Middlewood, D. et al. (1998) state that "Development cannot be forced because it is the teacher who develops (active) and not the teacher who is developed (passive)". Active teacher participation in professional development programmes will result in greater school improvement and teacher empowerment. The study is based on the parameter that if the teachers have no real input in the planning stage of the development programmes, such development programmes are likely to be ineffective. This study seeks to investigate whether these school-based professional development activities help teachers to teach effectively or make the school efficient. The study aims to investigate the perceptions of teachers and the role of the school managers regarding the value and usefulness of school-based teacher professional development programmes in school X. Both qualitative and quantitative research methods were used and data was collected through semi-structured interviews with members of the school management and questionnaires with educators. The investigation was limited to the data obtained from all the questionnaires and interviews that were responded to by the entire academic staff of school X. The findings are based on data collected only from the interviews and questionnaires. The findings of the study showed diverse views towards the current form of school-based professional development programmes. There were however all encompassing parameters that can be summed up basically as follows: Both educators and school management regard school-based professional development as important aspects of teaching to improve educator performance. Development programmes should become an integral part of schooling and an official policy should be established in this regard. Development programmes have to be a continuous process and should be related to the subject taught be relevant and practical. Subject knowledge and teaching methods should be improved for effective teaching and learning to take place. Professional development programmes should be evaluated to determine whether meaningful outcomes have been achieved or not, and continuous feedback should be given to educators. / Thesis (M.Ed.) - University of KwaZulu-Natal, Durban, 2006.

This study evaluates the implementation of a performance management system within a division of a company operating in the pulp and paper manufacturing industry. The research has been carried out in order to establish the perceived effectiveness of a performance management system as well as to identify areas where the system can be improved upon. An empirical study was carried out in the form of an e-mailed questionnaire to approximately 350 employees at Paterson grading level Upper C to Upper 0 across all mills, covering all aspects of the performance management system which included the process of establishing individual performance agreements, performance feedback as well as performance rewards. An analysis on the relationship between salary, salary increase percentage and performance positioning was also carried out. The survey data showed an overall positive level of satisfaction with the performance management system. A shortcoming, however, was found in the link between performance and pay, which very few of the employees surveyed were satisfied with. / Thesis (MBA)-University of Natal, Durban, 2003.

This study used a quantitative approach to evaluate the application of the performance management and development system in the Eastern Cape Department of Health, from the perspective of employees. The evaluation report has three sections that are designed as interrelated but stand-alone documents. Section One is written as a report directed to the Eastern Cape Department of Health. Section Two is a review of the relevant literature that was conducted to review the existing literature related to the application of performance management and development systems, and underpinned the construction of the questionnaire. Section Three provides a description and justification of the design of the research, as well as describing the research procedure followed. Pertinent components of Sections Two and Three are extracted from these sections and included in the report in Section One. The literature review focused on the following areas: the purpose of performance management, components of the performance management process, challenges/ criticism of performance management systems, integration of performance management with other systems and the effectiveness of performance management system. The results revealed that about 74% of employees disagree that management is committed towards the successful application of the performance management system. This finding concurs with the literature. For example, De Waal and Counet (2009:367) argue that one of the problems in the application of performance management system is that the management lacks commitment to the implementation of a performance management system. Systematic sampling (Leedy and Ormrod, 2010) was used to select 120 participants in three Departmental programmes or clusters from grade levels six to 15. The researcher distributed the questionnaires to every fifth person of the population electronically using SurveyBob, which is an on line survey tool. The collected data was then analyzed using Excel software. The findings indicated that although overall employees are not satisfied with the application of the PMDS system in the Eastern Cape Department of Health, there were some successes. Nevertheless, the challenges outweighed successes of the system. The challenges that resulted in the failure of the system include poor communication, a lack of understanding of the system by the employees and a lack of knowledge with regards to the integration of PMDS with other initiatives and plans already in place. Page 4 There were positive views with enabling factors and these were work plans that are mutually agreed upon between the employee and their supervisors and are aligned to departmental strategic priorities. Constraining factors included the low levels of commitment of the management to the application of the PMDS processes, review meetings not being undertaken on a quarterly basis, and a lack of written outcome reviews. The majority of the study participants believe that the PMDS lacks fairness in its implementation. Recommendations were made on the basis of the gaps that were identified so as to improve the application of the performance management system in the Eastern Cape Department of Health. It is therefore recommended that the Department should ensure that training and development of employees on the PMDS takes place to enhance manager’s understanding of the policy. This will enable managers to understand the important role played by performance management in their day to day activities. A performance management and development system needs to be integrated with all other processes to be effective. On-going communication of the PMDS policy should be considered. Accountability of managers to the Accounting Officer and submission of quarterly reports are imperative to ensure their compliance. In conclusion, dissatisfaction outweighs satisfaction of the employees with regards to the implementation of the PMDS system.

