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Perspectives on trust business alliances in the Black economic empowerment context : a Q methodological approachMoalusi, Kgope Philemon 06 1900 (has links)
This study endeavoured to uncover the trust experiences of individuals involved in business
alliances between traditional companies (TCs) and historically disadvantaged institutions
(HDIs) with a view to constructing a model that would facilitate a better understanding of
organisational trust within these institutions. The theoretical study proposed a theoretical
model of trust in the alliances between TCs and HDIs within an economic empowerment
domain. The empirical study employed Q methodology to investigate the trust experiences of
the participants. The 25 individuals who participated in the study were selected by means of
both non-probability purposive and snowball sampling The participants were presented with
the Q sample containing 50 items which they had to sort in accordance with the instruction
given. The post-Q sorting interview was conducted to give the participants a chance to
expound on their reasoning for the sorting of the Q sample.
Data were analysed using Pearson product-moment correlation and factor analysis. Six
factors revealed participants’ experiences of trust in the alliances: Factor A (Sincerity trust
alliances), Factor B (Values trust alliances), Factor C (Duped trust alliances), Factor D
(Vigilant trust alliances), Factor E (Deceitful trust alliances) and Factor F (Inclination to trust
alliances).
The trust experiences of the six groups were used to theorise about the association between
the participants’ trust experiences and their performance on the Positive and Negative Affect
Schedule (PANAS). In the main, the study found that groups that had pleasant trust
experiences with their partner organisations exhibited have high positive affect (PA) and low
negative affect (NA). Although exploratory in nature, the study contributed an empirically derived theoretical
framework of cognitive and affective trust within business alliances that may be further
investigated in future research endeavours. In this was it identified and proposed a modus
operandi for closing the trust gap. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)
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The inability to recruit and retain previously disadvantaged professionals in a South African Steel MerchantWylie, Ross James 06 1900 (has links)
The Steel Merchant offers a service of stocking and distributing steel products
and value added services throughout Africa. The company is the largest steel
merchant in Africa employing over 5500 employees.
The South African government implemented the Employment Equity Act, No 55,
(1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the
discrimination of the past and create fair opportunities for Previously
Disadvantaged Individuals (PDI) in the workplace.
The Steel Merchant's business environment is severely affected by these
legislations and is required to comply with the provisions of the Act or will receive
fines and penalties.
Since the Acts inception the merchant continues to struggle in recruiting and
retaining PDIs in professionally qualified and management positions. The
organization has experienced strategic drift by falling from a Black Economic
Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6.
The research identified various factors within the organization that are hindering
its overall ability to adapt and progress in terms of Employment Equity (EE) and
BEE. The study is focused on identifying the internal and external barriers that
prevent the effective implementation of BEE and EE strategies in order to recruit
and retain previously disadvantaged professionals at the Steel Merchant.
The Research Objectives are:
• To evaluate the effect of organizational culture and climate on the
implementation of Employment Equity, Affirmative Action (AA) and BEE
Strategies
• To analyze the importance of Human Resource Management (HRM) in
the development of recruitment and retention strategies of previously
disadvantaged professionals
• To investigate the differences in gender and race leadership qualities and
behavior
• To identify and assess the barriers in implementing employment equity
recruitment and retention strategies
• To determine how government legislation will influence the Steel
Organizations' competitiveness internationally
Internal secondary data was used to analyze the Merchant's Human Resource
Management, EE and BEE performance. External secondary data from the
South African government departments was used to analyze the legislative Acts
and how the company performs compared to the industry standards.
A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective.
The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the
information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the
behaviour of each racial and gender group contained in the sample. The data methods used were:
• Percentages
• The mean, mode and median
• Standard Deviation
The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and
reliability of the research.
The results of the study identified the following factors have contributed to the
merchant's inability to recruit and retain PDI at professionally qualified and
management levels:
• The Steel Merchant has a white male dominated organizational culture
and ineffective HRM strategies
• Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees
• Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the
company's competitiveness internationally.
