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.

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 is to investigate the causes, effects and management of conflict among school based educators. The dissertation acknowledge the existence of conflict in every human interaction. Conflict in organizations should be managed systematically. An appropriate approach in conflict management should aim at enhancing the benefits of conflict. The study aimed at determining whether site-managers possess the essential skill of managing healthy conflict while defusing unhealthy conflict. The institution of effective management of conflict techniques and guidelines is essential in a number of practical ways for preventing, managing and resolving workplace conflict, because the long term effects of unresolved conflict may impact negatively on an organization. The subjects of the study were 44 educators and one circuit manager based at the Area Project Office. Questionnaires and interviews were used to evaluate the perceptions in areas such as:- Conflict in the workplace, causes and effects of conflict and conflict management. The Research findings revealed that there is a lack of a conflict management system in schools. The absence of a conflict management system result in an array of problems related to conflict. Other findings include:- the management style of site-managers contributing to conflict management, lack of communication between stakeholders in the schooling system and a deficiency in Conflict management skills. / M. Admin. (Industrial Relations) North-West University, Mafikeng Campus, 2006

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.

Thesis (MA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: Local authorities have, as is the case with any other organisation, a set of unique circumstances with which to comply. The arrival of the “new” South Africa, bringing with it, the first fully democratic municipal elections on 5 December 2000, as well as the implementation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, has imposed a considerable burden on the human resource field within local authorities. As a support mechanism, it is important that any organisation has access to an effective and fully equipped human resource section. The history and development of human resource management, has over the years followed various approaches (both classical and contemporary), but particularly in South Africa, human resource management has been influenced by political ideologies (apartheid and democracy with all the various pieces of legislation) which have influenced the thinking. Through the various types of functions, human resource management was responsible for the establishment of a service relationship between the employer (as a dynamic system) and the employee (as a variable and dynamic being with unique characteristics), within an environment which places further demands and responsibilities, in order to establish an optimal fit to the advantage of the shareholders, and which can be managed and regulated. For this reason the human resource management section should possess the necessary skilled capacity in order to adapt to the demands of the day (including legal aspects) and through service delivery support the strategy of the organisation. The effect which change has on human resource management should not be discounted, and consequently necessitates a repositioning of human resource management in terms of positioning within the organisation, its activities (functions) and service delivery (effectiveness and efficiency) in order to make a contribution to the success of the organisation. Although effectivity has been researched and analysed for some time by researchers, the analysis thereof within local government still remains relevant. The relevancy thereof has been propelled by the promulgation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, wherein requirements are laid down for human resource management within local government. The attainment of these requirements contributes to the realisation of the organisational goals, strategies and expectations. The question can be asked whether human resource management satisfies the current and acknowledged theoretical prescription whereby human resource management should be managed and whether human resource management satisfies the principles of the Act of Local Government: Municipal Systems Act. It is against this background that this study articulates as its purpose a survey into the state of human resource management within local government. Due to the extensive nature of the research, only certain variables could be included within the research, and for that reason the research has been limited to councillors, management and human resource management sections from a number of municipalities within the South Cape and Overberg regions. The results of the study indicate