Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2011 / As global and national markets become more competitive, businesses are forced to become more adaptable and the public service is by no means exempt from this phenomenon. Owing to a dynamic and ever-changing work environment, it is necessary for public servant employees to continuously update their knowledge and skills. However, in most organisations, the impact of training and development programmes are undermined. The value placed on increasing knowledge and skills is limited to attending a training programme. As a result, the newly acquired information and competencies are very seldom transferred from the classroom to the workplace and without a definite increase in performance and in service delivery; the contribution of actual learning is questionable. This research study therefore uses the Integrated Integrated Human Resource Administration and Persal (IHRAP) Programme (presented by the Western Cape Provincial Training Institute) to gauge the importance of post training evaluation and the benefits that can be derived from it, both for the department and the employee. In addition, the study evaluates whether the participants of the training programme are able to apply concepts and techniques learned in the classroom. It focuses specifically on human resource employees employed within the Provincial Government of the Western Cape, who is responsible for performing a number of different human resource functions. A survey was conducted amongst the participants of the IHRAP programme using a research questionnaire. After the results of the survey were collected and analysed, the researcher was able to determine where there were gaps in the post training evaluation process. Several recommendations are made to bridge these gaps and in doing so, enable the training programme to have a greater impact on the participants and in the workplace. In addition to evaluating the IHRAP programme, the need for continuous improvement in skills will always be essential, but departments must create the opportunities for participants to exercise these acquired skills effectively.

M.Ed. (Educational Management) / This research has shown that developing educators who can compete locally and globally within the education sector is to a large extent the responsibility of school principals. The research further shows that educators can be developed effectively through the use of clinical supervision. Clinical supervision in this research is viewed as a strategy to improve the knowledge base, teaching skills and competencies of educators. Furthermore, the research reveals that in today's competitive environment, continuous educator development is key to enhancing the quality of education and classroom practice. One of the major challenges facing school principals today is to continually create and maintain contexts for effective teaching and learning. New demands for survival include the ability to provide better education, accessibility to learnership regardless of the diminishing essential resources. The background, aims, and research methods are provided in chapter one. The qualitative research approach was employed in the investigation of clinical supervision as a strategy to develop educators in the school. The literature search revealed that the principal as the supervisor can use different methods to develop educators. However, clinical supervision was identified as the most effective way of assisting educators to grapple with their day-today actions in the classroom. The data was collected and analysed using the constant comparative method. Focus group interviews were conducted with two groups of educators and individual interviews with two principals of senior secondary schools, in Mantserre Circuit in the Rustenburg District of Education, North West Province. The research revealed that some principals are not aware of clinical supervision as a strategy to assist educators with lesson preparation and effective teaching. In all schools that the researcher conducted interviews, the concept was strange. On the other hand, the research revealed that educators expected their principals to guide them with the execution of their work...

D.Phil. / The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.

M.A. (Anthropology) / The scope of this study covers the deployment and application of black labour within the Roodepoort Municipality. In order to fulfill certain so-called obligations the Municipality is dependent on cheap labour which is appointed and applied within the framework of South African law and according to specific methods. The Municipality gives preference to homeland labourers who are recruited on average once every three years in Venda. The preference for recruiting labourers in Venda stems from the relationship which exists between Venda and the R.B.A. at government level, and the ensuing relationship which the Municipality has fostered with the Venda Embassy. In this respect the Municipality exploits the political system in the R.S.A. to satisfy its own needs. The Roodepoort Municipality functions as an arm of the central authority in as much as it subscribes to the dominant ideology of the country. The political and economic systems of South Africa form the basis of bargaining power which influences the patterns of control and domination. The interaction between the central government and the municipal authorities influences the functioning and policy of the latter. This liaison enables, amongst others, the Municipality of Roodepoort to enforce its policy and to put certain directives to its workers. In addition to the constitutional framework, mechanisms such as the municipal structure as well as rules and regulations are used to control the workers. The workers do not; , however, accept the administration and control of the Municipality without further ado. They respond by making use of certain strategies aimed at adapting their working environment. Despite the loss of certain liberties, the workers adapt relatively quickly to the conditions in their working environment. The circumstances in Venda which result in large numbers of migrant labourers leaving their home to work in highly industrialized areas is related to the historical development of the territory and consequently its economic dependence and political restrictedness. Despite being "independent" since 13 September 1979, Venda is still dependent on South Africa judging by the financial support it receives and the reliance of the population in respect of job opportunities in white areas. Without the revenue it receives from its migrating labour as well as the remittances sent back, Venda would not be capable of its reproduction. Limited resources and insufficient capital input from the central government leads to minimal development in Venda and this results in there being insufficent means to fulfill the needs of reproduction. Blacks are therefore compelled to work outside their homeland for meagre wages and under circumstances over which they have virtually no control.

