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It is in order that the college student in secretarial training might have some definite idea as to the kinds of on-the-job duties she might be expected to perform and the type of background knowledge she might be expected to know--or at least be able to find out quickly when needed--that this study has been made.

Thesis (MTech(Human Resources Management))--Cape Technikon, Cape Town, 1996 / Even though performance appraisal is used in most South African organisations, the information acquired is often not used for the purpose to which it pertains, i.e. improving work performance and identifying career, promotion and development opportunities. The former, together with the lack of formal post structures and goal orientated career plans when appointments are made, often results in secretarial personnel (especially executive secretaries and personal assistants) never receiving the necessary acknowledgement in spite of their training, competence and experience. This group of employees plays a very important support- , ing role at all levels of management; yet they are often overlooked for promotion to lower and middle management levels, despite the crucial shortage of people with high level skills. Since the largest percentage of these employees are women, they experience even more discrimination because of their gender. In the first place this investigation attempted to establish to what degree secretarial personnel's performance is appraised and to what end the results are employed. Secondly, an attempt was made to determine the degree to which the enterprises involved in the investigation have established career programmes and whether the results obtained from performance appraisals are used as criterion for promotion and career planning. Furthermore, the obstacles in the way of the development and promotion of secretarial personnel were investigated. At the same time the degree of discrimination against women in management positions was surveyed. As background to the investigation, a comprehensive literature review was conducted.

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Arbitral tribunals’ engagement of secretaries has for several years been the subject of debate and surveys show that the use of arbitral secretaries varies in practice. The Swedish Arbitration Act as well as the Arbitration Rules and Rules for Expedited Arbitrations issued by the Arbitration Institute of the Stockholm Chamber of Commerce do not regulate the appointment and authority of an arbitral secretary. The requirements for the arbitrators’ appointment of a secretary and the extent of the secretary’s authority are, however, indirectly affected by general principles of law and provisions in the Swedish Arbitration Act. Regarding the requirements for appointment of a secretary, it is asserted in this thesis that the arbitrators ought to obtain the parties’ consent to the appointment. However, it is unclear if there are any other requirements that the arbitrators must observe when appointing a secretary. The limitations on the secretary’s authority mainly consist of agreements concluded by the parties and the provisions on challenge and invalidity of awards. Where the secretary has been appointed with the parties’ consent and the parties have not agreed on the secretary’s authority, the secretary is probably at least allowed to perform administrative tasks, but the arbitrators are not allowed to delegate their decision-making function or the duty to sign the award. However, the exact dividing line between proper and improper delegation cannot be established. In the final discussion it is asserted that further guidance on the authority of the arbitral secretary would be beneficial. It is proposed that such guidance should be provided through guidelines issued by the SCC, which shall recommend the arbitrators to: obtain the parties’ consent to the appointment of the secretary; conclude an agreement with the parties which states the duties that the arbitrators are allowed to delegate to the secretary; be transparent with the parties on the secretary’s involvement in the arbitral proceedings; and refrain from delegating the tasks to sign the award and decide the dispute. / Skiljenämnders anlitande av sekreterare har i flera år varit föremål för debatt och undersökningar visar på att användandet av sekreterare varierar i praktiken. Lagen om skiljeförfarande samt Stockholms Handelskammares Skiljedomsinstituts skiljedomsregler och regler för förenklat förfarande reglerar inte sekreterarens tillsättande och behörighet. Kraven för att skiljemännen ska kunna tillsätta en sekreterare och omfattningen av sekreterarens behörighet påverkas dock indirekt av generella rättsprinciper samt bestämmelser i lagen om skiljeförfarande. Angående kraven för att kunna tillsätta en sekreterare, hävdas i denna uppsats att skiljemännen borde inhämta parternas samtycke till tillsättandet. Det är dock oklart om skiljemännen måste observera några andra krav när de ska tillsätta en sekreterare. Sekreterarens behörighet begränsas främst av avtal som parterna har slutit samt reglerna om klander och ogiltighet av skiljedomar. Om sekreteraren har blivit tillsatt med parternas samtycke och parterna inte har avtalat om sekreterarens behörighet, så får sekreteraren troligtvis åtminstone utföra administrativa uppgifter, men skiljemännen får inte delegera deras beslutsfattande funktion eller uppgiften att underteckna skiljedomen. Den exakta gränsen mellan tillåten och otillåten delegering kan dock inte fastställas. I den avslutande diskussionen framhålls att det vore fördelaktigt med ytterligare vägledning angående sekreterarens behörighet. Det föreslås att sådan vägledning ska ges genom att SCC antar riktlinjer som rekommenderar skiljemännen att: inhämta parternas samtycke till tillsättandet av sekreteraren, avtala med parterna angående vilka uppgifter som skiljemännen får delegera till sekreteraren, vara öppna med parterna angående sekreterarens inblandning i förfarandet och avstå från att delegera uppgifterna att underteckna skiljedomen och avgöra tvisten.

Dissertation submitted in partial compliance with the requirements for the Master's Degree in Technology: Education (Management), Durban Institute of Technology, 2003. / Induction is the process of introducing new employees to the goals of the organisation, its policies and procedures, to co-workers as well as to the activities or the tasks to be performed in the job. / M

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vi, 93 leaves.