The Employment Equity Act, No 55 of 1998 forms part of the transformation legislation aimed at promoting equity and eliminating discriminatory and unfair treatment in the workplace. This Act was promulgated more than ten years ago, and its positive impact has to be measured in terms of its contribution to the conduciveness of the work environment. The aim of this study is to enhance measures for effective implementation of an Employment Equity Programme (EEP) in the Public Service, with specific reference to the Department of Justice and Constitutional Development. The ultimate aim is to identify Employment Equity (EE) measures that will benefit management and employees in enhancing individual performance and productivity. The study focuses on perceptions of employees on how they perceive EEP. As the study progressed it became equally important to determine the alignment and contribution of EEP on Departmental strategic objectives. The results and recommendations will be shared with the Department of Justice and Constitutional Development with a view to ensuring that its EEP is aligned to its strategic objectives, and adds value to service delivery. / Public Administration & Management / M.P.A.

South African universities have embarked upon a wide range of initiatives to foster and acclimatise to new social development needs of the society. A significant area of change involved implementation of employment equity. This study investigated the manner in which universities manage employment equity.The composition of staff in higher education institutions fails to reflect the demographic realities of South Africa.As a result, black people and women are still severely under-represented, especially in senior academic management positions. Universities are slowly, but steadily redirecting their student bodies and staff to reflect the demographics of South African society applying fragmented effort and piecemeal approach. The “as is” statistical reports obtained from the Department of Labour were used to substantiate the progress being made in the selected universities. Quantitative research methods were employed to collect data. University of Pretoria, University of Witwatersrand, and Free State University were selected as the population and the academic managers (Heads of Departments, Directors of Schools, and Deans of Faculties) as the sample of the study. The study finds that white males still dominate in the universities and white females are adequately represented, particularly in the professional and academic categories. The academic managers responded less positively on retention strategies for academic staff, especially for the designated groups and the functionality of employment equity awareness campaigns. The study also outlined the success of employment equity factors that the academic managers indicated, such as their loyalties to the institutions, prospects of career development, and collegial relations. The study recommended proficient leadership to drive the employment equity process, development of employment equity strategy with reasonable goals, diversity management, retention strategy, and vigorous employment equity awareness. / Educational Leadership and Management / D. Ed. (Education Management)

South African universities have embarked upon a wide range of initiatives to foster and acclimatise to new social development needs of the society. A significant area of change involved implementation of employment equity. This study investigated the manner in which universities manage employment equity.The composition of staff in higher education institutions fails to reflect the demographic realities of South Africa.As a result, black people and women are still severely under-represented, especially in senior academic management positions. Universities are slowly, but steadily redirecting their student bodies and staff to reflect the demographics of South African society applying fragmented effort and piecemeal approach. The “as is” statistical reports obtained from the Department of Labour were used to substantiate the progress being made in the selected universities. Quantitative research methods were employed to collect data. University of Pretoria, University of Witwatersrand, and Free State University were selected as the population and the academic managers (Heads of Departments, Directors of Schools, and Deans of Faculties) as the sample of the study. The study finds that white males still dominate in the universities and white females are adequately represented, particularly in the professional and academic categories. The academic managers responded less positively on retention strategies for academic staff, especially for the designated groups and the functionality of employment equity awareness campaigns. The study also outlined the success of employment equity factors that the academic managers indicated, such as their loyalties to the institutions, prospects of career development, and collegial relations. The study recommended proficient leadership to drive the employment equity process, development of employment equity strategy with reasonable goals, diversity management, retention strategy, and vigorous employment equity awareness. / Educational Leadership and Management / D. Ed. (Education Management)

The Employment Equity Act, No 55 of 1998 forms part of the transformation legislation aimed at promoting equity and eliminating discriminatory and unfair treatment in the workplace. This Act was promulgated more than ten years ago, and its positive impact has to be measured in terms of its contribution to the conduciveness of the work environment. The aim of this study is to enhance measures for effective implementation of an Employment Equity Programme (EEP) in the Public Service, with specific reference to the Department of Justice and Constitutional Development. The ultimate aim is to identify Employment Equity (EE) measures that will benefit management and employees in enhancing individual performance and productivity. The study focuses on perceptions of employees on how they perceive EEP. As the study progressed it became equally important to determine the alignment and contribution of EEP on Departmental strategic objectives. The results and recommendations will be shared with the Department of Justice and Constitutional Development with a view to ensuring that its EEP is aligned to its strategic objectives, and adds value to service delivery. / Public Administration and Management / M.P.A.

