South African education authorities demand of teachers a high degree of competency in both official languages. In the Cape Province in particular, teachers are not considered eligible for promotion posts unless they possess the so-called Higher Bilingualism Certificate, signifying their command of both official languages at "First Language" level. In view of the fact that the overwhelming majority of schools nowadays are single-medium institutions; this requirement may strike the objective observer as an anomaly. An attempt was made, therefore, first of all to investigate the historical background to this requirement. The "language question", a problematic feature of South African education since the beginning of the nineteenth.century, was not resolved when legislators chose "bilingualism and language equality" for the Union of South Africa in 1910. The available evidence suggests, however, that bilingualism was actively pursued as an educational ideal at least until the end of the 1940s, and for this reason education authorities placed a high premium on teachers who were "fully bilingual". Nowadays the typical (White) school is a single-medium institution where the second language is rarely if ever heard outside the classroom where it is taught as a subject. The present policy, to demand a high degree of proficiency in both official languages of teachers occupying promotion posts at such a school, may then be described not only as an anomaly, but as an anachronism. A further problem is the fact that the various educational institutions (specifically teachers' colleges and universities) that set examinations leading to the Higher Bilingualism Certificate rarely communicate with one another, and are therefore unable to agree on uniform standards and criteria, or to ensure that such standards are maintained. That this is indeed the case, was confirmed by examination of "Big E" test papers set at three teachers' colleges, two Colleges for Continued Training, and four universities in the Cape Province. In an attempt to establish what assistance and support might be needed by a "second language" user of English in order for him to improve to the point where he resembled a "first language" user of English in his "terminal language behaviour", a comparison (by means of error analysis) of the responses of two groups (an Ll and an L2 group) to the same test paper was undertaken. The available evidence suggests that L2 users may need to be helped to acquire a more extensive vocabulary, but, above all, that they need to improve their ability to handle two crucially important aspects of usage: idiom and grammar. The final chapter attempts to establish pedagogic and linguistic bases for a course intended for "Big E" candidates, and makes recommendations with regard to (i) the content and the form of the course, and (ii) sound examination practice. The concluding thoughts offer the view that such a course could remain useful even in a future South Africa where the emphasis may shift from a demand for teachers who are "fully bilingual" to teachers who have a good command of English.

The aim of this study was to assess challenges in Public Appointments and Recruitment Processes in Chris Hani District Municipality: A case study of Human Resource Department in Lukhanji Local Municipality (2008-2010) of the Eastern Cape Province. There has never been a detailed research study conducted in the Chris Hani Human Resource Department, regarding the subject in question. The Constitution of the Republic of South Africa in Section 195(i) directs that Public Administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness and the need to redress the imbalances of the past to achieve broad representation. The literature review explored extensively the models used in implementing recruitment and appointment processes globally. From those tested models elsewhere, it was evident that South Africa has a great Constitution and good policies regarding Local Government Human Resource Department recruitment and appointment processes not withstanding some challenges cited in the study. This assessment of challenges in the public appointments and recruitment processes in Chris Hani District Municipality assisted in the establishment of the real facts about effective and fair recruitment and appointment processes in the Local Government Human Resource Management Department to deserving communities. It became clear from the study that providing efficient and fair recruitment and appointments processes to the Local Government Human Resource Department in South Africa requires a broader advocacy agenda encompassing the development of Human Resource systems and the generation of numerous skills and expertise to deliver services to the poor people of our country.

Dissertation submitted in partial compliance with the requirements for the Master's Degree in Technology: Education (Management), Durban Institute of Technology, 2004. / The role of the principal is critical in ensuring that schools run efficiently and effectively. It is for this reason that an incumbent for the post of principal obtains the necessary experience in all aspects of management to fulfill this role. Prior to 1994, applicants were promoted strictly according to hierarchical ranking, that is, a Level One educator was promoted first to head of department, then to deputy principal and thereafter to the position of a principal. This ensured that by the time educators became principals they had acquired, through experience, the necessary management skills to run their schools. / M