that differences do exist with regard to the state and effectiveness of human resource management within local government and the way in which the requirements of the Act on Local Government: Municipal Systems Act, No 32 of 2000, are complied with. Hereby it is implied that the human resource management sections have become removed from the theoretical models whereupon it has been built and that it should reposition itself should it wish to remain a roleplayer within local authorities. In this regard several proposals have been generated as possible solutions to the problem. In conclusion it should be mentioned that the study has made a contribution to the analysis of human resource management sections within local authorities, especially with regard to the functions which it serves, the effectiveness with which it has been delivered and the way it complies with legislation. / AFRIKAANSE OPSOMMING: Plaaslike owerhede het, net soos enige ander organisasie, unieke omstandighede waaraan voldoen moet word. So het die koms van die “nuwe” Suid-Afrika, die eerste ten volle demokratiese munisipale verkiesing wat op 5 Desember 2000 gehou is en die inwerkingtreding van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, besondere eise aan die menslike hulpbronbestuursafdeling binne plaaslike owerhede gestel. As ondersteuningsmeganisme is dit belangrik dat ‘n organisasie toegang het tot ‘n effektiewe en ten volle toegeruste menslike hulpbronbestuursafdeling. Die geskiedenis en ontwikkeling van menslike hulpbronbestuur het oor die jare heen verskeie benaderings (klassiek en kontemporêr) gevolg, maar veral in Suid- Afrika was menslike hulpbronbestuur ook aan politieke ideologieë (apartheid en demokrasie met sy talle nuwe tipe wetgewings), wat daardeur hulle denkwyses beïnvloed het, uitgelewer. Deur middel van sy verskeie tipe funksies was menslike hulpbronbestuur verantwoordelik vir die daarstelling van ‘n diensverhouding tussen die werkgewer (as dinamiese sisteem) en die werknemer (as veranderlike en dinamiese wese met unieke eienskappe) ten einde optimale passing, tot voordeel van die aandeelhouers, te bestuur en te reguleer. Die diensverhouding geskied binne ‘n omgewing wat verdere eise en verantwoordelikheid stel. Daarom moet die menslike hulpbronbestuursafdeling oor die nodige kundige vermoëns beskik ten einde te kan aanpas by die eise van die dag (wat wetlike aspekte insluit) en deur middel van dienslewering die strategie van die organisasie ondersteun. Die effek wat verandering het op menslike hulpbronbestuur kan nie misken word nie, gevolglik noodsaak dit ‘n herposisionering van die menslike hulpbronbestuursafdeling binne ‘n organisasie, sy aktiwiteite (funksies) en dienslewering (doeltreffendheid en effektiwiteit) ten einde ‘n bydrae te lewer tot die sukses van die organisasie. Alhoewel effektiwiteit al vir ‘n geruime tyd deur navorsers ondersoek en ontleed is, bly die ontleding daarvan binne plaaslike owerhede steeds relevant. Die relevansie het stukrag gekry met die afkondiging van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, deur vereistes daar te stel waaraan menslike hulpbronbestuur moet voldoen. Die bereiking van hierdie vereistes dra by tot die verwesenliking van die organisasie se doelwitte, strategie en verwagtinge. Die vraag kan egter gevra word of menslike hulpbronbestuur wel voldoen aan die huidige en erkende teoretiese bepalings waarvolgens menslike hulpbronbestuur bestuur behoort te word en of menslike hulpbronbestuur die beginsels van die Wet op Plaaslike Regering: Munisipale Stelsels navolg. Dit is teen hierdie agtergrond dat die studie dit juis ten doel het om ‘n opname oor die stand van menslike hulpbronbestuur binne plaaslike owerhede te loods. Vanweë die omvangrykheid van die navorsing kon slegs sekere veranderlikes in die navorsing ingesluit word, daarom is die navorsing beperk tot raadslede, bestuurslede en menslike hulpbronbestuursafdelings van enkele munisipaliteite in die Suid-Kaap- en Overberg streek. Die resultate van die studie dui daarop dat ‘n verskil wel bestaan ten opsigte van die stand en effektiwiteit van menslike hulpbronbestuur in plaaslike owerhede en die wyse waarop aan die vereistes van die Wet op Plaaslike Regering: Munisipale Stelsels, Wet 32 van 2000, voldoen word. Hiermee word geïmpliseer dat die menslike hulpbronbestuursafdeling verwyderd geraak het van die teoretiese modelle waarop dit gebou is en gevolglik hulself moet herposisioneer indien hulle steeds as rolspeler binne plaaslike owerhede gesien wil word. In hierdie verband is bepaalde voorstelle gegenereer as potensiële oplossing vir die probleme. Ten slotte kan dit vermeld word dat die studie ‘n bydrae gelewer het tot die analisering van menslike hulpbronbestuursafdelings binne plaaslike owerhede veral ten opsigte van die funksies wat dit verrig, die effektiwiteit waarmee dit uitgevoer word en die wyse waarop aan wetgewing voldoen word.

