Thesis (M.S.)--Ball State University, 2009. / Title from PDF t.p. (viewed on July 12, 2010). Research paper (M.S.), 3 hrs. Includes bibliographical references (p. 36-41).

Thesis (Ph.D.)--Drexel University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 86-111).

This study investigates how white and foreign-owned mining companies have complied with the Mining and Petroleum Resources Development Act (MPRDA) and Mining Charter, the core of the Broad- Based Black Economic Empowerment (B-BBEE) policy in South Africa‟s mining industry. The Mining Charter demands that white and foreign-owned companies transfer 15 per cent equity to blacks by 2009, increasing to 26 per cent by 2014. It also demands 40 per cent black control and management of mining companies regardless of the shareholding that blacks own. The study used a sample of 72 mining companies to explore broad aspects; these include changes in equity ownership (company shareholding and mining assets) and in particular mining deals concluded by white and foreign-owned companies with blacks between 1990 and 2012. It also explored black representation on the board and management of mining companies and conducted interviews with 35 executives from 27 mining companies. The study findings are that equity targets are low and reached only 7.4 per cent (R1.8trillion- £163billion) of the total market capitalisation of the Johannesburg Stock Exchange (JSE) as per 12 July 2011. However there is an emergence of large black owned-owned companies (those with 50 + 1 share) such as African Rainbow Nation, Exxaro, Shanduka Resources and Royal Bafokeng, empowered enterprises (25 +1 share) and a broad category of beneficiaries including consortiums, community shareholders and Employee Share Ownership groups which some hold small amount of shares (between 1-5 per cent). Most deals however were concluded by the Anglo American and BHP Billiton. Out of the 468 board members and 226 managers identified, black representation on the board and top management of white and foreign-owned companies was 25.9 and 18.5 respectively. In companies where blacks have majority shareholding board membership was 53.7 per cent and top management at 35.7per cent. The study has highlighted impediments faced by blacks in the mining industry. They lack capital, some are in debts and others liquidated, use poor technology and face difficulties in accessing land and export markets. The first main argument of the study is that the impediments and lack of government support limits their success and survival in the industry. The second is that ownership structure determines control in the mining industry. The reasons are historical, as the industry‟s corporate structure was and is still concentrated, has cross shareholding, significant control of assets by financial institutions and families and low voting shares are conditions are used in empowerment mining deals. This is challenging to the attainment of the 40 per cent target of control and management demanded by the Charter. The conclusion from this study is that the entire B-BBEE implementation process in the mining industry is controlled by the white and foreign-owned companies. They have a free hand in the choice of black-owned companies; which assets to have full ownership and which to offer shares or sell to blacks; the type of shares they offer; the conditions to attach to the transactions; and the manner that they deal with their community partners. This situation arose mainly because blacks lack their own funds and face a host of impediments. Unless the government establishes institutions to guide and monitor implementation of its B-BBEE policy and puts in place support mechanisms for black entrepreneurs, black equity ownership and attainment of management and control of mining assets will remain limited.

M.Comm. / Empowerment is one of the most discussed topics relating management style, culture, structural change and employee satisfaction. Once a company has introduced an employee empowerment strategy, there is very little guidance on how to determine if the strategy is effective and successful. Management is defined as getting things done through other people. What is to be done is not exactly described or- prescribed. No tasks are defined, the definition is generic and should fit all organisations, structures and people (Pretorius, 1997:1). However, over time a lot of management theories have evolved in describing the "how" of management. Together with these approaches, structures, cultures and management styles have formed that were and are still in use by companies today. The world has evolved from an Industrial Age to an Information Age where information is freely available. In an ever-increasing pace of change, most companies are changing the structure, culture and management styles in which they operate to keep up to improve market share, communications and productivity. Most bigger and older companies grew up in the era of structured power. This hierarchical structure of power has its origin in the Industrial Age. The emphasis was on mass production, standardisation, specialisation, stability and security. But even that has changed as "change" become the buzzword for survival. There has been a move in the late eighties and nineties, where change is the only constant. It is influenced by a total new set of needs, and left with the need for different attitudes, behaviour, management style and modus operandi. Responsible empowerment is seen by some as an essential part change management, because it can lead to both increased productivity, quality and employee satisfaction. Since there may be as many negatives talked about employee empowerment as there are positives, it is clear that empowerment does not work for all organisations. It is one of the most difficult aspects of continual improvement to implement (Stebbins, 1998). Involving people in the decisions they make, to make them feel responsible and accountable for their work is something that takes time, patience and perseverance. The idea of employee empowerment has considerable appeal to the participating business leaders and many are convinced that empowerment offers substantial potential benefits to companies,

La presente investigación pretende determinar la relación entre el empowerment organizacional y la satisfacción laboral de los empleados de la empresa Inversiones Portaimport S. A. C., en la ciudad de Huancayo, 2015. Como objetivos específicos busca identificar los niveles de empowerment organizacional y satisfacción laboral, las relaciones entre las dimensiones del empowerment organizacional y la satisfacción laboral. La muestra de estudio estuvo formada por 22 personas, el total de empleados. Por ello, se hizo un censo. El diseño de la investigación fue descriptivo-correlacional, muy idoneo para los temas abordados en la investigación, por ser la administración una ciencia social. / Tesis