An overview of the literature indicates that there is a real and pressing need to explore the concept of adverse impact in more detail. The Employment Equity Act of 1998 prioritises the issue of group representivity in staff selection and although there are merits in enforcing an Affirmative Action policy, an objective assessment of the inherent requirements of job applicants is still a constitutional and procedural outcome. There is no simple mechanism that can be used to determine the manifestation of adverse impact. However, evidence thereof can be most useful in securing fairness in selection and employment decisions. There is a distinct need to examine the matter of adverse impact and its implications in the South African context. South Africa is confronted with a labour force that is growing dramatically and changing significantly. The demographic trends in our dynamically changing labour markets are likely to amplify skill and ability differences between the resulting contradictory goals of equal opportunity based on individual merit and equal employment results for subgroups of populations. Three selection strategies of a communications company were used as a basis for the assessment of adverse impact. The total population of the Call Centre selection strategy was 150. Seven instruments and measures were utilised in the study, namely, a job analysis, pre-screening exercise, psychometric ability tests, role-play simulation, structured interview, job compatibility questionnaire and a performance evaluation. The total population of the Operator Services selection strategy was 139. Five psychometric instruments were utilised in the study. The total population of the Female Leadership Development Programme selection strategy was 471. Three psychometric instruments were utilised in the study. The Adverse Impact Model was applied to each of the aforementioned strategies. In terms of the definition, adverse impact exists if the selection ratio associated with a particular passing score on a test for one sub-group of job applicants is less than 4/5th’s or 80% of the selection ration for the largest sub-group of applicants. 13 The results of the study indicate that adverse impact occurred in the following instances. In the Call Centre selection strategy, there was evidence of adverse impact in the racial analysis in the ability testing stage. There was also evidence of adverse impact in the gender analysis during this stage. There was no evidence of adverse impact in either the racial or gender analyses during the interview stage. There was no evidence of adverse impact in the racial analysis during the appointment stage. There was however evidence of adverse impact in the gender analysis during the appointment stage. The Female Leadership Development Programme selection strategy revealed evidence of adverse impact in the racial analysis during the appointment stage. The Operator Services selection strategy revealed an adverse impact in both the racial and gender analyses during the testing stage. The issue of adverse impact is obviously controversial. However, data obtained from this process will provide for informative analysis.

A situational interview was developed for use in the selection of convenience store cashiers. One hundred two newly hired cashiers were interviewed using the situational interview. Ninety days later, a performance appraisal was completed for all subjects who were still employed. There was no significant difference in interview scores between those still working 90 days after hire and those who were not (t = 1.14, df = 100, n.s.). Correlations between the total interview scores and the total performance appraisal scores were generally very low or negative. Potential explanations for the failure of the interview to predict turnover or job performance are discussed

This study was a concurrent validation of a paper and pencil test battery used at a national trucking company. Forty-eight driver managers were rated by their immediate supervisors with the performance appraisal covering 12 dimensions of job behavior that was developed by the experimenter. The driver managers were also administered the Wesman Personnel Classification Test, the Watson-Glaser Critical Thinking Appraisal, and the California Psychological Inventory (CPI). A biographical information blank was also developed and validated. Most validity correlations were nonsignificant, with the exception of the Dominance scale r = .25 (p < .05), the Self-control scale r = -.25 (p < .05), the Communanlity scale r = .29 (p < .05), and the Flexibility scale r = -.39 (p < .05), with overall performance.

Masters in Public Administration - MPA / The aim of the study was to investigate why it was deemed necessary to train and localise the public and private sectors by the Swaziland government. The efforts began shortly before Swaziland attained independence in 1968. Many of the initiative to localisation started in pre-colonial Swaziland in 1966 leading to independence. The study also examined the drawbacks to training and localisation and how these were overcome. Swaziland inherited and was strongly dependent upon a strongly entrenched cadre of top-level public service and private administrators who were expatriates. The study also examined how far localisation has gone to date. / South Africa

Psychology has become an increasingly popular discipline for study in the South African context, with the number of students enrolling for courses increasing rapidly. The selection and evaluation of trainee psychologists is a complex and contested issue. With so few students reaching Masters level and the changing needs of the South African context, it becomes imperative that only the most suitable candidates are selected for entry into the field of professional psychology. This study focuses on the selection process of trainee psychologists at an institution that incorporates the narrative philosophy in both the selection and training of candidates. The question is raised, whether it is possible to utilize narrative principles in a process that is intended to judge and evaluate candidates? This presents a paradox. The paradox is illuminated in both the intentions behind the narrative questions in the application form and in the candidates' experiences of responding to these. The conclusion reached is that the narrative philosophy makes for an enriching and creative experience of the selection process for candidates but this however, does not ameliorate the negative effects of evaluation and the 'gaze'.

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Subjects, 432 convenience store cashiers, were divided into long-tenure and short-tenure groups. Chi-square analysis of application blank information for a weighting sample drawn from both groups revealed two items which significantly (p < .05) differentiated between the long tenure and short-tenure groups: number of previous jobs and full-time/part-time preference. Response weights were computed for these two items and used to calculate composite scores for the remaining holdout sample. A significant reduction in turnover would have occurred at the highest composite score level, if used as a hiring cut off. Results were tempered by several considerations, including a high percentage of false negatives and an insignificant linear relationship between composite scores and tenure.