M.Comm. / A modern electronic telephone exchange is very flexible in terms of size. Such exchanges can vary in size from a few lines to more than 50 000 lines. They can be expanded at any time to cater for more subscribers. This means that the telecommunications service provider is able to build the exchange just large enough to supply service to the subscribers in the area, and then expand the exchange on a regular basis as needed to cater for any growth in demand for exchange connections. The main advantage of this flexible approach is that money is not tied up in very expensive exchange equipment which is not being used.

M.Com. ( Business Management) / This study wants to express an opinion on the implementation of an activity-based costing system in a service company with specific reference to Telkom SA Ltd. (hereafter Telkom), which has implemented a costing system as a first step towards an activity-based costing system. This studyis seenas a follow-up study on the work doneby Van Dyk(1993), which was also seconded to the Cost Management team within the Financial Management section of Telkom. His research paper was entitled: "Activity-based costing as a managerial control measure in a service organisation". His work in chapter one on the historical overview of accounting, the evolution of cost management systems and the description of the cost accounting system of Telkom must be seen as stepping stones on which this study will build. In chapter two Van Dyk(1993) concentrated on the influence oft he five competitive forces in the formulation of a generic strategy and the role of the value chain concept in order to understand the behaviour of costs. All of this work must be seen as the foundation and complementary to this study.

Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.

As a country, South Africa has undergone major social and political changes, specifically over the past two decades. Along with these changes, new legislation such as the scrapping of the Group Areas Act, changed the face of residential areas to one where suburbs now reflect the demographics of the country. Inevitably, changes in the business world also came about, one significant change being the promulgation of the Employment Equity Act (No.55 of 1998) which regulates employment practices in an attempt to make the workforce a true reflection of the South African population. The change in labour legislation came at a time when the effects of globalisation increased levels of competition amongst organisations. Understandably, certain business leaders raised concerns that the introduction of the Employment Equity Act could lead to a lowering of standards and therefore competitive advantage. The purpose of this research was to establish if these early concerns were indeed valid and if the implementation of this legislation had any negative impact on Telkom SA Limited (Telkom), the organisation selected for this study. Particular attention was paid to investigate the impact of the implementation of the Act on three critical areas of business, namely: Productivity; Profitability; and Customer satisfaction. In order to achieve the objectives of the research, the following approach was followed: Firstly, a comprehensive literature study was conducted to determine what led to the passing of this legislation and to establish what the literature revealed about the advantages and challenges of a diverse workforce; Secondly, the views of Telkom management in the Eastern Cape on the impact of the implementation of employment equity were obtained by means of an empirical study which involved the completion of a comprehensive questionnaire; and Lastly, the responses to the questionnaire were collated and analysed to determine the extent to which Telkom had implemented the legislation, and if the company had experienced any negative effects due to this implementation.

