacting on the human resource
management field and also to identify those people management practices considered to be
'best practice'.
The people management practices of five companies, listed on the Johannesburg Stock
Exchange or with their origins in South Africa, were then studied and compared. These
companies represent a wide variety of sectors and industries, including mining, financial
services, telecommunications, manufacturing and industrial services. The final results were
then compared against and used to verify the 'best practice' template identified earlier during
the literature review.
Finally, the study also provides a brief summary and understanding of how the HR function in
particular, facilitates and supports the implementation of these people practices within the
companies surveyed.
|
104 |
Investigation of the major burning people management issues facing Telkom SA : western region managersCarolus, D. C. (David Charles) 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / People and change management within an organisation deals with the philosophies, policies,
procedures, practices and decisions that affect individuals and groups who are employed by
an organisation. The overall purpose of people management is to create a synergistic
environment for both the functional (or line groups) and the cross functional groups so that
the operational and strategic objectives can be achieved.
Globalisation and innovation, the new knowledge economy and re-engineering of
corporations have presented new challenges to both management and leadership of
organisations in South Africa. It is becoming increasingly evident that competitiveness is
locked in peoples' knowledge and skills. The implication is that if South African businesses
are to survive and grow, companies must include executive development as an essential part
of their corporate strategy. However, these changes have left many managers around the
world confused, anxious and disillusioned, with a decreased ability to understand the
situations and their future significance, and therefore cannot plan for change. Resistance to
change may result, which is detrimental to the organisation and its most important resource - human
capital. Emotionally, they may feel that their careers' existence is threatened and that
derailment is imminent. Summarising their feelings would indicate that there are issues - particularly
important issues - that need to be identified, understood, and respected.
Interventions to address these very hot ''burning issues" then need to be actioned and
evaluated.
The study investigated a homogenous population, represented by the Western Region
Managers of Telkom SA, to identify current or impending burning issues, and recommend
specific interventions for Telkom SA. The company is currently the sole provider of fixed line telephony in the country. The South African State owns 70% of Telkom SA and the company
is currently preparing for a public listing on the Johannesburg Stock Exchange (JSE) in
October 2001. Almost all of Telkom SA's business processes have been reviewed and
changed where necessary, as efforts to improve service delivery are pursued. This study could
thus assist the People Management policies and procedures within the Human Resource
management division by proactively identifying and confirming the existence of certain
burning issues which affect the Western Cape managers. The burning issues identified by the
questionnaires distributed to the managers are:
• The need for heightened levels of productivity
• Developing processes that facilitate a culture of mutual respect and trust, co-operation,
cohesion and the pursuit of common goals
• The management of human capital
• Managing the stress involved in organisational change
• Developing customer-driven processes and structures
• Reducing the impact of people related risks, e.g. highly intellectual, capital leaving the
organisations, HIV/AIDS, brain drain in key positions.
• Turning the negativity around in the workplace.
It is hoped that by studying the changes and its effects occurring in Telkom SA, a model for
large scale South African organisational restructuring can be created-especially for those
state-owned enterprises which still have to undergo the process of privatisation.
|
105 |
‘Integration’ as a key concept in organization development : the case of Gauteng Shared Services CentreMogale, Nakampe Joseph 03 1900 (has links)
Perceived failures of previous service delivery models within the Gauteng Provincial Departments dictates for experimentation with new working and improved models. Gauteng Shared Service Centre was established to improve efficiencies and effectiveness and service delivery to all citizens in the province.
This study conceptualizes and analyses integration of Gauteng Shared Service Centre Organisation Development functions. Specialisation within the component seems to create problems both for the component internally and its client externally which may have a spill-over effect to service delivery to the provincial citizens.
The General Systems Theory is utilized to facilitate the analysis of the Organisation Development component from a system’s perspective. This component of the GSSC, like any system exits for the achievement of a specific objective. Working together among system components is crucial for efficiencies. Integration is crucial in coordinating all specialist tasks of the component for improved service delivery to clients. / Public Administration and Management / M.A. (Public Administration)
|
106 |
Die uitwerking van nuwe munisipale wetgewing op menslike hulpbronpraktyke by 'n middel grootte plaaslike bestuur in Mpumalanga13 August 2012 (has links)
M.Phil. / Na die nasionale munisipale verkiesings staan nuwe plaaslike munisipaliteite voor die grootste uitdaging ooit ten opsigte van dienslewering aan die gemeenskappe wat hulle bedien (Business Day, 2000, 12 Julie). Daar word berig dat slegs 20% van huishoudings in die Suid Afrikaanse samelewing het nie toegang tot skoon drinkwater en basiese sanitasie dienste het nie. Meer as 30% huishoudings het nie elektrisiteit nie en ongeveer 40% beskik nie oor vullisverwyderingsdienste nie (Business Day, 2000, 12 Julie). Van die huishoudings wat wel dienste ontvang, betaal 68% hulle munisipale rekenings stiptelik terwyl 1,4 miljoen huishoudings hulle huur en dienste gelde nie gereeld betaal nie. (Sake Beeld, 2000, 4 Julie). Gevolglik gaan plaaslike owerhede gebuk onder geweldige finansiele nood. Ongeveer 151 van die 843 munisipaliteite van Suid Afrika is in 'n krisis situasie terwyl byna die helfte van hulle finansiele probleme het. (Beeld, 1999, 22 Julie). Daar is selfs plaaslike owerhede wat pensioenfonds-, werkloosheidsversekering- en belastingbydraes gebruik om te betaal vir operasionele kostes. (Beeld, 2000, 27 Maart). Die Munisipale Afbakeningsraad het die aantal munisipaliteite in Suid Afrika verminder van 843 tot 232. In Mpumalanga alleen is die bestaande 55 munisipaliteite verminder na 25, 'n vermindering van ongeveer 50%. (Beeld, 1999, 16 November). Slegs 3 munisipaliteite in Mpumalanga funksioneer behoorlik terwyl 12 in 'n kritieke toestand is (Provinsiale Beeld, 1999, 25 November). Nader aan die tuisfront het die munisipale funksies van Ogies in duie gestort as gevolg van gebrek aan bekwaamheid van personeel. Ongeveer 20% van die inwoners betaal vir munisipale dienste (Provinsiale Beeld, 1999, 26 Julie). Die samevoeging van munisipaliteite behoort Iewensvatbaar in die hand te werk.