The introduction of school governing bodies provided communities with an opportunity to play a significant role in the organisation and governance of their schools. This involvement of significant stakeholders is purported to oversee that schools offer education of high quality to the learners. However, school governance is a legal responsibility, which requires the skills, knowledge and expertise to ensure that SGB members will be able to fulfil their concomitant legal duties. The aim of the study was to investigate the impact of the SGBs role in school governance in Kuyasa Secondary School, King Williams Town District. The findings revealed that the SGBs knowledge and understanding of their roles and responsibilities, and the type of training they receive have a marked effect on their functionality. There is also a need to recruit SGB members with a particular level of education, knowledge, understanding and expertise to minimise the chances of failure.

This study investigated the impact of organisation restructuring on the psychological contract and the effects on employee engagement and organisational commitment. The study focused on employees from selected health care institutions. The sample consisted of 156 employees from the selected health care institutions. Results indicated positive relationships between employee engagement, psychological contract and organisational commitment. The researcher recommended a better understanding of the manner in which individuals interpret various inducements where would clearer prescriptions be provided. Therefore, employers were advised to be aware of employees’ values and attempt to address them as they are important

M.A. (Politics) / Public administration enables public institution officials to do their work, for instance educators to teach. The activity of public administration comprises six generic processes which are functions because they all have a specific purpose aimed at particular outputs. Secondary schools would not function without policy-making, organising, financing, determination of work procedures, control and staffing processes which are imperative to expedite functional activities. This studyis primarily based on the staffing process and staff development in particular. One of the mostserious and disturbing educational problems confronting educationists, policy-makers, learners, parents and the community is the restoration of the culture of teaching and learning. This studywill identify contributing factors towards the low performance morale of educators as a result of which mosteducators feel less motivated and committed to their tasks. Someeducators feel that they are not involved in all matters that affect their field of work, e.g. the budget. Staff development will ensure that educators' confidence is enhanced for the delivery of qualityeducation. The studywill indicate the role of the Department of Education, the principal and the governing bodiesin staff development and training activities. Intensive in-service training and retraining of educators is regarded as being essential for the successful implementation of the new education system of outcome-based education (OBE). The purpose of this studyis to cover such staff development aspects as the motivation of educators who lack commitment, the induction and orientation of newly appointed educators, building of a team spirit as stressed by OBE, delegation of authority for empowerment and the training and development for sustained performance...

