M.Com. (Business Management) / Compliance with Employment Equity Act no 55 of 1998 is very important for organisations in South Africa. Recent reports attested that no significant change or progress achieved as far as Employment Equity (EE) is concerned. With no doubt South Africa faces shortage of skills and this may be a hindrance to EE Transformation. The Auditor-General of South Africa (AGSA) is not isolated from the skills shortage challenges, particularly because they seek specialised skills and competencies such as those of Chartered Accountants CA(SAs). The South African Institute of Chartered Accountants (SAICA), stated in their press release (Olivier, 2012) that this particular institution has 33 167 registered Chartered Accountants in South Africa. This means a small pool from which the Auditor-General of South Africa can draw its potential employees. The AGSA is not unique to the changes and legislative requirements faced by other organisations. As a result, these organisations are required to embark on a transformation journey to ensure Employment Equity achievement within their respective environments. Although reports have been showing some encouraging progress towards achieving the objectives of the Employment Equity Act, the journey is still long. This research attempted to establish the state of transformation and the challenges faced when implementing EE in AGSA. Based on these, the researcher proposed a change process to increase attainment of EE targets. For this study, the researcher focused particularly within areas where the AGSA struggles to attract suitably qualified employees. The researcher further assessed the employees’ perceptions related to EE how these perceptions are addressed. The researcher collected by means of self-administered questionnaires, interviews, as well as a case study. The sample included Corporate Executives, Business Executives, Senior Managers, Managers and Trainee Auditors. The collected data was analysed both qualitatively and quantitatively. Findings of the study revealed that different business units were implementing different strategies in an attempt to address their Employment Equity challenges. Some areas within the AGSA realised progress while others made only minimal progress. The research further revealed the need for an integrated approach towards achievement of the EE target. This may ensure a concerted effort and eradicate working in silos. A need for appropriate and formal EE structures was also established. Recommendations for an integrated approach as well as required structures for EE were discussed in the last chapter of this research.

Organisations worldwide are attempting to increase individual job satisfaction, productivity and efficiency by implementing work teams. This research study evaluates the interventions considered necessary to optimally implement and maintain self-directed work teams (SDWTs). In order to complete this study it was necessary to address the characteristics associated with SDWTs, problems commonly experienced during implementation and functioning of SDWTs and the identification of the interventions used to promote the successful implementation and maintenance of SDWTs. These objectives were achieved by means of a comprehensive literature study. Subsequent to the literature study, a process model for the successful implementation and maintenance of a SDWT within a South African organization was developed. Thereafter, a questionnaire was developed based on the findings of the literature study and distributed to a randomly selected population. The objective of the questionnaire was to evaluate the interventions utilized during the implementation and maintenance of SDWTs. The results of the empirical study were statistically analysed and interpreted. Finally, conclusions and recommendations were made. The most important recommendations are as follows: Firstly, the trade union must be consulted and involved in the decision to implement SDWTs. Members of the team must be exposed to training interventions prior to the implementation of the SDWT. Thereafter, team members must undergo advanced training in interpersonal and problemsolving skills. Salary and reward structures within the organisation must be adapted to suit a teambased environment. Finally, the success of the SDWT will depend on the support provided by management. Management needs to exhibit total commitment to the change on a continuous basis.

Problem: Nurses are potentially exposed to hazardous drugs (HDs) in their practice. HD exposure is associated with adverse outcomes (reproductive problems, learning disabilities in offspring of nurses exposed during pregnancy, and cancer occurrence). Safe handling precautions (safety equipment and personal protective equipment, [PPE]) minimize exposure to HDs and decrease the potential for adverse outcomes. Despite existing OSHA recommendations, adherence to precautions is below recommendations. The purpose of this study was to examine relationships among factors affecting nurses’ use of HD safe handling precautions, to identify factors that promote or interfere with HD precaution use, and to determine nurse managers’ perspectives on use of safe handling precautions. This study used a conceptual model which proposes that both individual and organizational factors influence precaution use. Methods: A cross-sectional, correlational design was used. Nurses (N = 165; 46% response rate) from oncology centers across the US who reported handling chemotherapy completed a mailed survey. Instruments measured HD precaution use, knowledge, self efficacy, barriers, perceived risk, conflict of interest, interpersonal influences and workplace safety climate. Hierarchical regression was used. Twenty managers of nurses handling chemotherapy were interviewed. Results: Nurses were experienced in oncology (M = 15.8 ± 7.6) yrs, well-educated (62.5% ≥BSN), certified in oncology nursing (85%), worked in outpatient settings (69%), and on average treated 6.8 ± 5.2 patients per day. Chemotherapy exposure knowledge was high (M = 10.9, ± 1, 0-12 scale); as was self efficacy for using PPE (M = 20.8 ± 3, 7-24 scale), and perceived risk (M = 3.14 ± .6, 0-4 scale). Total precaution use during HD administration and disposal was low (M = 1.9, SD = 1.1, 0= never to 5 = 100%). Nurse characteristics did not predict HD precaution use. In the final model (R2 = .29, F (2, 155) = 24.6, p < .000), fewer patients per day, fewer barriers and better workplace safety climate were independent predictors of higher precaution use. Conclusions: Results emphasize the importance of organizational influence on nurses’ HD safe handling precaution use and suggest fostering a positive workplace safety climate and reducing barriers as interventions.

