Thesis (MDF (Graduate School of Business))--Stellenbosch University, 2011. / ENGLISH ABSTRACT: Deforestation, increasing pollution levels, diminishing non-renewable energy reserves, the resulting global warming, and climate change are areas of concern to environmentalists and the whole global village. It appears that the solution lies in the exploitation of renewable, clean and sustainable energy resources. Solar energy is one of the renewable, clean and environmentally friendly energy resources readily available in most tropical countries of the world, including Namibia. The research was conducted in the Rocky Crest suburb of Windhoek, Namibia. The research focused on the exploration barriers in the diffusion of solar water heaters (SWHs) for generating hot water for Rocky Crest residents. The investigation involved data collection from the stakeholders, including the residents of Rocky Crest suburb, SWH suppliers, financial institutions, non-governmental organisations (NGOs) and the Ministry of Mines and Energy (MME) in Namibia. The results of this study introduce information that can largely benefit the Rocky Crest residents, MME, NGOs, financial institutions and relevant stakeholders. It can also act as a departure point for further studies on the subject of renewable energy sources, their exploitation and the impact thereof. Furthermore, solutions to the current problems of diminishing non-renewable energy reserves and the impact of pollutant energy sources can be identified and implemented.

This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.

The role of traffic officials in road management is very important not only to ensure a smooth flow of traffic, but also to prevent negligent and reckless driving, which could result in road accidents. In light of this, the current study embarked on a research journey to investigate the challenges facing traffic officials in Windhoek (Namibia) to reduce road accidents. To achieve the goal of this study, the researcher embarked on a qualitative research approach to obtain in-depth information from traffic officials regarding their experiences in reducing road accidents in Windhoek. Following a purposive sampling method to identify the research participants, the researcher also used semi-structured interviews to guide his interviews with the research participants. The problem in this study concerns the high number of road accidents within the Windhoek area. Between 2012 and 2016, the Namibian Police Force Report (2015/2016) recorded 3 052 accidents on Namibian roads, in which 5 289 people were injured and 524 killed. Motorists’ negative attitudes towards traffic laws and regulations, unroadworthy vehicles and poor road conditions were identified as the leading causes of road accidents and presented the biggest challenges to traffic officials. Some of the challenges that traffic officials encounter are in respect of law enforcement for motorists driving under the influence of alcohol, enforcement of speed restrictions, the limited number of traffic officials to do patrols, an insufficient number of cameras monitoring traffic lights, uncooperative witnesses during car accidents as well as corruption on the side of fellow traffic officials. In order to reduce the high rate of road accidents in Windhoek, this study recommends an increase in traffic officials’ visibility on the roads, clear standards and guidelines for vehicle inspection pertaining to roadworthiness, toll free lines for reporting corrupt traffic officials, cooperation among stakeholders as well as multilingual road safety educational programmes. / Seabe sa batlhankedi ba pharakano mo tsamaisong ya tsela se botlhokwa thata mme e seng fela go netefatsa gore pharakano e elela sentle, fela le go thibela go kgweetsa go go botlhaswa go go ka bakang dikotsi tsa tsela. Go lebeletswe seno, thutopatlisiso ya ga jaana e nnile leeto la patlisiso go batlisisa dikgwetlho tse di itemogelwang ke batlhankedi ba pharakano kwa Windhoek (Namibia) malebana le go fokotsa dikotsi tsa tsela. Go fitlhelela maitlhomo a thutopatlisiso eno, mmatlisisi o tsere molebo wa patlisiso o o lebelelang mabaka go bona tshedimosetso e e tseneletseng go tswa mo batlhankeding ba pharakano malebana le maitemogelo a bona mo go fokotseng dikotsi tsa tsela kwa Windhoek. Ka go dirisa mokgwa wa go tlhopha sampole go ya ka maikemisetso a thutopatlisiso go supa bannileseabe ba patlisiso, mmatlisisi o ne a dirisa gape dipotsolotso tse di batlileng di rulagane go kaela dipotsolotso tsa gagwe le bannileseabe ba patlisiso. Bothata jo bo mo thutopatlisisong eno bo malebana le palo e e kwa godimo ya dikotsi tsa tsela mo tikologong ya Windhoek. Magareng ga 2012 le 2016, Pegelo ya Sepodisi sa Namibia (2015/2016) e rekotile dikotsi di le 3 052 mo ditseleng tsa Namibia, moo batho ba le 5 289 ba gobetseng mme ba le 524 ba tlhokafetse. Maitsholo a bakgweetsi a a nyatsang melao le melawana ya pharakano, dikoloi tse di sa siamelang tsela mmogo le maemo a a sa siamang a ditsela di supilwe e le mabaka a magolo a a bakang dikotsi tsa tsela mme e le kgwetlho e kgolo mo batlhankeding ba pharakano. Dingwe tsa dikgwetlho tse di itemogelwang ke batlhankedi ba pharakano di malebana le tiragatso ya molao mo bakgweetsing ba ba kgweetsang ba nole nnotagi, tiragatso ya dipeelo tsa lebelo, palo e e lekanyeditsweng ya batlhankedi ba pharakano ba ba paterolang, palo e e tlhaelang ya dikhamera tse di tlhokomelang mabone a pharakano, dipaki tse di se nang tirisanommogo ka nako ya dikotsi tsa tsela gammogo le bobodu mo ntlheng ya badirammogo ba batlhankedi ba pharakano. Gore go fokodiwe kelo e e kwa godimo ya dikotsi tsa tsela kwa Windhoek, thutopatlisiso eno e atlenegisa gore go okediwe ponagalo ya batlhankedi ba pharakano mo ditseleng, dipeelo le dikaedi tse di malebana le tlhatlhobo ya dikoloi malebana le go siamela go nna mo tseleng, megala e e sa duelelweng gore go begwe batlhankedi ba pharakano ba ba tletseng bobodu, tirisanommogo magareng ga baamegi gammogo le mananeo a dipuodintsi a thuto ya ipabalelo tseleng. / Police Practice / M. Tech. (Policing)

