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.

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)

South Africa, in general, is plagued by high unemployment, especially among the youth. The study explores how mentorship can be employed to foster youth entrepreneurship at Telkom, South Africa. The primary focus of the investigation was to establish whether mentorship could be the answer to the declining youth entrepreneurship in the city of Tshwane. The study was done by conducting a qualitative research, using the Telkom mentorship programme as the sample. The sample consisted of mentors and youth mentees from the Telkom mentorship database. Data was collected using semi-structured open-ended interviews. Data analysis was done using thematic analysis with Atlas Ti 8.0. The literature showed that mentoring has benefits for both mentors and entrepreneur mentees. It also showed that the government and private sectors can play a key role in youth entrepreneur mentorship. The findings of the study have proven that mentorship yields positive results for youth entrepreneurs, which supports the literature in this study. The findings of the study yielded five themes, which were: success factors for mentorship, inhibiting factors for mentorship, role of government in mentorship, role of private sector in mentorship and influence of mentorship on successful youth entrepreneurship. In addressing the objectives of this study, the findings have proven that there is a relationship between mentorship and successful youth entrepreneurship, as per the first objective. The role of government and the private sector were identified as key in the mentorship of youth entrepreneurs. The recommendations made in this study include improvements in the mentorship programme for mentees and mentors, initiatives by government that include more mentorship programmes and better communication as well as providing funding for mentorship programmes. Additionally, the private sector needs initiatives to make their programmes more accessible to the public. Further research to establish the correlation between mentorship and successful entrepreneurship is recommended / Business Management / M. Com. (Business Management)

The success or failure of implementing affirmative action lies with the management of enterprises. This research - based on a literature study, questionnaires completed by 200 respondents and the researcher's model for the implementation of affirmative action - focuses on management's views on aspects of importance for affirmative action to succeed in the enterprise. From the views of management it is clear that • the more closely affirmative action impinges on the career expectations of the current incumbents, the more resistance and non ownership can be expected • the affirmative action message must be communicated sincerely and positively • diversity management must change drastically to focus on educating persons to understand not only themselves, but also others of different backgrounds, race, gender, skills, persuasion and experience • the enterprise needs to accelerate the process to identify potential, training and development processes as well as performance coaching of disadvantaged groups Meeting the above challenges, will require mutual trust, respect and communication. / Summaries in English and Afrikaans / Die bestuur van ondernemings bepaal die sukses of mislukking by die implementering van regstellende optrede. Die navorsing - gebaseer op 'n literatuurstudie, vraelyste ingevul deur 200 respondente en die navorser se model vir die implementering van regstellende optrede - fokus op bestuur se menings aangaande aspekte van belang vir die sukses van regstellende optrede in die onderneming. Vanuit bestuur se menings is dit duidelik dat • hoe grooter inbreuk regstellende optrede maak op die beroepsverwagtinge van die huidige bekleers, hoe sterker weerstand en nie-eienaarskap kan van hulle verwag word • die regstellende optrede boodskap moet eerlik en positief gekommunikeer word • die bestuur van diversiteit se fokus drasties moet verander om individue te leer om nie net hulself nie, maar ook ander van verskillende agtergrond, bevolkingsgroep, geslag, vaardighede, oortuigings en ondervinding te verstaan • die onderneming die prosesse moet versnel wat betrekking het op die identifisering van potensiaal, opleiding en ontwikkeling asook prestasierigleiding van die benadeelde groepe Ten einde aan bogenoemde uitdagings te voldoen, sal wedersydse vertroue, respek en kommunikasie vereis / Economics and Management Sciences / M.Com. (Business Management)

Thesis (MPA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The affirmative action process has accelerated dramatically since the democratisation of South Africa. After the 1994 general election equity became entrenched in legislation. The employment equity legislation together with other labour legislation is there to undo long-standing segregation policies. The Employment Equity Act, 1998, holds unique challenges for organisations to reach their employment equity goals. A limited time period has also been set for organisations to apply a temporary intervention to endeavour to correct the imbalances caused by the apartheid regime. The apartheid legislation, which resulted in 45 years of racial separation, had the adverse effect of denying certain South Africans equal employment opportunities. This caused an imbalance in the labour demographics of South Africa. This study focuses on the effects of the implementation of the Employment Equity Act, 1998, and other legislation on human resource planning within Telkom SA. Telkom SA, being the largest communications company in South Africa, has committed itself to employment equity and has already embarked on an affirmative action programme. However, the various pieces of legislation require certain criteria to be met. With the distortion of the labour demographics, Telkom SA finds has difficulty in finding suitably qualified candidates in certain race groups within the Western Cape. Perceptions of affirmative action have also been negative and this has led to resistance to the process. As soon as a commitment to the process occurs, then all human resources can be utilised effectively. / AFRIKAANSE OPSOMMING: Regstellende aksie het dramaties versnel sedert die 1994 algemene verskiesing van Suid Afrika en gelykheid het deel begin vorm van aIle wetgewing. Die wetgewing op gelyke geleentheid, tesame met ander arbeidwetsgewing is daarop gestel om rasse verwydering te beveg. Die Wet op Gelyke Geleenthede, 1998, vereis dat instansies hulle gelyksheid doelwitte bereik binne 'n gegewe tydperk. Die tydelike tussenkoms om die wanbalans te herstel, wat deur die ou regering veroorsaak is, is van kardinale belang. Die apartheids wetgewing het veroorsaak dat daar na 45 jaar steeds 'n negatiewe uitwerking is vir sekere rassegroepe. Dit het ook veroorsaak dat daar 'n wanbalans in die demografie van Suid Afrika is. Hierdie studie is gemik daarop om die uitwerking van die verskeie wetgewing se uitwerking op die beplanning van die menslikehulpbronne van Telkom SA te ondersoek. Telkom SA, is tans die grootste kommunikasie maatskappy in Suid Afrika en hulle is daarop gemik om gelyke geleenthede te bevorder en het die nodige stappe alreeds geneem ten opsigte van die regstellende aksie plan. Die verskeie wetgewing stel sekere vereistes aan Telkom SA weens die feit dat hulle deel vorm van die aangewese maatskappye soos die wetgewing bepaal. Hulle vind dit moeilik om 'n geskoolde persoon uit sekere rassegroepe te kry, weens die feit dat hulle nie gelyke geleentheid gehad het om te ontwikkel nie. Regstellende aksie is ook negatief ontvang deur sekere werknemers en dit kan die proses vertraag. Sodra persone toegewyd word aan die voordele van so 'n proses, sal die dienste van aIle Suid-Afrikaners effektief gebruik kan word.