Attendance in the workplace is becoming a growing challenge for companies or organisations in general. Non-attendance has become a world-wide or international problem. According to Banks, Patel and Moola (2012) it is a common problem in all types of industries, minor or large, private or government. South African organisations are losing estimated billions of rand in cost annually due to poor attendance. These costs are having a negative effect on organisations’ revenue, effectiveness, health and safety. A satisfactory level of employee attendance at work is necessary to allow departments within organisations to achieve their objectives and targets. Research suggests many factors which influence employee attendance and these are investigated, analysed and discussed within this study. The aim of the study was to attempt to improve attendance at an automotive manufacturing company by investigating the influences of certain elements, namely motivation, leadership (supportive), job satisfaction and rewards. The literature study was done to investigate the relationship between these factors and elements and attendance. Through research the realisation of the importance of controlling absenteeism has become very imminent. The literature review has shown that these factors are related to attendance, some of them influencing the tendency to attend work positively and others having a negative influence causing employees to be absent from work. The study also investigates some of the common possible reasons and motives for non-attendance. The empirical part of the study was to determine the perception of workers with regard to attendance. A convenience sampling method was used to select the respondents and the size of the sample consisted of 198 respondents. A researched and well-designed questionnaire was used to gather the data. The information was analysed with the latest statistics software package. Independent tests and analysis of various techniques were used to determine the statistical significant differences in the relationship between attendance and the elements with regard to employee perception. These perceptions were grouped in biographical categories, namely race, age, shop, service length, marital status, gender, income and the number of days absent in the last three years. Through the study statistically no actual significant difference was found among these groups. The key findings within this study show that there are no significant relationships between the dependent variable (attendance) and the independent variables, (motivation, leadership, job satisfaction and rewards). This relation is highlighted by the statistical data which is discussed and analysed individually for this study The theoretical and practical implications of the findings are discussed and recommendations based on these findings are provided.

SPAR Eastern Cape is a special organisation. It is an extraordinary place to work and have fun at. The organisation celebrated its twentieth “birthday” in 2013. Operating in a very difficult sector, this business has done extremely well in establishing itself as one of the leading businesses in the Eastern Cape. The success of this incredible business is driven by employees from all levels. With an extreme conviction in the apothegm that “none of us is as smart as all of us”, the organisation is built around high performance teams through a unique culture called: Amafela Ndawonye (referred to as Amafela hereafter). “Amafela” has been in operation at SPAR Eastern Cape since the organisation’s inauguration in 1993. Organisational cultures are dynamic. Organisational cultures shift, incrementally and constantly, in response to external and internal changes. Trying to assess an organisational culture is therefore complicated by the reality that one is trying to hit a moving target. However, a possibility exists that culture enhancement can be managed as a continuous process rather than big shifts (often in response to a crisis). A stable destination with regards to organisational culture should never be reached. The culture of an organisation should always be learning and developing. This prompted the researcher to ask the question, as an organisation responds to internal and external changes; can it lose its relevancy in the process? The primary objective of this research is to determine whether the commitment to the culture of “Amafela” and relevancy thereof at SPAR Eastern Cape is declining. The first step in achieving this objective was an in-depth theoretical study. The second step, and in order to achieve this objective, was an empirical survey conducted to canvas the opinions of (N= 149) respondents at SPAR Eastern Cape. The main findings of this research conducted at SPAR Eastern Cape can be summarised as follows: The organisational culture was assessed according to how respondents interpret the organisation’s existing organisational culture, and thus underlining areas in need of enhancement. In general the outcome of the survey exhibited that a large number of employees at SPAR Eastern Cape denoted that the culture of “Amafela” is still strong and is still relevant in the organisation. In this research, good to excellent levels of consistency for all eleven factors of “Amafela” were achieved. The items are therefore parallel in the test. Organisational leaders will influence the function of the people within the organisation. Moreover, leadership will set the present and future course of the company. This research articulates a correlation between leadership and “Amafela” factors. The eleven dimensions of the “Amafela” factors ranked according from favourable to less favourable. Customer focus emerged as the factor which most respondents agreed and strongly agreed with. It can be concluded then, that the culture of “Amafela Ndawonye” at SPAR Eastern Cape has the full support of the employees and is still relevant in the organization.