Factors that influence exclusive breastfeeding in Namibia are important, especially in light of the implementation of the Baby and Mother Friendly Initiative. Infant feeding practices, especially breastfeeding, are important public health issues, particularly in the prevention of HIV transmission from mother to child. This thesis determined the prevalence of exclusive breastfeeding and measures the association of demographic and service-related factors on exclusive and non-exclusive breastfeeding practices.

Texte remanié de: Th. doct.--Géogr.--Paris X, 2000. / IFAS = Institut d'Afrique du Sud. Bibliogr. p. 332-363.

Factors that influence exclusive breastfeeding in Namibia are important, especially in light of the implementation of the Baby and Mother Friendly Initiative. Infant feeding practices, especially breastfeeding, are important public health issues, particularly in the prevention of HIV transmission from mother to child. This thesis determined the prevalence of exclusive breastfeeding and measures the association of demographic and service-related factors on exclusive and non-exclusive breastfeeding practices.

Thesis (M. Ed. (Education))--Rhodes University, 2005. / "A thesis submitted in partial fulfilment of the requirements for the degree of Master of Education (Educational Leadership and Management)" T.p.

Master of Public Health - MPH / Factors that influence exclusive breastfeeding in Namibia are important, especially in light of the implementation of the Baby and Mother Friendly Initiative. Infant feeding practices, especially breastfeeding, are important public health issues, particularly in the prevention of HIV transmission from mother to child. This thesis determined the prevalence of exclusive breastfeeding and measures the association of demographic and service-related factors on exclusive and non-exclusive breastfeeding practices. / South Africa

The purpose of this study was to investigate the relationship between antenatal care (ANC) adequacy and preterm births. The researcher used the quantitative, descriptive, correlational, retrospective, case control design on a sample size of 40 cases and 80 controls. A checklist was used to collect data at one state hospital in Windhoek. When the Adequacy of Prenatal Care Use (APNCU) index was applied, premature birth was found to be less likely for women in the higher categories of care (OR 0.121; 95% CI 0.124–0.613) as compared to those in the lower categories. Similarly when the Content and Timing of care in Pregnancy (CTP) tool was used; women in the higher categories of care, were less likely (OR 0.114; 95% CI 0.012–1.056) to give birth prematurely as compared to those in the lower categories / Health Studies / M.A. (Health Studies)

