M.Com. (Business Management) / The purpose of this study is to show that local government as a section of the public sector can contribute to the improvement of productivity, and more specifically labour productivity, in South Africa. An empirical study was undertaken to determine the methods applied by the Town Council of Alberton in order to improve labour productivity to such an extent as to be awarded a Golden National Productivity Award in 1987. Reference is made to the application of principles re1evant to the improvement of labour productivity as found in the literature. The role of the National Productivity Institute with regard to instruments for the improvement and measurement of productivity, is discussed. The reasons for Alberton's success are identified, the one being management's total commitment to the improvement of productivity. The other being the staff's involvement in productivity improvement and the fostering of their needs for self-actualisation through participative management. The Town Council of Alberton's achievements regarding the improvement of labour productivity, are evaluated. Recommendations are made for application by the Town Council of Alberton specifically and local authorities in general. Although the endeavours of the Town Council of Alberton to improve labour productivity form the subject of this study, it is assumed that this town council is not the only local authority to have developed and implemented strategies for the improvement of productivity. This study concludes that local authorities are in a position to contribute to economic growth and the creation of prosperity by means of effective productivity management.

Rapid changes in the business environment as a result of globalisation, mergers and acquisitions, skills shortages and demographic changes in the workplace have led to a greater realisation of the importance of talent management and its role in ensuring a sustainable and successful organisation. Attracting and retaining talent has become one of the most important activities for organisations in order to ensure their competitive advantage. Companies must now differentiate themselves from competitors by offering current and potential employees an employment offering that they value. The employee value proposition (EVP) communicates to the internal and external workforce why they should work for and remain with a particular organisation. Identifying the attributes that employees' value is important in attracting and retaining the best talent. The aim of the study was therefore to identify the EVP drivers that a) attract and b) retain employees as well as those attributes that drive both attraction and retention. The influence of demographic variables, such as age and gender, on attracting and retaining employees was also explored. A structured questionnaire, based on the Corporate Leadership Council‟s EVP model, was developed and respondents were asked to indicate the importance they attach to each EVP attribute. A total of 204 respondents from 13 medium-sized to large-sized organisations in South Africa, participated in the study. The results showed that the quality of senior leadership, quality of managers and the organisation's reputation for managing people were the most important EVP drivers of both attraction and retention. The size of the organisation's workforce was the least important attribute for both attraction and retention. In addition, the results revealed there were no significant differences between EVP attributes that attract and retain males and those that attract and retain females. Furthermore, age plays a significant role in attracting and retaining talent. These results have significant implications for companies as they should design their EVP‟s based on what employees' value and deem to be the most important to them. Organisations need to start focusing on the generational differences that are present in today's business and adapt their EVP‟s accordingly.

Payment for services has been a challenge for municipalities for sometime in South Africa. This has caused municipalities to employ a number of strategies to assist in the collection of revenue. The methods of collection that have been used in the past mostly focused on the stick approach where your services would just be cut until you make the payment. Methods like Masakhane tried to explain why ratepayers needed to pay but fell short as the emphasis was on payment for services and not on the obligation for the municipalities to provide quality services as well. Loyalty programmes are used widely by the private sector and are proving worthwhile in getting customers to become loyal. The purpose of this study therefore is to find out the effectiveness of the municipal payment incentive scheme as a loyalty programme in the City of Tshwane- Soshanguve. Relationship building, the researcher found, is an important component in establishing loyalty amongst customers. This study follows the conceptual framework for modelling customer lifetime value and building customer equity. Soshanguve which is a township was chosen as an area of focus. Soshanguve is one of the biggest areas in the City of Tshwane area. The sample had to be representative of such a big population of about 88 000 households. The study used a stratified random sampling method of 375 Soshanguve households. The results attained from Soshanguve can be applied to other townships found in the City of Tshwane as they have similar characteristics. Structured interviews were conducted with 375 respondents who were drawn from ten different wards that are billed by the municipality to represent households. The questionnaire had both open ended and closed ended questions. The data that was collected was analysed using content analysis from the computer and open ended questions were self analysed. Secondary research was done using City of Tshwane documents and its website. The researcher found that municipalities and government