The objective of this study was to evaluate the implementation of the new History curriculum at Grade 10 level of Further Education and Training band in the Qumbu district of the Eastern Cape Province. The focus of the study was on evaluating: (a) the extent to which the new History curriculum was implemented as intended; (b) concerns harboured by History educators in relation to the new History curriculum; and the (c) degree of support undertaken by principals in the implementation of the new History curriculum. A review of literature related to the implementation, evaluation and support in curriculum implementation was done. It was the basis for establishing a theoretical framework. The approach used in the study was the survey method. Data was gathered by means of a Stages of Concern (SoC) questionnaire and principal intervention questionnaire. The sample was made up of 15 educators from 15 high schools. The findings indicate that History educators have intense concerns about the new History curriculum. Also, the data shows that principals provide support during the implementation of the new History curriculum. However, the data indicates an occurrence of a disjuncture. It seems that there is no correlation between the intensity of educator concerns and the degree of support undertaken by the principals. It is acknowledged that due to the limitations of this study, further studies on curriculum implementation should be done. It should encapsulate the use of an interview schedule and observation method of data gathering. It is recommended that principals should be trained by the Eastern Cape Department of Education by using stages of concern as the diagnostic tool of evaluating the degree of curriculum implementation. Principals should undertake to provide relevant and effective support to educators during curriculum implementation. Support should be provided according to the findings of the study.

The general health status of pregnant women depends largely on the quality of the antenatal services available to them. The provision of good antenatal services ensures early detection and prompt management of any complication or disease that may adversely affect pregnancy outcome. In order to ensure high quality care, antenatal services need to be evaluated at regular intervals, both from provider and client perspective, to ensure their effectiveness in improving the health status of pregnant women. The midwife, as the first contact person for most pregnant women attending antenatal clinics in South Africa, has the potential to play a major role in improving the health status of these women. However, for the midwife to be effective in achieving this, antenatal services need to be effectively utilized by women. One of the factors that affect utilization of any service is client satisfaction with the service being rendered. This study, therefore, explores the perceptions that pregnant women have of the care that they receive from midwives at the selected antenatal clinics. The objectives of the study are to: {u100083} Explore and describe the perceptions and experiences of pregnant women attending antenatal clinic regarding the care they receive from midwives. {u100083} Make recommendations to assist registered midwives in optimizing the accompaniment of women during the antenatal period. A qualitative, descriptive, exploratory and contextual design was used for the study. The sample was chosen from the target population by means of purposive sampling and data was collected through unstructured interviews with the participants. Before data collection, permission was obtained from the Eastern Cape Department of Health and the Nursing Service Manager of the Gateway clinic, in the district hospital where the research was conducted. The Nursing Service Manager was acting as a Medical Superintendent at the time of the study. Written, informed consent was obtained from all participants before conducting interviews. Trustworthiness was ensured by means of Guba’s model throughout the study, and the aspects of truth value, applicability, consistency and neutrality were considered. Tesch’s eight steps of data analysis were used to analyze the data collected, and four main themes were identified namely: • Women perceive midwives as considerate and knowledgeable • Women perceive midwives as lazy and rude • Women experience mixed emotions about the care they receive from midwives • Though their experiences, women identified certain needs in the services and care they received at the clinic. Conclusions were drawn and recommendations for midwifery practice made based on the results of the study, with the aim of improving antenatal services rendered to pregnant women.