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: ABSTRACT: "People are our most valuable asset" is a cliché that no member of any senior management team would disagree with. Yet, the reality for many organisations is that their people remain under-valued, under-trained and under-utilised. The rate of change facing organisations has never been greater and organisations must absorb and manage change at a must faster rate than in the past. In order to implement a successful business strategy to face these challenges, organisations, large and small, must ensure that they have the right people and strategy in place to deliver the right people at the right time at the right cost. It has become clear over the last two to three years that a major problem is developing within the Human Resources management in Bank Windhoek. The opportunity to address this problem in an effective and objective way did not however present itself until late in 1999 when the then relatively new Managing Director tried to convince the Board Manpower Committee to appoint a senior Human Resources manager, a position, as will be seen in the forthcoming discussion, that has been absent for a number of years. The request was turned down with reasons that the size of the staff complement in the bank did not justify such a senior appointment. When the Managing Director was then approached for permission to do a study relating to the repositioning of Human Resources in Bank Windhoek, it was immediately granted. The goals for the study were multifarious. In the first place the actual state of affairs were to be determined, from a management perspective as well as from a client perspective. Secondly the aim was to determine what the ultimate Human Resources department should look like, in the process identifying the existing gaps. The next goal was to make recommendations to reengineer the department in order for it to start functioning effectively and to all the parties' content. The final goal was to implement systems to constantly monitor the Human Resources department's performance and make continuous adjustments to keep it on track. Bank Windhoek has come to a crossroad where certain decisions pertaining to its Human Resource management have to be made. This paper will endeavour to make facts clearer to facilitate the best decision-making and propose actions to be taken in this very important facet of the bank's overall strategy and management. / AFRIKAANSE OPSOMMING: "Mense is 'n maatskappy se waardevolste bate" is 'n uitdrukking waarmee alle bestuurders sal saamstem. Die werklikheid is egter dat personeel by die meerderheid organisasies onderwaardeer, onopgeleid en onder-benut is. Die spoed van verandering wat organisasies deesdae in die gesig staar was nog nooit meer intens as nou nie, en organisasies moet hierdie veranderinge absorbeer en bestuur teen 'n vinniger pas as ooit vantevore. Ten einde 'n suksesvolle besigheid-strategie te implementeer om sodoende hierdie uitdagings die hoof te kan bied, moet besighede, klein en groot, verseker dat hulle die regte personeel en strategieë in plek het om die regte mense op die regte plekke teen die ideale koste te kan plaas. Dit het oor die afgelope twee tot drie jaar duidelik geword dat 'n grootse probleem besig was om in die Menslike Hulpbronne bestuur van Bank Windhoek te ontstaan. Die geleentheid om hierdie probleem objektief en effektief aan te spreek het eers in die laaste helfte van 1999 ontstaan toe die nuwe Besturende Direkteur gepoog het om die Mannekrag Komitee te oortuig om 'n senior bestuurder Menslike Hulpbronne aan te stel. 'n Aanstelling wat ons in hierdie bespreking sal merk, afwesig was vir 'n hele aantal jare. Sy voorstel was summier afgeskiet aangesien, volgens die komitee, die aantal personeel in die bank nie 'n senior aanstelling regverdig het nie. Toe die Besturende Direkteur genader is om toestemming ten einde 'n ondersoek te doen oor die herposisionering van die Menslike Hulpbron afdeling in die bank, is dit dadelik toegestaan. Die doelwitte van hierdie ondersoek was velerlei. In die eerste plek was dit nodig om die ware toedrag van sake rakende die bestuur van Menslike Hulpbronne in die bank te bepaal, vanuit 'n bestuurs- sowel as 'n kliënte oogpunt. Tweedens was dit die doel om te bepaal hoe die ideale Menslike Hulpbronne afdeling daaruit moet sien. Gedurende hierdie proses is bestaande gapings dan geïdentifiseer. Derdens was dit nodig om aanbevelings te maak om die afdeling tot so 'n mate te herstruktureer om tot alle betrokke partye se voordeel te kan funksioneer. Verder was dit ook nodig om stelsels te implementeer om die Menslike Hulpbronne prestasie te kan evalueer asook om voortdurende aanpassings te maak om die afdeling op die regte spoor te kan hou. Bank Windhoek het by 'n kruispad gekom waar sekere besluite rondom Menslike Hulpbronne geneem moet word. Hierdie werkstuk sal poog om feite duideliker te stel rondom die beste besluitneming en voorgestelde aksies wat geïmplementeer moet word in hierdie belangrike aspek van die bank se oorhoofse strategie en bestuur.