The research identified various problems that hinder the implementation of EE
and BEE policy at the steel merchant which makes it difficult to recruit and retain
talented PDI. The following recommendations have been made to minimize
resistance and integrate EE and BEE policies to improve recruitment and
retention in the organization:
• Define and communicate the BEE/EE vision and strategy
• Delayer hierarchal levels
• National Culture Training
• Implement Performance Management Systems
• lncentivize Knowledge Sharing
• Re-evaluate the recruitment policies
• Train, develop and mentor PDI
• Develop career paths and succession plans
• Create a leadership development program
• Create a shared understanding of EE
• Address white fears through empowerment
• Black shareholders should be actively involved with the development of PO employees
• Harness African culture to succeed internationally.
EE and BEE is obligatory and will inevitably influence the company's
performance. The Steel Merchant has the resources and capabilities to eliminate
resistance and implement effective HRM strategies to recruit and retain talented
POl in professional and management positions. By achieving this objective, the
company's Broad Based Black Employment Equity (BBBEE) rating will advance
resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.
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Investigation of misrepresentation in tender documentsMynhardt, Armand Johann 11 1900 (has links)
Construction companies, in particular, abuse the objectives of BEE in order to secure multimillion-rand contracts. Misrepresentations, specifically to the Department of Public Works, are made in various forms and stages during the submission of tender documentation by contractors. The status of BEE company owners is abused in order to secure contracts. Apartheid in South Africa prevented black citizens from entering the corporate world and thereby attaining a quality education. The South African government has, since 1994, adopted the BEE policy in order to redress racial and economic imbalances of the past. Fronting (which is regarded as fraud) is detrimental to the objectives of BEE, which are governed by legislation. Fronting further negatively affects the transformation of the South African economy which could be globally competitive. Fraud detection and its investigation are two concepts which are closely linked to each other and are vitally important to any fraud investi-gator. / Police Practice / M. Tech. (Forensic Investigation)
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The inability to recruit and retain previously disadvantaged professionals in a South African Steel MerchantWylie, Ross James 06 1900 (has links)
The Steel Merchant offers a service of stocking and distributing steel products
and value added services throughout Africa. The company is the largest steel
merchant in Africa employing over 5500 employees.
The South African government implemented the Employment Equity Act, No 55,
(1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the
discrimination of the past and create fair opportunities for Previously
Disadvantaged Individuals (PDI) in the workplace.
The Steel Merchant's business environment is severely affected by these
legislations and is required to comply with the provisions of the Act or will receive
fines and penalties.
Since the Acts inception the merchant continues to struggle in recruiting and
retaining PDIs in professionally qualified and management positions. The
organization has experienced strategic drift by falling from a Black Economic
Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6.
The research identified various factors within the organization that are hindering
its overall ability to adapt and progress in terms of Employment Equity (EE) and
BEE. The study is focused on identifying the internal and external barriers that
prevent the effective implementation of BEE and EE strategies in order to recruit
and retain previously disadvantaged professionals at the Steel Merchant.
The Research Objectives are:
• To evaluate the effect of organizational culture and climate on the
implementation of Employment Equity, Affirmative Action (AA) and BEE
Strategies
• To analyze the importance of Human Resource Management (HRM) in
the development of recruitment and retention strategies of previously
disadvantaged professionals
• To investigate the differences in gender and race leadership qualities and
behavior
• To identify and assess the barriers in implementing employment equity
recruitment and retention strategies
• To determine how government legislation will influence the Steel
Organizations' competitiveness internationally
Internal secondary data was used to analyze the Merchant's Human Resource
Management, EE and BEE performance. External secondary data from the
South African government departments was used to analyze the legislative Acts
and how the company performs compared to the industry standards.
A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective.
The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the
information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the
behaviour of each racial and gender group contained in the sample. The data methods used were:
• Percentages
• The mean, mode and median
• Standard Deviation
The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and
reliability of the research.