departments have not used this kind of a loyalty programme to encourage payment; City of Tshwane is the first in South Africa to employ such a strategy. The study found that respondents believe the City of Tshwane should offer affordable services and improve service delivery as part of improving payment for services. The incentive scheme, although in its early stages was found to be a motivating factor for the majority of the respondents to pay on time because they want to qualify to win and get the cash back rewards and prizes offered by the scheme. The study found that there was a need to use local merchants that can be accessible to a large number of people. The researcher also found that the marketing and visibility for such a scheme was of utmost importance. On the overall the respondents were happy and proud to have such a programme, for them the municipal incentive payment scheme showed a caring side of the municipality for those meeting their obligation. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

Text in Afrikaans / Summaries in Afrikaans and English / 'n Sentrale tema van strategiese bestuur is dat ondememings voortdurend moet pas by hulle snelveranderende eksteme omgewings. Die eksteme omgewing van SuidAfrikaanse ondememings ondergaan tans verreikende veranderings. Die sukses van hierdie ondememings word nie alleen bemvloed deur die kompeterendheid van 'n toenemend gemtemasionaliseerde markomgewing nie, maar veral ook deur die eise wat gestel word deur die nuwe politieke bestel in Suid-Afrika. Die Regering van Nasionale Eenheid is verbind tot die daarstelling van 'n mensgesentreerde gemeenskap. Nuwe arbeidswetgewing wat vakbonde bemagtig word in 1996 van krag en belangrike bestuursuitdagings wat verband hou met die "menslik:e dimensie" van ondernemingsbestuur spruit voort uit hierdie veranderende omgewing. Ten einde Suid-Afrikaanse ondememings onder hierdie omstandighede strategies te bestuur, moet strategiese bestuursbesluite geneem word oor die diensverhouding. Dit impliseer die behoefte aan 'n strategiese be adering tot menslik:ehulpbron- en arbeidsverhoudingebestuur binne ondememingsverband. In hierdie ondersoek word aspekte van algemene en strategiese bestuur toegepas op die "menslik:e dimensie" van ondememingsbestuur. Die fokus is op langtermynbesluite en -aksies insake beplanning, organisering, leiding en beheeruitoefening ten opsigte van aspekte wat verband hou met die diensverhouding. Die noodsaaklik:heid van vertikale en horisontale integrasie by die bestuur van die diensverhouding word beklemtoon. Laasgenoemde dui op die noodsaaklik:heid om die individuele en kollektiewe dimensies van diensverhoudingebestuur, oftewel menslik:ehulpbronen arbeidsverhoudingebestuur, te integreer. Vertikale integrasie verwys na menslik: ehulpbron- en arbeidsverhoudingebestuur wat 'n integrale deel van algemene bestuur behoort te wees. Die resultate van 'n tweeledige empiriese ondersoek word gemtegreer met 'n literatuurstudie om 'n bestuurswetenskaplik:e raamwerk daar te stel wat die proses van strategiese diensverhoudingebestuur konseptualiseer. 'n Matriks word ook ontwerp wat bestuursbesluitneming oor die inhoud van diensverhoudingestrategie kan fasiliteer. Gevolgtrekkings en aanbevelings word ook gemaak oor die praktyk van strategiese diensverhoudingebestuur by Telkom SA Bpk en by groot Suid-Afrikaanse mynbouen vervaardigingsondememings, sowel as oor navorsing en ond~rrig ten opsigte van hierdie onderwerp van Sakebestuur ( oftewel Bedryfsekonomie, Ondernemingsbestuur of Bestuurswese ). / A central theme of strategic management is that organisations should constantly match or fit their fast-changing external environments. The external environment of South African organisations is currently undergoing far-reaching changes. The success of these organisations is not only influenced by the competitiveness of an increasingly internationalised market environment, but especially by the demands resulting from the new political dispensation in the country. The Government of National Unity is committed to establish a people-centred society. New labour legislation which empowers trade unions will be in force in 1996. Important challenges regarding the "human dimension" of management stem from this changing environment. In order to manage South African organisations strategically under these circumstances it is necessary to make strategic management decisions regarding the employment relationship. This implies the need for a strategic approach to human resource and labour relations management within organisational context. In this investigation aspects of general and strategic management are applied to the "human dimension" of management. The focus is on long-term decisions and actions regarding the planning, organising, leading and control of aspects relating to the employment relationship. The importance of vertical and horizontal integration in the management of the employment relationship is emphasised. The latter refers to the necessity of integrating the individual and collective dimensions of employment relations management, in other words the integration of human resource and labour relations management. Vertical integration relates to human resource and labour relations management which ought to be an integral part of general management. The results of a dual empirical investigation are integrated with a literature survey to devise a managerial framework that conceptualises the process of strategic employment relations management. A matrix is also devised that can facilitate management decision making regarding the content of employment relations strategy. Conclusions and recommendations are also made regarding strategic employment relations management practice at Telkom SA Ltd and large South African mining and manufacturing organisations, as well as regarding research and tuition mrespect of this topic of Business Management (or Business Economics). / Economic & Management Sciences / D.Com.