The aim of this study is to evaluate the implementation of the succession policy and staff retention strategy of the Joe Gqabi District Municipality (JGDM) in the Eastern Cape. Retention and succession are located within a broader understanding of administration and management, and specifically within the New Public Management theory. A qualitative research methodology was used. Semi-structured interviews were primary means of data collection, supplemented by documentary analysis. A non-probability, stratified sample of 12 senior managers, middle managers, supervisors and professionals employed by the district municipality constituted the target group. The findings reveal that both the succession policy and the staff retention strategy were hampered by severe implementation weaknesses, resulting in failure to stem the high rate of turnover and vacancies at the municipality. The study recommends a series of measures to enhance future implementation success.These include, amongst others, implementation action plans with clear deliverables andtimeframes, monitoring and evaluation; employee participation; linking execution to individual performance; and proactively addressing issues of staff satisfaction.

The primary objectives of this study were to determine the relationship between the wellness constructs coping and SoC as well as the relationship between the wellness constructs LoC and SoC in the petrochemical industry in South Africa. The sample of 184 participants completed three different psychological concepts namely COPE (Hereinafter referred to as coping), Locus of Control Inventory and Sense of Coherence Scale. The results of the study indicate that there is a statistically significant relationship between the variables coping ad Soc as well SoC and LoC but no statistically significant relationship between the variables coping and LoC. / Business Management / M. Com. (Business Management)

Since the publication of the White Paper on energy Policy of 1998, South Africa has taken off on a new trajectory of sustainability. The South African government have identified that the renewable energy sector will play a critical role in advancing and improving the energy sector. They envisage that the sector will contribute to the development of a green economy and the creation of meaningful employment for all South Africans. With the renewable energy sector of South Africa being dependent on skills, many of which are pertinent for the success of the sector, sufficient skilled workers are required to provide a service to the growing sector. Upon engaging with individuals employed in the sector and embarking on the research it became apparent that there was a lack of a talent management framework for the sector. Talent management represents a means for companies to develop and sustain talent pipelines thereby creating a competitive advantage. Globally executives across the employment spectrum admit that they have challenges in building a strong talent pipeline. The South African Renewable Energy Sector (SARES) is not exempt from this reality, where it has been well documented that South Africa is struggling with a skills shortage. This makes it difficult to grow and develop a fledgling sector. The purpose of this treatise was to evaluate the need for a talent management framework for the South African Renewable Energy Sector. To evaluate this, a literature review was performed on concepts relating to the development of a talent management framework specifically for the sector. These concepts or independent variables were, engineering skills, competence, knowledge worker, policies supporting RE development as well as training and development. The talent management framework relied on ring fencing the study around the knowledge worker, by correlating the definition of an engineer to that of a knowledge worker. The results show that despite the proclamation made by the South African government that South Africa is geared to supply the skills required for SARES. The research found a need for educational institutes to produce more knowledge workers. The results of this research study showed that despite the low positive correlation between the five independent variables, being, engineering skills, competence, knowledge worker, policies supporting RE development they would still provide those responsible for recruitment and talent management with a platform to be able to develop a working talent management strategy. There is a need for the development of a suitable talent management framework, which would allow the sector to manage elements of talent management such as recruitment and retention of knowledge workers. The proposed talent management framework can be used to assist in consolidating the present recruitment practises as well as being used to develop a talent management strategy for the sector.

Educational Management / South Africa is faced with educational transformation that is embedded in the current education policy. For this transformation to succeed, teachers, principals and those in the higher hierarchy in the Department of Education, will have to work together towards attaining the goals of Education. Teams are powerful learning entities than individuals seeking to learn on their own. Teams provide an environment which learning can be articulated, tested refined and examined against the needs of the organisation and within the context of the learning of others. To be effective, team based learning activity needs to be based upon the needs of the team, the needs of the individuals within the team and the needs of the organisation. By articulating these three sets of needs within the team, real progress and development will take place within an organisation. The principal should provide the staff with a forum where there is an interchange of information and the strengthening of relationships and the improvement of the school climate. Specific roles that relate to a specific task need to be clarified as well as those that relate to the team. Principals should realise that the role they play in a school is significant. Despite this significant role, they can never be solely responsible for the management of the school. To achieve excellence collective effort is needed. Involvement of team members in decision making will help in achieving the organisation's mission as well as the goals. This will result in the taking up of the school's ownership by all team members. Accountability will therefore be owned by all team members not only the principal. Team building can lead an organisation to success because it involves communication, effective coordination and division of labour. This will result in effective school management.