Thesis (MPhil (Industrial Psychology. School of HIV/AIDS Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This study examines the level of HIV/AIDS Knowledge, attitudes towards HIV/AIDS as well as practices amongst the employees of Telkom SA Ltd. Furthermore it also aims to determine the effectiveness of the Peer Education programme within the company as well as the role that promoters are playing in encouraging Peer Educators to do awareness in the workplace on the one hand and encouraging their subordinates to attend such programmes on the other hand. A total of 80 employees were invited to participate in the survey. At the end of the survey period, which ran from 2 to 21 February 2009, it was found that a total of 66 employees responded by completing the on-line survey. This represents a return of 82,5%. While the survey results shows a remarkably high level of HIV/AIDS knowledge amongst the responds, it could not be conclusively proven that it was as a result of attending HIV/AIDS workplace awareness programmes. However, it can be said that this knowledge was sufficient to: Enable employees to make informed decisions about their own sexual behaviour Peer Educators were confident that their knowledge levels were sufficient to educate their peers. The results also show quite a high level of disinvolvement on the part of promoters with regard to HIV/AIDS workplace issues. Finally this study also contains a range of recommendations and suggestions which were derived from the findings. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek the vlak van MIV/VIGS Kennis, houdings teenoor MIIV/VIGS sowel as die gebruike van die werknemers van Telkom SA Bpk. Dit poog ook om die effektiwiteit van die Portuur Voorligtingsprogram binne die maatskappy te ondersoek sowel as om te bepaal watter rol toesighouers speel om enersyds Portuur Voorligters aan te moedig in bewusmakings sessies in die werkplek te reel en om andersyds die rol wat toesighouers speel om hulle ondersgeskiktes aan te moedig om sodanige sessies by te woon. ‟n Totaal van 80 werknemers was genooi om die navorsing mee te maak. Aan die einde van die navorsingstydperk, wat vanaf 2 tot 21 Februarie 2009 geloop het, was daar bevind dat ‟n totaal van 66 werknemers die aan-lyn vraelys voltooi het. Hierdie syfer verteenwoordig ‟n opbrengs van 82,5%. Onderwyl die resultate ‟n merkwaardige hoë vlak van MIV/VIGS kennis onder die respondente getoon het, kon dit nie onteenseglik bewys word dat dit as gevolg van die bywoning van MIV/VIGS werkplek bewusmakings sessies was nie. Ten spyte van die voorgenoemde, kan daar egter met sekerheid gesê word dat hierdie kennis genoegsaam is om: Werknemers in staat te stel om ingeligte besluite te neem oor hulle eie seksuele gedrag Portuur Voorligters in staat te stel om hulle gelykes voldoende op te voed by wyse van bewusmakings sessies. Die resultate het ook ‟n hoë mate van onbetrokkenheid van toesighouers getoon ten opsigte van MIV/VIGS werkplek angeleenthede. Hierdie studie bevat ook „n reeks van aanbevelings en voorstelle wat voortspruit uit die bevindinge.

M.Ed. / It is of outmost importance that technical officers in Telkom are effective technological problem solvers. All prospective technical officers in Telkom are subjected to a selection process before starting with technical officer's training. The selecting process consists of two stages, namely: (1) the Senior Aptitude Test (SAT), and (2) the Introduction to the A-course. The problem statement of this study is: No scientific investigation is done on the effect of the Introduction to the A-course on the technological problem-solving style of prospective technical officers. The aim of this study is to determine the effect of the Introduction to A-course on the technological problem-solving style of prospective technical officers, when measured with the PSI-TECH inventory. The PSI-TECH inventory (technological problem-solving in-ventory) is used as a pre-test and a post-test to measure the technological problem-solving styles of 119 prospective technical officers in Telkom. The Introduction to the A-course (independent variable) serves as the treatment. In the process of measuring technological problem-solving style, differentiation occurs between effective and ineffective technological problem solvers. The PSI-TECH inventory performed very well in terms of reliability and validity in this study. Two conclusions were drawn from this case study, namely: (1) the Introduction to the A-course does not contribute towards the technological problem-solving styles of prospective technical officers and, (2) the PSI-TECH inventory can serve as a discriminator to determine who are effective and ineffective technological problem-solvers.

This study examines the factors that contributed to the failure of retrenched Telkom workers to start and run successful businesses after the company had provided them with start-up capital and also funds for training. Many of the factors contributing to the majority of Telkom retrenched employees not establishing businesses will be identified and recommendations that companies could implement in the future to limit the failure of businesses of retrenched employees will be made. The study was descriptive, exploratory and qualitative in nature. Semi-structured interviews and a survey questionnaire specifically developed for this study were used to gather data. The study was conducted on ex-employees of Telkom residing in and around the townships and suburbs situated on the western side of Johannesburg (Mogale City, Randfontein and Soweto). Telkom provided retrenched employees with funds to attend external training so that they could be equipped to start and run their own businesses. Subsequently, Telkom also provided start-up capital so that these employees could start small businesses after they had left the company. Although the funds were provided, most employees did not utilise them to start their businesses and the few that did access the funds and start businesses experienced the failure of their businesses within a very short period of time. Three major issues of concern were identified: many of these ex-employees did not utilise the funds that were allocated for training; many did not make use of the start-up capital and the majority did not start businesses. The study investigated the following issues: a) Why the retrenched employees did not make use of the funds allocated for training b) Why the ex-employees did not make use of the start-up capital c) Why the ex-employees did not start businesses d) Of those that did start businesses, why did they fail within such a short period of time? The findings of the study confirm that most of the retrenched employees did not access either the training or the start-up funds. Detailed reasons for why the funds were not made use of are given and recommendations are also made for what the company should do in future if deciding to embark on a similar exercise. / Business Management / M. Tech. (Business Administration)