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)

South Africa experiences a steady loss of skilled workers, which compromises the provision of healthcare in the country. This study has explored and will outline the main factors that influence the decision of South African healthcare professionals to either remain with or leave their organisations. As migration involves both internal and external movement, the public sector is frequently overburdened as healthcare workers additionally tend to prefer working in the private sector with its offers of better financial incentives and better working conditions. That said, it has become apparent that it is not only financial factors but many other non-financial factors that play a role in employee turnover. From the literature explored for this paper, five main factors were identified and discussed for different groups of healthcare professionals. This study used a qualitative research approach by means of a content analysis, whereby data from secondary sources were reviewed. This study disregarded studies done in other countries and focused only on the South African healthcare sector. Push and pull factors were established and, during this process, HIV/AIDS, crime and human resources were identified as possible push factors that contribute to the movement of South Africa’s healthcare workers. Since the five main retention factors identified for the purpose of this research paper all fall under human resources, the study proposes a retention strategy that involves the revision of the employee value proposition for different healthcare groups, as their demands are not uniform. Financial as well as non-financial factors have been taken into account for the various employee value proposition frameworks. These factors must be dealt with congruently if retention and turnover strategies are to be successful. Factors that push healthcare workers from the public.

Globalisation has a significant impact on human resources management policies and procedures in the public service. The driving forces of globalisation have affected human resources management in a variety of ways, for example, the impact of technology demands different skills and competencies from public officials. Globalisation is defined as “the process whereby the world’s people become increasingly interconnected in all facets of their lives, culturally, economically, politically, technologically and environmentally” (Streeten, 2001:169). Kirkbride (2001:14) states that globalisation is the integration of business activities across geographical and organisation boundaries. It is the freedom to conceive, design, produce, buy, distribute and sell products and services in a manner which offers maximum benefit to the organisation without regard to the consequences for individual geographical location or organisational units. This research examines the impact of globalisation on human resources management policies and procedures in the South African public service. The main problem is that the current training and development in the South African public service do not take due cognisance of globalisation to equip public officials to interact internationally effectively and efficiently. An inability exists to adapt to the changing strategic public human resources management needs from an international perspective. The problem of lack of knowledge and understanding by public officials of globalisation results in an inability to manage and execute international human resources management trends. There is a needed skill for achieving, maintaining, enhancing and implementing cutting-edge human resources management theories and practices for globally competitive human resources management. Usually, employees are not expected to work at tasks for which they received no training. In this context, it is necessary to note that with limited training public 7 officials are often placed in positions of having to muddle through as best they can without fully understanding of what is expected of them. Enhanced and continuous training can equip them with skills and knowledge that would create an organisation that is focused on outputs and performance rather than hierarchical control of procedures and processes towards reaching goals and objectives. Once the human resources in an organisation have been properly trained and motivated, they can be utilised effectively and efficiently to perform their tasks with dedication, competence and in the spirit of the Batho Pele principles. The main function of human resources management is to manage the acquisition, training, utilisation and maintenance of a sufficient number of competent personnel responsible for community-oriented service delivery. If training is neglected, then the nature of service delivery will be poor (du Toit & van der Walt, 1991:15). The management and utilisation of human resources in a globalised setting poses a particular challenge. Van Dyk, Nel & Loedolff (1992:15) defines training as the systematic process of changing the behaviour and attitudes of people in a certain direction in order to attain the organisation’s objectives. The changing nature of public service delivery has contributed to certain inadequacies in the public service and since governments are collaborating at a global level for improved service delivery, the public service is obliged to co-operate effectively and efficiently at an international level. In order to achieve this successfully, public officials need to possess relevant and applicable skills. The objectives of the study are to determine the impact of the globalisation process on the training and development of public human resources management policies and to understand how public human resources departments in selected state departments in the South African public service are adapting to the dynamic change in the field of public human resources management. The main finding of the research indicates that the aspect of training is a key element in improving the globalisation of public human resources management. 8 Training and development are essential to ensure that the South African public service is competent to perform effectively and efficiently in the global arena. Employees need to possess the necessary skills to function at an international level. The specific purposes of training are to communicate information that is applicable to practical situations. It is expected after training, for public officials to be able to demonstrate changes in the behaviour or performance that contribute to their abilities to deal skilfully without broader global problems. This, in turn, will have a positive impact on public service delivery.