M.Comm. / The concept of employee empowerment has been associated with the participation of employees in the decision-making process in organisations. A number of approaches and articles have recently been written to expand and better the concept. Employee empowerment is a strategy that gives an ordinary employee an opportunity to have say in, and contribute to both the internal and external affairs of the organisation. In order for the strategy to be successful, the company executive should also take on the responsibility of ensuring that employees and other stakeholders are committed to the process of empowerment. This report investigates the manner in which employee empowerment could be used as a tool or aid to assist organisations in making better use of employees' thinking skills. The investigation looks into the process that should be followed in the implementation of an employee empowerment strategy. Furthermore, the model investigates affirmative action as a tool that could assist managers and organisations to better understand the concept. The report will also highlight the critical success factors that are important in striving to employee empowerment in an organisation. It will also investigate other available tools that can be used in a successful strategy. The issue of black economic empowerment also pops up as a tool that could empower employees in the process. Lastly, the report recommends guidelines that organisations could follow to succeed. The findings of the study have concluded that employee empowerment could be a powerful tool and is essential for employee development. This model tries to integrate the situational leadership model of Ken Blanchard, Carlos and Randolph with Yen-Yun Lin's conceptual model. The model of Blanchard, Carlos & Randolph looks at the stages that management or organisations should go through before and when engaging in an empowerment strategy. The model follows the situational leadership concept or approach. On the other hand the Yen-Yun Lin model looks into the four key dimensions that are critical in an empowerment strategy, namely empowering leadership, empowering culture, empowering management practices and empowering teams. The model tries to integrate the four dimensions and show the role that they play in the employee empowerment model. The tools developed in this model are a combination of a number of possible tools that could be used in the empowerment process, which I developed. The last part of the model attempts to indicate the beneficiaries of the process and the benefits that could be derived from empowerment. It further looks into how these benefits could impact on the organisation as a whole and their relationship to the process and the key dimensions.

Magister Philosophiae (Land and Agrarian Studies) - MPhil(LAS) / This thesis explores the link between Fairtrade labelling and worker empowerment in the cases of LFFT and Stellar Organics in terms of: the reasons for becoming certified and commercial benefits expected from the Fairtrade labelling; the intergration of the Faitrade requirements into the structures and management of employee equity share shemes; the enabling or disabling factors for Fairtrade certification to contribute to the socio-economic development and empowerment of the workers. This thesis describes the two cases in detail according to these links and concludes that Fairtrade labelling has not significantly changed the trade relationships with large retailers for these two Fairtrade producers even though it has provided additional market access. The link between the Fairtrade requirements and the legal and administrativestructures of employee equity share schemes is complex and open to interpretation. Finally, the possibility for Fairtrade certification to contribute to the socio-economic development and empowerment of workers is dependent on changes in management and communicationbetween white farm owners and bleck workers which confronts deeply held paternalist beliefs. / South Africa

Magister Commercii - MCom / Proponents of lean production (LP) argue that successful implementation is dependent on creating an organisational climate that complements the adoption and implementation of innovation. Transformation of the organisational climate, from a culture of adversarialism (management versus workers) and worker exclusion (in terms of decision making) toward a culture of co-operation and worker participation, is thus a necessary complement to LP. Successful implementation of LP, and associated practices, thus requires the commitment of all stakeholders. This study explores worker attitudes towards transition to LP within a chosen company in the South African auto components sector. The study focuses on understanding worker perceptions of shifts in Human Resource and Industrial Relations practices which are associated with the transition to LP. The research reports on two surveys of workers to better understand their perceptions of the changes to the relationships among workers, and between workers and management. / South Africa

>Magister Scientiae - MSc / The historical patterns of access to water and other areas of public service delivery in South Africa predominantly favoured the white minority. There was inadequate distribution of water where townships and rural areas bore the brunt of the apartheid administration. Women are disadvantaged within the household and carry the burden of providing water for their families. This is particularly true in a water stressed environment, such as the Ehlanzeni District Municipality in Mpumalanga. This study considered the practical application of the Capability Approach and its key idea of human well-being. In particular, the idea of the Capability Approach that social arrangements should aim to expand people‟s capabilities and their freedom to promote or achieve what they value doing or being was considered. Sen‟s ideas were assessed and the study considered how these ideas help understand collective action and strategies adopted by women to cope in the face of water stress and poverty. The thesis examined how community involvement, in particular women‟s involvement in a group called Vukani, impacts on water related issues and helps them to cope with external stressors. The study also considered the links between group belonging and capabilities. The findings suggest that group belonging cultivates a unique set of capabilities such as hope and empowerment. Due to group belonging and the capabilities attained through collective action, Vukani was able to develop adaptive strategies through innovation, partnerships and knowledge sharing.

Masters in Public Administration - MPA / In this mini-thesis I explore the connection between women in the community and women leaders specifically in the Site B Section of Khayelitsha. I investigate amongst other, the social, environmental and economic challenges that women face. I explore feminism and patriarchy in order to better understand the women of Khayelitsha. In order to explore the study appropriately it was important to group the women separately in the qualitative interviews. There were two groups; the first group was women from the community where we discussed their experiences in their community. The second group comprised of women leaders (in local structures such as street committees, the Khayelitsha Development Forum, and political party counsellors) in the area. These women have rather unique experiences and that is an aspect that was critically explored. I then argued how safety and security affects women and their quality of life. The results from the in-depth interviews showed in many instances a close correlation with the literature on the topic. At the same time, the analysis of the interviews and responses to the questions also indicate additional dimensions of experiential meaning that can be ascribed to the in-depth exploration of the existential situation of women in South African society and the various challenges they experience. This was especially true of the B Section area in Khayelitsha, which was selected for investigation and from which the interviewees were drawn.