M.Phil. (Labour Law and Employment Relations) / Please refer to full text to view abstract

The perceptions of employees regarding electronic surveillance in the workplace were studied using a mixed method approach. The change that permeates society and organisations have not escaped public FET institutions in South Africa. These changes such as computerisation of work and the employment of electronic surveillance, have implications for management, control, privacy, productivity and trust in the workplace. Yet, public FET institutions are not performing to the expected standards. Surveillance of work and employees at these institutions are interventions of management to ensure organisational goals are achieved. Despite the prevalence of electronic surveillance in the workplace, employee perceptions and their lived experiences thereof are seldom reported. Published research barely focuses on employees’ perceptions of electronic surveillance in the workplace, and instead offers a perfunctory look at the perceptual dimensions. Employees’ perceptions reflects their lived experiences in the workplace and yield a foundational understanding of workplace dynamics and organisational behaviour. The perceptions of employees regarding electronic surveillance were viewed through the lens of quantitative and qualitative analysis to give statistical and thick descriptions respectively to augment better understanding. The study therefore provides a descriptive account of employees’ perceptions of electronic surveillance and its effects. Specifically the study examined employee perceptions of electronic surveillance as a control measure of management, as an intrusion of employee privacy and impacting on the trust relationship and productivity. An extensive review of the literature provided the basis for the research questions and eight hypotheses were proposed. A survey, by means of an electronic questionnaire, was conducted to test the hypotheses using a random sample of employees at three public FET institutions in the Eastern Cape Province, South Africa. The results are presented followed by a discussion, conclusions and limitations. Suggestions and recommendations for future research are also indicated. The central thesis of the study is presented, namely that electronic surveillance is experienced as a measure of management to control workers and that privacy as well trust, as an element of the employment relationship, are influenced by it. Further findings indicated that there are no statistically significant differences in the responses of the three job categories namely lecturers, managers and administration and support staff. Interviews were also conducted and the data from the interviews reported the depth and breadth of the perceptions of a small sample of employees who related their experiences and situations in terms of the key themes of electronic surveillance as control and an intrusion of their right to privacy, trust and productivity. The findings indicate that acceptance of electronic surveillance is contingent upon contextual factors and the meaning people assign to their situations. Privacy concerns were limited to personal information, fairness and dignity. The link between electronic surveillance and control and discipline is reported in the responses. The findings indicate that perceptions of electronic surveillance as managerial control is related to the lived experiences of employees. Employees voiced positive perceptions of electronic surveillance in cases where management clearly communicates the purpose to the employees. The study of the subjective experiences of employees in workplaces under electronic surveillance thus helped to illuminate the intricacies of employment relationships in the changing world of work. The study findings widen the knowledge base on organisational behaviour and is essential for human resources management and organisational development interventions. Human rights and ethics are part of the sense making process when employees construct social reality. Management and control is redefined in various terms and has implications for change management strategies and organisational development practises in globalising and network society. The study raises the critical question whether electronic surveillance as an adjunct for bureaucratic control is still relevant in a changing world of work where good faith, trust and confidence are still highly valued. The insights into the role of trust in the employment relationship is important for managing public institutions in complex settings. Management must be aware of the differences in the lived experiences of employees when dealing with workplace issues.

The aim of this study was to investigate the alignment of human resources with the strategic plan at Emalahleni Local Municipality in Chris Hani District Municipality, Eastern Cape. The alignment of the human resources plan with the strategic plan is the requirement for inclusive integrated planning legislated in local government acts. The research in this area does not investigate the alignment of the human resources plan with the strategic plan especially in Eastern Cape local government. Integrated planning which is inclusive of human resource development and performance management is a legal requirement legislated in the Local Government Municipal Systems Act no. 32 of 2000. From the literature review it was evident that it is essential for organisations to have a clear vision and measurable specific attainable time-bound objectives which could transpire into measurable performance standards. For achievement of the strategic objectives human resource planning of the organisation has to be informed by the objectives of the organisation so that there can be a relationship between the employees and the business in which they are employed. The literature raised the importance of the involvement of the human resource manager and employees in general in the development of human resource strategy and strategy planning in the organisation and the performance of the organisation. A combination of the qualitative and quantitative approaches was used to achieve the objectives of evaluation research used as the research design in the study. A document study, interviews, and questionnaires were used to investigate the alignment studied. The participants were employees ranging from managers to lowest-level employees. The main patterns that emerged from collected data were the lack of clear strategic objectives, lack of alignment of the strategic plan and human resources, the lack of human resource strategy and development, and performance management systems. Emalahleni Local Municipality was then advised to review and reconceptualise its strategy plan to contain objectives which were clear, specific and measurable, and strategic objectives to include a human resource strategy for human resource alignment with the strategic plan. Such alignment could lead to integrated planning which could be measured to evaluate failure or success in the achievement of the strategic objectives.