Thesis (DTech(Public Management))--Cape Technikon, Cape Town, 2002 / South Africa prides itself on its "rainbow nation" status. The term "rainbow nation" has frequently been used to reflect the diversity of the South African community. In the preamble to our present constitution, it is stated that South Africa belongs to all who live in it, and that diversity epitomises the unity of its people. However, if one takes a glance around many local government offices, particular at our senior and middle level management levels, our rainbow appears less colourful than we would like to think. Whatever its meaning, diversity has become a term used freely by both the previous and present government, neither being able to define its true meaning. In fact, they have used the term diversity in so many ways and in so many contexts that it seems to mean many things. With the diversification of local authorities, a new challenge has arisen for the local government manager when resolving, or at least ameliorating, some of the difficulties arising from the widespread diversity found in the workplace. The transformation of local authorities and the implementation of affirmative action programmes were the way government thought diversity should be effected, but this alone will not ensure the employment equity local government managers are seeking. The awareness of selected local government managers (internal managing of diversity) regarding diversity will provide an insight into their acceptance of diverse groups as being a vital resource for an organisation. In return, this will also reflect the commitment of selected local government managers (external managing of diversity) in serving their diverse local communities In this dissertation, the terms "selected local government manager(s)" will be used interchangeably with the term" public manager (s)". The core problem, which this study addresses, revolves around tile different belief windows and the effect these have on the local government manager's self-concept of diversity in the workplace. A belief window refers to an invisible window through which one views diversity This dissertation will attempt to provide the insights and awareness levels of local government managers in respect of diversity management as expounded in the paragraphs that follow. The theories of diversity management in the workplace are explored The focus is on the definition of terms within the study; what managing diversity is not; why diversity management; the different dimensions of diversity; the differences between managing diversity, valuing of differences and affirmative action; models for managing diversity in the workplace; and the consequences of ignoring diversity in the workplace.

Thesis (MTech (Human Resource Management))--Cape Technikon, Cape Town, 2003 / South Africa is a country that encompasses numerous population groups and cultures. The country has been embroiled in controversy since the beginning of the 20th century, notably for its human rights violations and abuse of the majority of its people; namely Blacks, Coloureds and Indians. The ruling parties since its inception as the Union of South Africa in 1910, until the demise of the National Party government in 1994, has ensured bias to the White minority population group. This favouritism was brought about politically and legislatively to protect Whites, reserve jobs and ensure segregation for the various population groups that were considered unequal, as it favoured Whites only. The country's first democratic elections in 1994 brought about a change of political will that warranted appropriate action, in order to address the imbalances of the past, for all those who were historically, previously disadvantaged. Programmes of affirmative action were required to redress these imbalances and provide necessary opportunities. The vast majority of South Africans, namely Blacks, therefore needed employment, housing and recreational facilities as previously they were not afforded many prospects. The researcher wanted to establish the state of the Black residential property market in the Western Cape, including the prospects for Black estate agents. Accordingly, an understanding of the political background of the last century was required. In order to implement Affirmative Action programmes in the real estate industry, a basic understanding of Affirmative Action was essential. The tasks and duties of estate agents had to be clarified and the position of the real estate industry with regards to the various population groups in the Western Cape was also deemed crucial. The researcher accordingly designed a questionnaire in order to conduct a survey to test public perceptions and attitudes. The researcher also concluded interviews with executives and principals representing the real estate industry. A focus group was utilised to discuss the results of the survey and they provided the researcher with qualitative data. The researcher combined this secondary qualitative data with primary quantitative data in order to develop a model which would assist the industry and prospective Black estate agents. The author believes that this model would be able to substantially benefit all the stakeholders in the real estate industry. Furthermore, the researcher is of the opinion that if this model and the recommendations are implemented, the residential market for the Western Cape would evolve naturally and Black estate agents would be in demand.