Text in Afrikaans / Summaries in Afrikaans and English / 'n Sentrale tema van strategiese bestuur is dat ondememings voortdurend moet pas by hulle snelveranderende eksteme omgewings. Die eksteme omgewing van SuidAfrikaanse ondememings ondergaan tans verreikende veranderings. Die sukses van hierdie ondememings word nie alleen bemvloed deur die kompeterendheid van 'n toenemend gemtemasionaliseerde markomgewing nie, maar veral ook deur die eise wat gestel word deur die nuwe politieke bestel in Suid-Afrika. Die Regering van Nasionale Eenheid is verbind tot die daarstelling van 'n mensgesentreerde gemeenskap. Nuwe arbeidswetgewing wat vakbonde bemagtig word in 1996 van krag en belangrike bestuursuitdagings wat verband hou met die "menslik:e dimensie" van ondernemingsbestuur spruit voort uit hierdie veranderende omgewing. Ten einde Suid-Afrikaanse ondememings onder hierdie omstandighede strategies te bestuur, moet strategiese bestuursbesluite geneem word oor die diensverhouding. Dit impliseer die behoefte aan 'n strategiese be adering tot menslik:ehulpbron- en arbeidsverhoudingebestuur binne ondememingsverband. In hierdie ondersoek word aspekte van algemene en strategiese bestuur toegepas op die "menslik:e dimensie" van ondememingsbestuur. Die fokus is op langtermynbesluite en -aksies insake beplanning, organisering, leiding en beheeruitoefening ten opsigte van aspekte wat verband hou met die diensverhouding. Die noodsaaklik:heid van vertikale en horisontale integrasie by die bestuur van die diensverhouding word beklemtoon. Laasgenoemde dui op die noodsaaklik:heid om die individuele en kollektiewe dimensies van diensverhoudingebestuur, oftewel menslik:ehulpbronen arbeidsverhoudingebestuur, te integreer. Vertikale integrasie verwys na menslik: ehulpbron- en arbeidsverhoudingebestuur wat 'n integrale deel van algemene bestuur behoort te wees. Die resultate van 'n tweeledige empiriese ondersoek word gemtegreer met 'n literatuurstudie om 'n bestuurswetenskaplik:e raamwerk daar te stel wat die proses van strategiese diensverhoudingebestuur konseptualiseer. 'n Matriks word ook ontwerp wat bestuursbesluitneming oor die inhoud van diensverhoudingestrategie kan fasiliteer. Gevolgtrekkings en aanbevelings word ook gemaak oor die praktyk van strategiese diensverhoudingebestuur by Telkom SA Bpk en by groot Suid-Afrikaanse mynbouen vervaardigingsondememings, sowel as oor navorsing en ond~rrig ten opsigte van hierdie onderwerp van Sakebestuur ( oftewel Bedryfsekonomie, Ondernemingsbestuur of Bestuurswese ). / A central theme of strategic management is that organisations should constantly match or fit their fast-changing external environments. The external environment of South African organisations is currently undergoing far-reaching changes. The success of these organisations is not only influenced by the competitiveness of an increasingly internationalised market environment, but especially by the demands resulting from the new political dispensation in the country. The Government of National Unity is committed to establish a people-centred society. New labour legislation which empowers trade unions will be in force in 1996. Important challenges regarding the "human dimension" of management stem from this changing environment. In order to manage South African organisations strategically under these circumstances it is necessary to make strategic management decisions regarding the employment relationship. This implies the need for a strategic approach to human resource and labour relations management within organisational context. In this investigation aspects of general and strategic management are applied to the "human dimension" of management. The focus is on long-term decisions and actions regarding the planning, organising, leading and control of aspects relating to the employment relationship. The importance of vertical and horizontal integration in the management of the employment relationship is emphasised. The latter refers to the necessity of integrating the individual and collective dimensions of employment relations management, in other words the integration of human resource and labour relations management. Vertical integration relates to human resource and labour relations management which ought to be an integral part of general management. The results of a dual empirical investigation are integrated with a literature survey to devise a managerial framework that conceptualises the process of strategic employment relations management. A matrix is also devised that can facilitate management decision making regarding the content of employment relations strategy. Conclusions and recommendations are also made regarding strategic employment relations management practice at Telkom SA Ltd and large South African mining and manufacturing organisations, as well as regarding research and tuition mrespect of this topic of Business Management (or Business Economics). / Economic and Management Sciences / D.Com.