The results of the study identified the following factors have contributed to the
merchant's inability to recruit and retain PDI at professionally qualified and
management levels:
• The Steel Merchant has a white male dominated organizational culture
and ineffective HRM strategies
• Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees
• Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the
company's competitiveness internationally.
The research identified various problems that hinder the implementation of EE
and BEE policy at the steel merchant which makes it difficult to recruit and retain
talented PDI. The following recommendations have been made to minimize
resistance and integrate EE and BEE policies to improve recruitment and
retention in the organization:
• Define and communicate the BEE/EE vision and strategy
• Delayer hierarchal levels
• National Culture Training
• Implement Performance Management Systems
• lncentivize Knowledge Sharing
• Re-evaluate the recruitment policies
• Train, develop and mentor PDI
• Develop career paths and succession plans
• Create a leadership development program
• Create a shared understanding of EE
• Address white fears through empowerment
• Black shareholders should be actively involved with the development of PO employees
• Harness African culture to succeed internationally.
EE and BEE is obligatory and will inevitably influence the company's
performance. The Steel Merchant has the resources and capabilities to eliminate
resistance and implement effective HRM strategies to recruit and retain talented
POl in professional and management positions. By achieving this objective, the
company's Broad Based Black Employment Equity (BBBEE) rating will advance
resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.
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Relationship between Black Economic Empowerment (BEE) scores, revenue growth and profitability in JSE-listed companiesMokgobinyane, Moshupi Vincent 07 1900 (has links)
Government introduced the Broad-based Black Economic Empowerment Act, No. 53
of 2003 and the Broad-based Black Economic Empowerment Codes of Good Practice
(‘the Codes’) in 2007 to address the economic inequalities in South Africa by
incentivising companies to include black people in economic activities. These
incentives relate to implementation of preferential procurement, which is meant to
favour companies that are BEE-compliant.
Based on the literature and government’s intention with BEE policies, an assumption
developed that companies with greater BEE compliance, which is measured through
a BEE scorecard as per the Codes, would perform better in terms of market share
through their revenue and in terms of profits. The main objective of this study was to
carry out an in-depth analysis of the relationship between BEE scores and revenue
growth and profitability of JSE-listed companies. This was done to determine whether
the efforts by government of incentivising companies to be more BEE compliant are
effective.
This study was conducted as a two-part model consisting of regression analysis and ttest
to determine whether there is a relationship between BEE scores and revenue and
profitability. The regression analysis focused on the top 100 most black-empowered
companies. The t-test was a comparison of two data sets, which consisted of companies in the top 100 most black-empowered companies and those that do no fall
among the top 100 most black-empowered companies.
The results showed that, at the time of this research, there were no significant
relationships between BEE scores and revenue and profitability. The analysis of the
research findings collectively demonstrated that for both the tests (regression and ttest),
the relationship between revenue and profitability could not be established.
Hence, the results postulate that BEE compliance does not produce the desired results
for the companies, which can be translated into better profitability and market share. / Financial Accounting / M. Phil. (Accounting Sciences)
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Investigation of misrepresentation in tender documentsMynhardt, Armand Johann 11 1900 (has links)
Construction companies, in particular, abuse the objectives of BEE in order to secure multimillion-rand contracts. Misrepresentations, specifically to the Department of Public Works, are made in various forms and stages during the submission of tender documentation by contractors. The status of BEE company owners is abused in order to secure contracts. Apartheid in South Africa prevented black citizens from entering the corporate world and thereby attaining a quality education. The South African government has, since 1994, adopted the BEE policy in order to redress racial and economic imbalances of the past. Fronting (which is regarded as fraud) is detrimental to the objectives of BEE, which are governed by legislation. Fronting further negatively affects the transformation of the South African economy which could be globally competitive. Fraud detection and its investigation are two concepts which are closely linked to each other and are vitally important to any fraud investi-gator. / Police Practice / M. Tech. (Forensic Investigation)
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