This study examines the factors that contributed to the failure of retrenched Telkom workers to start and run successful businesses after the company had provided them with start-up capital and also funds for training. Many of the factors contributing to the majority of Telkom retrenched employees not establishing businesses will be identified and recommendations that companies could implement in the future to limit the failure of businesses of retrenched employees will be made. The study was descriptive, exploratory and qualitative in nature. Semi-structured interviews and a survey questionnaire specifically developed for this study were used to gather data. The study was conducted on ex-employees of Telkom residing in and around the townships and suburbs situated on the western side of Johannesburg (Mogale City, Randfontein and Soweto). Telkom provided retrenched employees with funds to attend external training so that they could be equipped to start and run their own businesses. Subsequently, Telkom also provided start-up capital so that these employees could start small businesses after they had left the company. Although the funds were provided, most employees did not utilise them to start their businesses and the few that did access the funds and start businesses experienced the failure of their businesses within a very short period of time. Three major issues of concern were identified: many of these ex-employees did not utilise the funds that were allocated for training; many did not make use of the start-up capital and the majority did not start businesses. The study investigated the following issues: a) Why the retrenched employees did not make use of the funds allocated for training b) Why the ex-employees did not make use of the start-up capital c) Why the ex-employees did not start businesses d) Of those that did start businesses, why did they fail within such a short period of time? The findings of the study confirm that most of the retrenched employees did not access either the training or the start-up funds. Detailed reasons for why the funds were not made use of are given and recommendations are also made for what the company should do in future if deciding to embark on a similar exercise. / Business Management / M. Tech. (Business Administration)

M.Comm. / Collective bargaining has undergone substantial changes in South Africa. Not alone have we seen dramatic political change but a totally new rule of law. The Interim Constitution was but the beginning. With the promulgation of Act 200 of 1994 a new era was entered into, not only for South Africa, but in particular, for collective bargaining in South Africa. With the final Constitution, Act 108 of 1996, taking effect on 4 February 1997, a new era arrived for collective bargaining. Since the passing of the Interim Constitution in 1994 there have been many changes. Various changes in the legislation occurred, amongst others, (a) the Act on National Economical Development and Labour, No. 35 of 1994, (b) the New Act on Labour Relations, No. 66 of 1995, (c) the New Act on Basic Conditions of Employment, the New Act on Public Holidays, No. 36 of 1994, (d) the Occupational Health and Safety Act, No. 85 of 1993, (e) the Compensation for Occupational Injuries and Diseases Act, No. 130 of 1993 and the like, have signalled the changes in the new collective bargaining arena. A vast amount of sections in the Constitution's Bill of Rights can be made applicable to collective bargaining. It makes one realise the importance of this subject. Section 23 of the Constitution entrenches the fundamental right of collective bargaining. This right is not only entrenched in the Constitution, but made practical under the new Labour Relations Act, Act. 66 of 1995. Of particular importance are the structures within which collective bargaining under the new Act are envisaged. The Communication sector, and in particular the Telecommunication sector in South Africa, finds itself in a very regulated environment. Exclusive rights have been granted to TELKOM for another four years, which was initially five years starting in 1997, and expiring in 2001. The Communication Workers' Union, the dominant union in the Telecommunication sector, is trying to expand its power base and is looking to gain control of the Telecommunication sector as a whole.

This study explored factors that influence attitudes towards performance management among staff in the Core Network Field Operation (CNFO) of Telkom Eastern Cape. Performance management concerns achieving organisational goals efficiently and effectively. An observation by a manger that the staff were not performing optimally and were displaying a negative attitude towards performance management, necessitated an objective investigation into the reasons for such attitudes and also to be derivative of a corrective solution. This qualitative study was done in the form of a descriptive open ended survey involving geographically dispersed employees. Factual evidence gathered from the result of the study supports the literature that people have different views of performance management. A direct consequence of the different views could be in the inconsistent application of performance management. Solutions and possible corrective actions to improve employee participation and perception as sought by this study are contained in detail in the report / Business Management / M. Tech. (Business Administration)