Text in Afrikaans / The being, nature and importance of organisational climate as well as the role of the educational manager in this regard is described. A study regarding cultural differences in the South African milieu was conducted. A pilot study preceded the qualitative, empirical survey for which a questionnaire was designed. Interviews with principals and staff members of different cultural groups were conducted at a primary, secondary and tertiary educational institution. The data is described, analysed and interpreted. Results indicated that a closed organisational climate prevailed at the majority of educational institutions in South Africa with multi-cultural staff. Guidelines for the appointment, training and development of educational managers are given. It is recommended that applicants for educational manager posts are to be selected according to psychometric tests. Current educational managers should be trained with reference to the creation of organisational climate. Management principles, management style, leadership and cultural sensitivity should be addressed. / Na aanleiding van 'n literatuurstudie is die wese, aard en belangrikheid van organisasieklimaat asook die rol van die onderwysbestuurder in die verband beskryf. 'n Literatuurstudie in verband met kultuurverskille in die Suid-Afrikaanse milieu is onderneem. 'n Loodsstudie is gedoen. 'n Vraelys is antwerp vir 'n kwalitatiewe, empiriese ondersoek. Onderhoude is by 'n primere, sekondere en tersiere onderwysinstansie met drie hoofde en elf personeellede van verskillende kultuurgroepe gevoer. Die data is beskryf, geanaliseer en gei"nterpreteer. Daar is gevind dat 'n geslote organisasieklimaat by die meerderheid onderwysinstansies in Suid-Afrika met multikulturele personele heers. Riglyne is verskaf vir die aanstelling, opleiding en ontwikkeling van onderwysbestuurders. Daar word aanbeveel dat aansoekers vir onderwysbestuursposte na aanleiding van psigometriese toetsing gekeur word. Huidige onderwysbestuurders meet indiensopleiding en ontwikkelingsgeleenthede ontvang ten opsigtevanorganisasieklimaatskepping metverwysingnabestuursbeginsels, bestuurstyl, leierskap en kultuursensitiwiteit om hulle toe te rus vir hulle moeilike taak. / Educational Leadership and Management / M. Ed. (Onderwysbestuur)

Submitted in fulfilment of the requirements of the Degree of Doctor of Technology: Business Administration, Durban University of Technology, 2011. / The purpose of the research is to identify key factors influencing employee retention in the South African national government departments as a guide towards developing effective employee retention strategies. The research was conducted in three phases. For the determination of employee turnover rates and benchmarks, 33 national departments were classified into three homogenous subgroups with respect to their number of employees (Phase one). Thereafter the employee turnover rates for each department and benchmarks for each subgroup were determined (Phase two). These employee turnover statistics were analysed for all 33 national departments in the three subgroups and used as guidelines for the selection of cases for the multiple case (Phase three). Four departments were selected from each subgroup for the case study where selection was based on a department‟s turnover rate relative to the benchmark rate. These departments participated in a cross sectional survey. The data from the survey was analysed both quantitatively and qualitatively. The analysis confirmed a significant relationship between employee turnover rates and responses for the combined subgroups of selected small, medium and large departments. Significant relationships were also observed for the subgroups of small and large departments. Employee turnover has a significant impact on business performance primarily due to the fact that it takes too long to fill vacant posts together with uncompetitive salary scales and the lack of skilled candidates. Further, the lack of human resourcing strategies, recruitment difficulties, problems related to monitoring and measuring of employee turnover and employee retention difficulties were important issues that influence employee retention. Future research on knowledge and systems for managing employee turnover is recommended.