Chinese organisations are benefiting from increasing support from the Chinese government to enter into Africa. It is believed that over 2 000 Chinese organisations are operational in Africa, contributing greatly to employment within the continent. Despite the importance of Chinese organisations and their operations in Africa, very little research has been done on individual and organisational issues in Chinese organisations operating in Africa, and more specifically the local employees' organisational commitment to such organisations. The organisational commitment of South African employees within Chinese organisations in South Africa is important as it promotes the success of Chinese business, which may promote further investment into the country, as well as the use of local human resources. The primary aim of this research was therefore to conduct a literature and empirical study into the levels of and factors influencing the organisational commitment of South African employees in a selected Chinese organisation in South Africa. For the purposes of this study, a single case study approach, located within the phenomenological research paradigm, was used. A large multinational Chinese organisation with operations in South Africa agreed to participate in this study. The research made use of a descriptive case study design. To give effect to the primary aim of the study, three research objectives were identified. Firstly, to identify and describe key factors influencing local employee commitment. Secondly, to identify and describe current commitment levels amongst local employees, and lastly, to propose recommendations to improve local employee commitment and its implications for the appropriate management of human resources within the Chinese organisation. Data were collected by means of in-depth, semi-structured interviews with 20 participating employees at four organisational branches across South Africa. Moreover, although the interview transcripts were the primary source of data, the collection process was enriched with the use of organisational and participant observations. The findings of this research revealed ten factors which are perceived to influence the commitment of South African employees within the organisation, namely: Open communication, Leadership, Supervisory support, Opportunities for training and development, Compensation, Job security, Promotional opportunities, Shared values, Recognition and Trust. Certain issues were raised by the participants during the in-depth interviews, most notably the limited opportunities for training, development and promotion, as well as issues regarding the perceived limited compensation received from the organisation. Despite these issues, the general findings relating to the levels of commitment in the organisation were positive for the organisation under study, with the majority of the participants being perceived to demonstrate high levels of affective, normative and continuance commitment.

Submitted in full compliance with the requirements for the Degree of Master Management Sciences: Human Resource Management, Durban University of Technology, Durban, South Africa, 2017. / This study focused on an investigation into talent management and employee retention in the higher education sector of South Africa- a case study of the Durban University of Technology. Since the end of apartheid, South African higher education has been through many challenges, including how to attract, managing and retain a new breed of academics who will be able to assist in the development of a new transformed society. According to a report presented by Higher Education South Africa (2009:7), higher education institutions are facing a real crisis regarding their ability to attract and retain academic staff of a suitable calibre. This has led to the steady loss of academic expertise and the loss of senior and more experienced academic staff, thereby setting higher education Institutions back in terms of research output (Mapesela and Strydom 2004: 2). The concern is that there are insufficient numbers, particularly amongst Black African academics in the existing academic and postgraduate pipelines to replace them (Higher Education South Africa 2011:1). Consequently, talent management is becoming a central management challenge as it becomes more difficult to retain key and competent academic staff (Barkhuizen Roodt and Schutte 2014: 141). If attention is not paid to this issue, in the years to come the quality of graduates and the research outputs of universities will be severely debilitated (Badat 2009:12). The main aim of this study was to investigate how talent management and employee retention is addressed at the Durban University of Technology strategically, as well as the processes and practices that underpin such strategies. The quantitative research design was adopted and data was collected through a self-administered structured questionnaire. This study was conducted at the Durban University of Technology with a sample of 65 academic staff, including senior academic staff like professors, lecturers and junior lecturers. The target population was grouped into different strata and the sample elements were selected from each group. Findings from the study revealed that talent management is not a strategic element and it is not fully implemented in the higher education sector. Recommendations were made on the review of talent management practices of academic staff in the higher education sector. This study established that there were some elements of talent management principles and practices in place at the University. However, these were often the traditional functions for example recruitment, selection, training and development. It was evident that there needed to be a strategic focus on the entire talent management process. There also needed to be a lot more holistic approach with greater attention being paid to the process from the time academic staff are recruited through to the process of the development of their careers. Retention is another facet that should be focused on, especially in respect of up and coming Black academics as this is in its infancy. / M

South African public organisations are faced with many unique challenges in striving to manage an increasingly diverse workforce. This study aimed to investigate the managing of diversity at the Nelson Mandela Bay Municipality. To achieve this aim, the views of the Total Quality Management approach were examined in order to create an effective and efficient diversity environment within the municipality. In order to understand what effective diversity management means in South African public organisations, a qualitative approach to the research was utilised through document analysis and interviews. Purposive sampling was used to identify participants. Interviews were conducted until a point of data saturation was reached. Data was analysed using the systematic coding tool of the ATLAS.ti software programme. The research reveals that many shortcomings exist concerning diversity management in the Nelson Mandela Bay Municipality. Therefore, a need exists for proper management of diversity that would support tolerance and respect for diversity.