Virtual teams are defined as geographically dispersed teams who work together across time and space using information and communication technologies to accomplish one or more organisational tasks (Piccoli, Powell, & Ives, 2004). As virtual team members are physically distributed, they often need to work together as teams without ever meeting each other using only technology and electronic communication to collaborate, communicate and share information. Previous studies have shown that electronic tools are ineffective and do not aid in building trust and common understanding in a virtual team environment. This study challenges these previous findings and assesses the use of unified communication as a tool for leading virtual teams. Many organisations use different tools such as e-mail, instant messaging, IM presence, conference calls, voice calls and video calls. The concept around unified communications is the integration of data, voice and video into a single tool. Is unified communication an effective tool for leading virtual teams? This research paper defined the sample population as any team member working in a virtual team anywhere in the world. Data was collected from one large multinational with offices in 112 countries as well as virtual team members around the globe. The sampling technique used was based on non-probability (subjective) sampling. The sample size of 220 individuals, representing virtual team members was originally targeted for this research. Data was collected over a three month period with two hundred and thirteen (213) responses received from thirty seven (37) countries using both qualitative and quantitative methods. The study found that effective communication is vital for the success of virtual teams. It found that even though communication tools are vital, a unified communication toolset was not necessary as only some components of a unified communication tool were used on a day to day basis. Some components in a unified tool were regarded as nice to have but not vital. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

D.Phil. / This exploratory study looks at the barriers to virtual working as experienced by members of global virtual teams in a major Information Technology company. The data were collected by means of an online survey, and were subjected to detailed analysis. The initial survey measured respondents' levels of agreement with statements in the areas of Trust, Communications, Conflict and Virtual Work Self-Efficacy, which had all been identified by earlier research and literature review. Data reduction of the responses revealed the emergence of several factors, including ones related to virtual work facility, conflict, communications and vicarious learning. The research uncovered interesting facts about the barriers that virtual workers perceive to working virtually, as well as their views on the effectiveness of virtual working and the need for physical contact with fellow workers. The study ends with interpretation of the emergent factors and their interrelationships, and with the significance of this for organisations wishing to implement virtual team working

D.Ing. / An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.

No description available.

Magister Commercii - MCom / The use of one form or another of team based work organization (TBWO) management policies and practices by firms with the aim of improving organizational performance and employee morale is well documented in popular literature. Empirical research has however found that the implementation of TBWO management policies and practices such as TB training, TB incentive schemes, participation in decision making, work teams etc. had minimal influence on the performance of firms (Locke and Schweiger, 1979). This research investigated the factors, which account for the effective implementation of TBWO management policies and practices with specific emphasis on three firms in the metal fabrications sector. The reason behind the choice of the three firms in the metal fabrication sector in the Western Cape was that these sites offered a rare opportunity to study the process of the implementation of TBWO. It was a rare opportunity because not many firms have embarked on implementing TBWO in South Africa. It was envisaged that the lessons that emerged from this study would be invaluable for firms that intended implementing workplace change. The level of analysis was the shop floor level at the firms as research has shown that this is the level that plays a critical role in the effectiveness of the TB management policies and practices implemented by the firms. / South Africa

Philosophiae Doctor - PhD / The aim of this study was to develop guidelines for an HIV/AIDS support programme for teachers. In order to achieve this goal, Intervention Research: Design and Development model by Rothman and Thomas (1994) was adopted to guide the research process. Intervention research is a form of applied qualitative research utilized by researchers to design and develop interventions to ameliorate social problems. Intervention research: design and development model has six phases and unique operational steps to follow in each phase. The researcher adopted the first three phases to facilitate the design of the guidelines to assist with development of a programme to support teachers. Problem analysis and project planning is the first phase. In this phase, the aim was to understand the experiences of HIV/AIDS among teachers and in schools. Information was gathered from HIV/AIDS coordinators, principals, teachers living with HIV. / South Africa

Magister Educationis - MEd / The literature identifies the importance of teaching for transfer as one of the most important goals in education. According to Broad and Newstrom (1992) transfer is the “effective and continuing application of the knowledge and skills gained in training. The end goal of training is not achieved unless transfer occurs” (p.15). The literature identified various factors that have an influence on the transfer of learning, but this study focused on factors in the workplace environment. The roles of principals (managers) and peers in reinforcing and supporting what practitioners have learned in the college classroom is seen as one of the main factors influencing transfer of learning (J. Kirkpatrick and W. Kirkpatrick, 2010, p.7). The study explored HRD perspectives in the literature which provided useful information on factors in the workplace environment which support the application of learning. The literature on adult learning and training in the workplace provided insights on learning as a social process – concepts such as guided participation and communities of practice linked directly to my research question on the role of principals and peers in supporting learning transfer in the ECD workplace.