Extensive areas of the Eastern Cape Province have been invaded by Pteronia incana (Blue bush), a non-palatable patchy invader shrub that is associated with soil degradation. This study sought to establish the relationship between the invasion and a range of eco-physical and land use gradients. The impact of the invader on soil moisture flux was investigated by comparing soil moisture variations under grass, bare and P. incana invaded surfaces. Field based and laboratory spectroscopy was used to validate P. incana spectral characteristics identified from multi-temporal High Resolution Imagery (HRI). A belt transect was surveyed to gain an understanding of the occurrence of the invasion across land use, isohyetic, geologic, vegetation, pedologic and altitudinal gradients. Soil moisture sensors were calibrated and installed under the respective surfaces in order to determine soil moisture trends over a period of six months. To classify the surfaces using HRI, the pixel and sub-pixel based Perpendicular Vegetation Index (PVI) and Spectral Mixture Analysis (SMA) respectively were used. There was no clear trend established between the underlying geology and P. incana invasion. Land disturbance in general was strongly associated with the invasion, as the endemic zone for the invasion mainly comprised abandoned cultivated and overgrazed land. Isohyetic gradients emerged as the major limiting factor of the invasion; a distinct zone below 619mm of mean annual rainfall was identified as the apparent boundary for the invasion. Low organic matter content identified under invaded areas was attributed to the patchy nature of the invader, leading to loss of the top soil in the bare inter-patch areas. The area covered by grass had consistently higher moisture values than P. incana and bare surfaces. The difference in post-rainfall moisture retention between grass and P. incana surfaces was significant up to about six days, after which a near parallel trend was noticed towards the ensuing rainfall episode. Whereas a higher amount of moisture was recorded on grass, the surface experienced moisture loss faster than the invaded and bare surfaces after each rainfall episode. ii There was consistency in multi-temporal Digital Number (DN) values for the surfaces investigated. The typically low P. incana reflectance in the Near Infrared band, identified from the multi-temporal HRI was validated by field and laboratory spectroscopy. The PVI showed clear spectral separability between all the land surfaces in the respective multi-temporal HRI. The consistence of the PVI with the unmixed surface image fractions from the SMA illustrates that using HRI, the effectiveness of the PVI is not impeded by the mixed pixel problem. Results of the laboratory spectroscopy that validated HRI analyses showed that P. incana’s typically low reflectance is a function of its leaf canopy, as higher proportions of leaves gave a higher reflectance. Future research directions could focus on comparisons between P. incana and typical green vegetation internal leaf structures as potential causes of spectral differences. Collection of spectra for P incana and other invader vegetation types, some of which have similar characteristics, with a view to assembling a spectral library for delineating invaded environments using imagery, is another research direction.

In this Treatise, a study is undertaken to analyse and examine the role of school principals in the success of their schools; with specific reference to township high schools in the Port Elizabeth district (P.E. district). The study assumes that P.E. district principals, as leaders and managers should deliver essential services effectively, efficiently, and with optimal use of resources to attain maximum results in school performance. The same is expected of their counterparts in any part of the country, it is not exclusively demanded from PE district principals. In terms of the current education legislation and policy framework, the principals have to account for the performance of their schools. To this end the National Department of Education introduced legislation in 2007 to ensure that principals account to the Head of The Department of Education of the relevant province. Section 16 A of the South African Schools Act (SASA) was introduced by the Education Law Amendment Act 31/2007. The provisions of this section deal with “the functions and responsibilities of principals of public schools.” Specifically section 16A (1) (b) states that “The principal must prepare and submit to the Head of the Department an annual report in respect of: (i.) The academic performance of that school (ii.) The effective use of available resources.” Since the enactment of section 16 A as referred to above, the Provincial Departments have begun to make principals account for the success or failure of learners, for human resource development, financial management, parent involvement in school matters and the active participation of school governing bodies. What should be clear is that the above encompasses all the critical and fundamental aspects that have an impact on the progress of any educational institution. The combination of the two requirements stated above reflects the extent to which the Department of Education is committed to making certain that principals in their respective schools create an environment where learners can achieve their full potential. It is such creation of conducive environments that will enable all learners in the country to achieve equal opportunities in society irrespective of their original backgrounds. This ideal is consistent with section 9 of the Constitution, 1996 which provides for the right to equality of all people. The research, also assumes that leadership is about direction and purpose, while management lays emphasis on effectiveness and efficiency. Leadership and management are fundamental aspects of those duties and responsibilities associated with the position of a school principal. It is further postulated that, a good principal understands that circumstances determine the proportion of each of these elements that is required by any given situation i.e. whether more of leadership or bigger dose management is appropriate in dealing with a certain set of circumstances or not. The study identifies variables that make a school principal a strong leader and good manager and lists the following as the critical focus areas:  Balancing instructional and managerial leadership  Strengthening the connection between school and home  Developing effective leadership  Effective teaching practices  Staff development The study also assumes that township schools are no exception to those in different parts of the country. Despite some serious daily challenges peculiar to the township situations, these schools still have to perform satisfactorily like all other institutions of learning. The legislative and policy framework applies equally to all schools. The study argues primarily that all schools can perform well and develop the potential of their learners to the fullest. The difference lies in the leadership and management of the respective institutions by their principals. All stakeholders are presumed to posses the potential, the ability and the urge to do their utmost best to render quality services that would lead to the attainment of excellent results. It is worthwhile for the system that those who show themselves to lack these attributes should be identified, not to weed them out but to assist so that they acquire the necessary skills and expertise. After all it is by strengthening the weakest link that a chain becomes strong.