M. Tech. (Department of Human Resource Management, Faculty of Management Sciences), Vaal University of Technology. / This study noted the implications of the absence of a strategic framework to manage the career mobility of employees with disabilities in the Gauteng-based, state-owned enterprise (SOE). In response to the limited research on career mobility of employees with disabilities (EwDs), the study aimed to investigate EwDs understanding of the phenomenon, identify its enablers and inhibitors, as well as propose a strategic framework for managing it. The study is significant for the inclusion of EwDs and contributing to employers achieving employment equity targets, as required of them by the Employment Equity Act (55 of 1998). In order to achieve the study’s objectives, an exploratory design was employed by conducting individual interviews with five purposively selected participants on junior management levels. A semi-structured interview schedule was developed and piloted with two champions who represent the interests of EwDs in disability forums within the SOE. Given the prevailing circumstances of the COVID-19 pandemic, the researcher collected the data online via Microsoft Teams (MS Teams). The data were analysed manually for emerging themes using Braun and Clarke’s six steps of data analysis. The study found that career mobility was understood by participants to include promotion (job change), succession planning and gainful employment supported by opportunities for skills transfer and reasonable accommodation. Factors identified as enablers of career mobility are training and career development, disability awareness and sensitisation, reasonable accommodation, social networks and benchmarking. Those factors perceived as inhibiting career mobility are mind-set, inaccessible training, lack of confidence and poor succession planning. Through conversations with the participants, the researcher identified critical components for the development of a strategic framework to enhance career mobility for EwDs as organisational diagnostics (input factor), enabling policies and support systems (process factors) and inclusion and career mobility evident in employment equity targets being met (outcomes) to manage career mobility of EwDs in the workplace. The main limitations of the study are that the results cannot be generalised to other settings without validation of the proposed strategic framework due to the sample size involved. It is recommended that future studies consider sensitivity regarding the prevailing circumstances around research during periods of pandemics and the use of language in the field of disability research. It is further recommended that employers consider implementing benchmarked disability awareness and sensitisation programmes to create a conducive environment for EwDs to achieve career mobility in the workplace. Lastly, employers should develop and implement programmes that will enhance mental health and well-being of EwDs and consider the establishment of empowered disability forums.

Under common law an employer enjoyed complete freedom of choice when recruiting and selecting employees. An employer had unfettered discretion in recruiting and selecting employees. There were no legal restrictions on the prerogative of the employer to appoint employees. Developments in labour law have, however, gradually diminished the employer's freedom of choice during the recruitment and selection process. The Employment Equity Act No. 55 of 1998 and the Code of Good Practice on the Integration of Employment equity into Human Resource Policies and Practices, 2005 as· well as impending labour legislation impose limitations on the employer's freedom of choice during the recruitment and selection process. The remaining problem therefore is: What is the extent of the limitations on the employer's freedom of choice in the recruitment and selection of employees? The study will be conducted by means of a literature study of relevant books, journal articles, statutes, case law and internet sources relating to restrictions which are placed by legislation and case law on the employer's freedom to choose employees during recruitment and selection. This research therefore investigates the extent to which developments in labour law have eroded the prerogative of an employer to appoint employees. This investigation will help clarify the limits within which an employer has to exercise its choice of an employee during recruitment and selection. / LLM (Labour Law), North-West University, Potchefstroom Campus, 2014

Under common law an employer enjoyed complete freedom of choice when recruiting and selecting employees. An employer had unfettered discretion in recruiting and selecting employees. There were no legal restrictions on the prerogative of the employer to appoint employees. Developments in labour law have, however, gradually diminished the employer's freedom of choice during the recruitment and selection process. The Employment Equity Act No. 55 of 1998 and the Code of Good Practice on the Integration of Employment equity into Human Resource Policies and Practices, 2005 as· well as impending labour legislation impose limitations on the employer's freedom of choice during the recruitment and selection process. The remaining problem therefore is: What is the extent of the limitations on the employer's freedom of choice in the recruitment and selection of employees? The study will be conducted by means of a literature study of relevant books, journal articles, statutes, case law and internet sources relating to restrictions which are placed by legislation and case law on the employer's freedom to choose employees during recruitment and selection. This research therefore investigates the extent to which developments in labour law have eroded the prerogative of an employer to appoint employees. This investigation will help clarify the limits within which an employer has to exercise its choice of an employee during recruitment and selection. / LLM (Labour Law), North-West University, Potchefstroom Campus, 2014

Magister Commercii - MCom (Business and Finance) / The dawn of democracy in South Africa (SA) in 1994 i.e. post-apartheid era came with inherent societal gender deficiencies and in all Sectors of the SA economy women experienced challenges. Specifically in the Banking Sector women were under represented in leadership and executive positions. The legal framework changed to correct the inequalities of the past resulting in various charters encouraging the private and public sector to transform.

<p>The aim of this research was to examine whether a significant relationship exists between ethical decision-making had an impact on HR employees within a retail organisation. The questionnaire for the South African Board for People Practices, and the Ethical Position Questionnaire was administered to a sample of 150 employees in a large retail organisation within the Western Cape &ndash / South Africa. The researcher used a non-probability sampling technique specifically, a convenience sampling approach. The results of this study indicate that there is a statistically significant correlation between moral awareness and decision-making amongst HR employees. However with regards to gender there seems to be no statistical significant relationship amongst HR employees and ethical decision-making. Similarly results also indicated that there was no significant relationship between ethical ideology and ethical decision-making. Notwithstanding the limited generalisability of this study, implications for research and practice are suggested and recommendations are made to facilitate improved functioning.</p>

The existence of racism in Canada is well documented (Johnson and Enomoto 2007; Henry and Tator 2006; Lopes and Thomas 2006), yet little is known about the employment experiences of those marginalized by race. In a study looking at African Canadians’ experiences of racism related stress, James, Este, Bernard, Benjamin, Lloyd and Turner (2010), found that racism in the employment sector was one of the most significant areas of stress faced by the study participants. Given these findings, this qualitative study sought to further explore the everyday employment experience of adults in Nova Scotia, who are marginalized by race. In addition, it sought to foster deeper understandings of the influence of employment equity policy on organizational change.