|
107 |
The impact of a piece rate incentive scheme on employee output at a selected automotive companyWalsh, Anthony January 2005 (has links)
Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005
xi, 86 leaves / This study encompasses the triangulation of research methods in order to determine the impact of a piece rate incentive scheme on employee output within the South African context. The existing body of knowledge tends to reflect the conditions found in developed countries such as the USA, Canada and the UK, very little research appears to have been conducted in the South African context. / M
|
108 |
Appraising the performance management practices in the Department of LabourMokoena, Wasnaar 08 1900 (has links)
The effective management of individual/team performance is a crucial requirement to ensure that
organisational goals are attained. This requires accurate data regarding the performance levels of
individuals/teams. Therefore there is a need for a standardised and formal performance
management system.
An effective performance management system is the centre of an integrated HR system that feeds
into a variety of processes and systems such as career planning, rewards, training and
development, promotions, and disciplinary decisions. Despite the importance of performance
management, most organisations find it difficult to implement, manage and sustain performance
management systems and processes effectively.
The focus of this study is on appraising the performance management practices in the offices of
the Department of Labour in three provinces: Gauteng, Limpopo and Mpumalanga. The results
indicate problems with the practices in areas such as alignment, fairness, measuring commitment,
systems integrity, and the performance management culture. Recommendations were made to
address these issues and improve the effectiveness of the system / Human Resource Management / M. Tech. (Human Resource Development)
|
109 |
Managing Performance Management and Development Systems (PMDS) in the Districts of the Gauteng Department of EducationSefora, Justice Thabo 07 1900 (has links)
In 2003, Gauteng Department of Education (GDE) introduced policies on performance management in an endeavour to improve the quality of teaching and learning in schools. With these policies, schools are supposed to be constantly audited, monitored, and supported by district officials. Within district offices, there are unit supervisors who are responsible to manage PMDS to inculcate a performance culture. This performance culture is subsequently cascaded down to schools to yield quality matric results and yet this remains to be seen.
Furthermore, the study aimed to explore the experiences and perceptions of supervisors and officials on the PMDS management within districts. With an interpretive paradigm, the researcher was able to analyse data from interviews and questionnaires. The study revealed that PMDS is generally acknowledged and positively perceived albeit with significant challenges to its implementation in the GDE districts. / Educational Leadership and Management / M.Ed. (Education Management )
|
110 |
A framework for talent management in the higher education sector : a study at a selected university of technology, Western Cape, South AfricaMusakuro, Rhodrick Nyasha January 2018 (has links)
Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2018. / As the worldwide demand for quality higher education seems to be increasing, growing concern for the foreseeable future over the supply and talent retention of researchers and academics has become a major discussion amongst higher education institutions in South Africa Higher Education South Africa (HESA, 2014). Today almost half of South Africa’s population is under 25 years old and 30 percent are under 15 years old (World Bank, 2015:38). While the country is experiencing this demographic window of opportunity, the majority of academics are entering the retirement phase of their careers (HESA, 2014). Under such circumstances, these academic staff will need to be replaced with talented employees thus alerting scholars to investigate the issue. To reach target levels of education and skills development which will promote growth and development of the economy, it will be essential for the country to attract talented academic staff (Zuma, 2014). It is essential for South Africa to attract academic staff in order to enable government to reach target levels of education and skills development which will promote growth and development of the economy (Zuma, 2014). Retaining academic staff will further ensure that tertiary institutions accomplish their visions and missions and thereby becoming centres of excellence (Ng’ethe, Iravo and Namusonge, 2012). In a study by Currie (2006:119) it was found that the financial costs associated in losing experienced academic staff makes it necessary to retain them. Currently, there appears to be limited research studies on talent attraction and retention factors in higher learning institutions. Previous scholars that have attempted to research into talent management components in higher education (Theron, Barkhuizen and du Plesis, 2014) only focused on factors in academic turnover and retention factors while some scholars only researched on intention to quit factors amongst Generation Y academics in higher education (Robyn and du Preez, 2013). The talent management domain is not receiving enough attention and gaps in research seem to exist in the context of talent management system in higher learning institutions. The research focused on the emerging trends relating in the discipline of talent management specifically on talent attraction and retention which have become predominant topics in the higher education. The study provides comprehensive overview of challenges and obstacles that are found in the aspect of talent management within the higher education sector. It is against this background that the primary aim of the researcher was to introduce a framework model to attract and retain talented employees as the means to harness the issue of talent management in the higher education sector.
|
Page generated in 0.1823 seconds