The study examines challenges that exist in local government in relation to cooperation or working together between traditional leaders and elected councillors. This challenge can be seen mainly in municipalities that include rural areas. The country constantly faces protests by people expressing dissatisfaction with service delivery. This is a cause of concern and raises several questions. Councillors and traditional leaders point fingers at each other. More often than not, councillors as elected leaders exclude traditional leaders in matters of governance. Traditional leaders on the other hand see councillors as people encroaching into their territory. South Africa is characterised by rural areas that operate under Kings and Chiefs who are natural leaders and enjoy authority over the people, their subjects. Historically, traditional leadership was exercised in rural areas. Tribal authorities used to play a role in defining the lives of the people. Their role was very clear. They presided over the majority of cases in their jurisdiction. With changing times, especially during the apartheid era, communities started to mistrust the traditional leaders. There was a stigma attached to traditional leaders; they were seen as puppets of the government. They were used to perpetuate the apartheid government laws and this created a wedge between them and the community at large. When the new dispensation was ushered in, in 1994, hatred and non-acceptance was at a high level. The election and introduction of councillors to some extent undermined the legitimacy of the rule of traditional leaders. They were not recognised, Councillors do not create space for traditional leaders; there is no consultation and therefore no cooperation between councillors and traditional leaders. Some members of traditional leadership became uncomfortable with this situation and started to forge relations with the African National Congress in exile. In 1987, they formed the Congress of Traditional Leaders (CONTRALESA).

This dissertation is an assessment of the nature and implementation of marketing strategies of selected Eastern Cape non-government organisations. Poverty alleviation and service delivery remain the major focus of the South African government, after nineteen years of democracy (post-apartheid era). One of the civil societies that is key in working with the government in alleviating poverty and looking after the interests of the poor and marginalised individuals within the society is non-government organisations (NGOs). NGOs are organisations that are voluntary, independent, not-for-profit, and not self-serving in aims and related values. In August 1995, NGOs moved very quickly to establish the South African NGO Coalition (Sangoco). This was as a result of the Non-Profit Organisations Act 1997. Government reorganised the political environment for NGOs. They were provided with access to the fourth chamber of the National Economic Labour and Development Council, - the country's premier corporatist-style consensus-building agency, - on condition that such representation occurs through a single body. Sangoco now serves as a representative umbrella body for approximately 6,000 affiliated NGOs. Sangoco's primary role is that of advancing the interests of the poor. It is also concerned with developing an enabling environment for the NGO sector and providing an arena for mutual monitoring. Even though the Non-Profit Organisations Act opened the doors for NGOs to raise funds freely and also obtain allowances from the government, the bureaucratisation and commercialisation of NGOs made it almost impossible to access these funds, hence, most NGOs today are closing down. A literature review was conducted to determine what theory reveals about strategic marketing for profit organisations. Furthermore, how the marketing principles that are used in businesses can be implemented to ensure sustainability of non-profit organisations. The empirical study was conducted through questionnaires and interviews with the management of the NGOs. In Chapter 4 of this study findings are presented and in Chapter 5 recommendations are made. Further studies can be conducted to determine some of the areas that the NGOs can improve on, in order to run an effective and efficient non-profit organization.

I have observed that in Mdantsane there is a clear gap between men and women, as people are tradition-bound, and men are often the breadwinners in their households, which leave some women sidelined and only left with household chores. Therefore this research aims to investigate these inequalities, and if microfinance can contribute positively towards the development of these women, so that they can develop and sustain their lifestyles. Chapter two of this research, containing available literature on this particular study which is sustainable livelihoods and microfinance for poor women, and covers both local as well as international studies. Here microfinance and sustainable livelihoods will be conceptualised accordingly so as to shed light on the subject. The third chapter covers the methodology used in the current study which clearly outlines the methodological framework, the research instruments, participants as well as the research design and procedure. The fourth chapter provides the findings and of the the current study, this will outline the main themes that surface and are prevalent among the participants. Chapter five will consist of the discussion of the results. Lastly chapter six will provide the conclusion as well as well as recommendations relevant to the results of this study.