Thesis (PhD)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The problem that lead to this study is whether the view of the personnel in the utilisation review centre in the organisation with reference to the management of human resources as well as their work performance increased after implementation of the integrated competencybased human resource model. The general purpose of this study is to develop through extensive literature survey an integrated competency-based human resource model, to implement it in the organisation and to measure the impact the model had on the personnel in the utilisation review centre in the organisation. The dimensions according to which the impact was measured, are the views of the personnel in the organisation and their work performance. The following methods were used in developing and implementing the integrated competency-based human resource model: an analysis of the work processes and tasks was done to determine the flow of work through the utilisation review centre. Thereafter the different roles were identified. Simultaneously an analysis of the strategy of the organisation was conducted to determine what impact it would have on the work processes and tasks in future. Once the analyses were completed, role descriptions were compiled for the identified roles. The role descriptions are used in the development of the various human resource management activities, viz. recruitment and selection, education and development, performance management and remuneration. Throughout the implementation process the human resource management activities are evaluated to determine that it complies with the regulations of the labour laws. An opinion survey questionnaire was used to determine the view of the personnel in the utilisation review centre with reference to the methods used to implement the integrated competency-based human resource model and whether the methods were successfully executed. Thirty of the 50 respondents partook in this study. A one-group first measurementsecond measurement design was used to determine whether the model contributed to the expected results. The design allowed a single group to complete a first measurement twelve months and a second measurement 24 months after the model was implemented (January 2002 to December 2001). The outcome of this study is based on the degree of variance between the first and second measurements. The quality requirements were used to evaluate the work performance of the participants (40 respondents) on a six-monthly basis. Forty of the 50 respondents partook in this study. This was done in order to determine whether there was an improvement in the work performance of the personnel. The most significant conclusions of this study can be summarised as follows: o There was a significant difference between the first and second measurements, which indicated that the participants were of the opinion that the model had a positive impact in the organisation. o There was a significant improvement in the work performance of the participants, which indicates that the modelled to an improvement in the work performance in the organisation where the study was carried out. Based on the findings of the study, recommendations are made for further research in this field. The study succeeded in developing and implementing an integrated competency-based human resource model, which can be used with certainty by organisations to develop their personnel and which can therefore enable organisations to reach and retain a competitive advantage. / AFRIKAANSE OPSOMMING: Die probleem wat aanleiding gegee het tot die studie is of personeellede verbonde aan die benuttingsoorsigsentrum in die organisasie se mening rakende die bestuur van menslike hulpbronne, asook hulle werksprestasie sal verbeter ná implementering van die geïntegreerde bevoegdheidsgebaseerde menslikehulpbronmodel. Die algemene doelstelling van hierdie studie is om aan die hand van 'n omvattende literatuurstudie 'n geïntegreerde bevoegdheidsgebaseerde menslikehulpbronmodel te ontwikkel, dit in die organisasie te implementeer en die impak daarvan op die personeel in die benuttingsoorsigsentrum in die organisasie te takseer. Die dimensies waarteen die impak getakseer word, is die mening van die personeel in die organisasie en hulle werksprestasie. Die volgende metodes is aangewend m die ontwikkeling en implementering van die geïntegreerde bevoegdheidsgebaseerde menslikehulpbronmodel: 'n analise van die werksprosesse en take is uitgevoer om te bepaal wat die verloop van werk deur die benuttingsoorsigsentrum is. Daarna is die verskillende rolle geïdentifiseer. Terselfdertyd is daar ook 'n analise van die organisasiestrategie gedoen om te bepaal watter impak dit in die toekoms op die werksprosesse en take gaan hê. Nadat die analises afgehandel is, is rolbeskrywings opgestel vir die geïdentifiseerde rolle. Die rolbeskrywings word gebruik vir die ontwikkeling van die verskillende menslikehulpbronbestuursaktiwiteite, naamlik werwing, keuring en seleksie, opvoeding en ontwikkeling, prestasiebestuur en vergoeding. Deurlopend deur die implementeringsproses word daar seker gemaak dat die menslikehulpbronbestuursaktiwiteite voldoen aan die bepalings van die verskillende arbeidswette. 