This research study examined whether the physical resources in rural secondary schools are adequate and are managed properly by the school principals, for quality education to be achieved in the Eastern Cape Province. The dramatic changes in South Africa recognized that the future depends on an education system which develops the full potential of all learners. Although the Constitution of South Africa is advocating for equal education for all, there are disparities which are evident in the quality of the infrastructure, especially in remote rural areas where the fundamental requirements for effective education are lacking such as, water, electricity, sanitation and basic educational equipment. This shows that, although policy and legislative frameworks for transforming the education system have been put in place, managing the change is still a key challenge especially that of physical resources. Management of physical resources illustrates the problems facing principals by pointing to the lack of basic facilities in many rural secondary schools. In terms of the provision and management, many challenges remain, like most schools do not have adequate physical facilities. School buildings such as classrooms are inadequate or unsafe with no toilets, libraries, laboratories and many learners and teachers do not have learner teaching support materials (LTSMs). On the other hand, in terms of the Constitution, the Department of Education is responsible for bringing redress, equality and to upholding the Constitutional values such as shared decision-making, transparency, shared accountability and empowerment for equal partnership with other stakeholders. The physical resource management is one of the major responsibilities of principals. Their leadership is largely about ensuring that a clear and shared sense of direction is developed for both leadership and management. The school viii system meant that schools have moved nearer to the communities they serve and this has led to schools being more accountable to their communities. This study further investigated whether there is a significant correlation between the management of physical resources and quality education as well as the eradication of poverty in the rural secondary schools of the ECP. The proper execution of the management tasks of planning, organizing, leading, and controlling (POLC) by the principals have contributed extensively to the success of the schools. Therefore, this will mean that the act of managing physical resources through POLC and the process of working with or through SGBs, teachers, parents, learners, EDOs and the community at large to achieve set goals of education of relevance, excellence and quality education by effectively and efficiently using the physical resources in a school climate and environment that is collegial. The study showed that there is a link between management tasks (POLC) and collegial style of leadership in the school. The literature reviewed supported the view that the invitational style of leadership and collegiality increase the potential of a school to manage its physical resources economically, efficiently and effectively, particularly in a climate where the resource handlers take ownership of the school especially in remote rural settings. The 255 out of 300 subjects (85%) chosen to participate in this study were selected on the basis of their accessibility. Convenience sampling was used to conduct the study as this ensured that the population represented stakeholders that manage physical resources at schools, such as deputy principals, head of departments and teachers. Questionnaires were distributed, completed and collected personally. The questionnaires were analyzed and gaps such as the effects of lack of physical resources and how the learners’ profile were affected were reinforced by individual and group interviews that were semi-structured as ix well as participant observations from principals at O.R Tambo, Chris Hani and Amathole District Municipalities were conducted. It was deduced from the statistical data presented that there is a significant correlation between the principals’ management tasks and the quality of education. This shows that the more the principals blend properly planning, organizing, leading and control management tasks the more the physical resources will be managed better, that is, effectively, efficiently, economically and transparently and the less the bringing together of management tasks the less the meaningful management of physical resources will be. The study supported the hypothesis that a combination of management tasks performed by the principals positively influences the proper management of physical resources in rural secondary schools of ECP. The study rejects both null hypotheses that there is no significant correlation between planning, organising, leading and controlling as leadership functions of PRs and the quality of education in rural secondary schools of ECP as well as, that principals of rural secondary schools are not expected to possess adequate leadership knowledge and skills to effectively manage available PRs in their rural secondary schools. This study affirms the view that adequate physical resources are crucial as well as the appropriate management skills of principals for high quality education to be achieved in rural secondary schools. Without adequate physical resources, proper handling of the limited physical resources and the possession of management skills by principals, rural schools are less likely to succeed in their efforts to improve education.