'n Meningsopnamevraelys is gebruik om te bepaal wat die mening van personeel in die benuttingsoorsigsentrum is oor die metodes wat gebruik is om die geïntegreerde bevoegdheidsgebaseerde menslikehulpbronmodel te implementeer en of die metodes suksesvol deurgevoer is. Dertig van die 50 deelnemers het aan die ondersoek deelgeneem. Om te bepaal of die beoogde resultate wel bereik is, is 'n enkelgroep-eerste-tweede-metingontwerp vir die evaluering daarvan gebruik. Inhierdie tipe ontwerp lê 'n enkelgroep 'n eerste meting twaalf maande en 'n tweede meting 24 maande ná die implementering van die model af (Januarie 2000 tot Desember 2001). Die resultaat van die ondersoek is die mate van verandering tussen die eerste en tweede meting. Evaluering van die ondersoekgroep se werksprestasie is op 'n sesmaandelikse basis aan die hand van die kwaliteitsvereistes gedoen. Veertig van die 50 deelnemers het aan die ondersoek deelgeneem. Die doel hiermee is om ondersoek in te stelof daar 'n verbetering in die werksprestasie van die personeel voorgekom het. Die vernaamste bevindinge van die studie kan soos volg opgesom word: D Daar is beduidende verskille tussen die eerste en tweede metings, wat daarop dui dat die ondersoekgroep van mening is dat die model wel 'n positiewe impak in die organisasie het. D Daar is 'n beduidende verbetering in die werksprestasie van die ondersoekgroep, wat daarop dui dat die model tot 'n verbetering in die werksprestasie binne die organisasie waar die studie uitgevoer is, gelei het. Gebaseer op die bevindinge van die studie word sekere aanbevelings aan die hand gedoen met die oog op toekomstige navorsing. Die studie het daarin geslaag om 'n geïntegreerde bevoegdheidsgebaseerde menslikehulpbronmodel te ontwikkel en te implementeer wat met sekerheid deur organisasies gebruik kan word om hulle personeel te ontwikkel. Sodoende word die organisasies in staat gestel om 'n mededingende voordeel te bekom en te behou.

Thesis (MPhil)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: The aim of this study was to investigate .the need for a staff development programme for academics in the Faculty of Arts at the University of Durban-Westville. This thesis has five chapters. Chapter One is the introductory chapter and examines the nature of the study in relation to the aims of the study, sub-problems, various definitions of staff development and formulates a hypothesis. The hypothesis states that: "There is a definite need for an academic staff development programme in the Faculty of Arts at the University of Durban-Westville." This hypothesis is then followed by a motivation and rationale of the study followed by a discussion of background studies on staff development. The limitations, strengths and scope of the study are presented followed by some preliminary considerations. Chapter Two provides an in-depth examination of staff development. It begins with a critical discussion of the various philosophies that underpin staff development practices. These philosophies include positivism, hermeneutics and the political nature of staff development. This is followed by a discussion on the goals of higher education and its link to staff development. Special reference is made to the South African context, quality assurance in South African universities and staff development programmes at the Historically Black Universities. Thereafter, an in-depth discussion of the link between teaching and learning is presented. This is accomplished by referring to theories of teaching and learning in higher education. Once this is completed, the entire spectrum of staff development activities is presented. This discussion begins with a description of the various competencies of the lecturer followed by a presentation of two models on staff development. The following staff development practices are then discussed in detail: induction programmes, seminars and workshops, reflective teaching and self-directed practice, mentoring, consultation, personal growth contracts, the cascades method and micro-teaching. This discussion is consolidated by presenting the case of the University of Durban- Westvi11e and motivating for the need for academic staff development in the Faculty of Arts. Chapter Three presents the research design and methodology - it outlines the steps undertaken in the current study. Both qualitative and quantitative methods of research were utilized. The primary means of collecting data was the survey which included the dissemination of questionnaires to both third year students and lecturers in the Faculty of Arts. Students were selected from the population of third year students in the Faculty of Arts. A proportional stratified randomized sampling procedure was applied to both the population of staff and students. Chapter Four presents the analysis of the data in a systematic way. The student questionnaire is analyzed followed by an analysis of the staff questionnaire. These results are presented in table form, followed by a discussion. There are 38 tables in this chapter. Chapter Five is the final chapter that presents the conclusions drawn from the study and provides recommendations for the establishment of a staff development programme. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om die behoefte te bepaal vir 'n personeelontwikkelingsprogram vir akademici in die Fakulteit Geesteswetenskappe aan die Universiteit van Durban-Westville. Hoofstuk Een is die inleidende hoofstuk en ondersoek die aard van die navorsing in verhouding tot die doelwitte daarvan, subprobleme, verskeie definisies van personeelontwikkeling, en formuleer 'n hipotese. Die hipotese stel dit so: ''Daar is 'n besliste behoefte aan 'n personeelontwikke1ingsprogram in die Fakulteit Geesteswetenskappe aan die Universiteit van Durban-Westville." Hierdie hipotese word dan gevolg deur 'n motivering en 'n grondrede vir die navorsing. 'n Bespreking van die agtergrondstudies oor personeelontwikkeling volg daarop. Die beperkinge, sterk punte en omvang van die navorsing word dan voorge1e. Daarna volg 'n paar inleidende beskouinge. Hoofstuk twee bied 'n diepgaande ondersoek na personeelontwikkeling. Dit begin met 'n kritiese bespreking van die verskillende filosofiee wat onderliggende is aan personeelontwikkelingspraktyke. Hierdie filosofieë sluit positivisme, hermeneutiek en die politieke aard van personeelontwikkeling in. Dit word gevolg deur 'n bespreking van die doelwitte van hoër onderwys en die verband wat dit met personeelontwikkeling het. Daar word in die besonder verwys na die Suid-Afrikaanse konteks, gehalteversekering in Suid-Afrikaanse unversiteite en personeelontwikkelingsprogramme by Histories Swart Universiteite. Daarna volg 'n diepgaande bespreking van die verband tussen onderrig en leer, waartydens daar na onderrig en leer-teorieë in die hoër onderwys verwys word. Vervolgens word die totale spektrum van personeelontwikkelingsaktiwiteite ondersoek. Hierdie bespreking begin met 'n beskrywing van die verskillende bevoegdhede waaraan dosente moet voldoen, en word gevolg deur 'n voorlegging van twee personeelontwikkelingsmodelle. Die volgende personeelontwikkelingspraktyke word dan in besonderhede bespreek: orientingsprogramme, seminare en werkswinkels, reflektiewe onderwys en selfgerigte praktyk, mentorskap, konsultasie, persoonlike ontwikkelingskontrakte, die "cascades method" en mikro-onderrig. Hierdie bespreking word dan saamgevat deur die saak van die Universiteit van Durban-Westville te stel. Die behoefte aan personeelontwikkeling vir akademici in die Fakulteit Geesteswetenskappe, word gemotiveer. In Hoofstuk drie word die navorsingsontwerp en -metodologie uiteengesit. Dit verduidelik die prosedure wat gevolg is in die navorsing. Beide kwalitatiewe en kwantitatiewe ondersoekmetodes is gebruik. Die primere metode om data in te samel, was die meningsopname wat die uitstuur van vraelyste vir beide derdejaarstudente en dosente in die Fakulteit Geesteswetenskappe ingesluit het. Studente is gekies uit die derdejaarstudente in die Fakultiet Geesteswetenskappe. 'n Proporsioneel gestratifiseerde ewekansige monsternemingsprosedure is toegepas op beide die personeel en die studente. Hoofstuk Vier bied 'n sistematiese ontleding van die response op die vraelyste. Die studente se response op die vraelyste is ontleed en daarna is 'n ontleding van die personeel se vraelyste gedoen. Die uitslae hiervan word in tabelvorm voorgelê en word daarna bespreek.

This study investigates human resources management, training and development and their compliance with the skills development legislation and the link to the strategic goals of the Cape Technikon. The Cape Technikon is known as a previously &ldquo / white&rdquo / or advantaged institution. The institution's political history and consequent demographic profile display some scars of ignorance. This resulted in the institution's neglecting to invest in the development of those competencies needed to function in a constantly changing education, training and development environment. The success of any organisation depends on its human resources, who are the most important asset of any organisation, therefore effective and efficient human resources management and training and development management play a critical role in the well-being of employees. Human resources training and development policies, practices and activities guide the institution with implementation and should be considered to take on a strategic role to achieve their objectives.