This exploration investigates lecturers’ experiences of the role of professional development on TVET lecturers. Lecturers’ professional development is often viewed as the source to effective learning developments. Lecturer effectiveness at TVET Colleges depends on the constant professional development to avoid encounters that they face due to endless differences taking place in technology and national curriculum. The result of proper professional development of lecturers is that both students and the organisation benefit from it. Hence, lecturers are likely to be subjected to continuous professional development to be well informed with the constant adjustments taking place in the education system. This occurs as the lecturers are pressurised to participate in a variety of regular professional development programmes that are not designed to suit their specific requirements. This leads to, professional development becoming ineffective in assisting the lecturer developing their training in their specific areas of knowledge. A literature review was used to determine what other writers say about the concept of professional development. A qualitative study was employed and two research instruments were used: semi-structured interview sessions and document analysis.Information was collected through the interviews, centred on pre-planned interview questions. Purposive sampling was used and nine experienced participants were selected for this study. Lecturers’ were questioned about their experiences of professional development at a TVET College in the Kwazulu Natal district. The conversations were recorded, translated and scrutinised to discover lecturers’ opinions about professional development in their college. This investigation was guided by three important questions: How effective are staff development programmes managed for lecturers in their areas of specialisation? Secondly, How effective are the policies regarding staff development in TVET Colleges? Finally, what role does senior management play in CPD in Majuba TVET College? Findings indicate that the principals of the colleges are not managing the continuous professional development of lectures. It is left upon the lecturers themselves to manage their professional development. It is expected that this investigation and the literature review will influence the management of professional development for the advantage of lecturers and the college. / Educational Leadership and Management / M. Ed. (Education Management)

The purpose of this study was to explore how the middle manager implements strategy at a South African government department. This study was conducted in response to the call for more research to be done using the strategy-as-practice perspective to explore the involvement of middle managers in a South African government context with regard to strategy. The current study sought to identify the roles that the middle manager undertakes with regard to strategy implementation, inclusive of the barriers that they face on a daily basis. The study aimed at providing feedback on how the middle managers implement strategy, overcome the barriers they face and some changes that participating middle managers proposed to the current practices in strategy implementation in a government context. A single case study, utilising an exploratory qualitative research design, was undertaken at a government department in South Africa. The data was gathered using semi-structured interviews. The researcher used the interviews to provide rich, detailed descriptions of how strategy is implemented by middle managers. The study portrayed the participating middle managers as playing an integral role as interpreters, communicators and implementers of the strategy within the government context. Findings confirmed that most of the middle managers were not involved in the crafting of the high level strategy of the government department. The participating middle manager fulfilled eight key roles in the implementation of the strategy: leadership role, management role, implementation role, monitoring role, reporting role, supporting role, communication role and information-sharing role. The participating middle managers dealt with many barriers with regard to strategy implementation on a daily basis, such as lack of understanding of government work, monitoring, support, skilled personnel, skill development, funding and information. The participating middle managers were found to be innovative and creative in utilising strategy tools to overcome the barriers they faced. Although these results cannot be generalised but may be transferrable to similar contexts. / Business Management / M. Com (Business Management)

This study sought to establish the business strategies employed by Mobile Company X Zimbabwe (MCXZ) for it to survive the challenging economy. A qualitative research and a case-based approach involving MCXZ were used. Semi-structured interviews and secondary data were used to produce qualitative data and for triangulation of findings. Data was analysed and managed through qualitative coding and Atlas.ti program. The findings of the study showed that MCXZ employed growth business strategies through market penetration, product development, market development and strategic alliances. In addition, the study found that banking crisis, high competition, rapid technological changes, consumer preferences, shrinking markets and unfavourable government policies are the main threats in the challenging economy. However, MCXZ managed to survive and grow due to the integration of business strategies and the key success factors (KSF) in the industry. The KSF are organisational agility, research and development, quality and affordable mobile phones and effective after sales service and accessories. / Business Management / M. Com. (Business Management)

Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. / Business Management / M. Com. (Business Management)

Kenya Methodist University (KeMU) is facing challenges like duplication of work due to lack of a central repository for knowledge retention, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject matter experts as others have not been identified. Utilising the Knowledge Retention Strategy framework, this study sought to assess knowledge retention practices at KeMU, with a view to entrench the culture of sharing knowledge. The ultimate aim of this study was to develop a model for knowledge retention at institutions of higher learning which KeMU could adopt. The study relied on mixed method research (MMR) with qualitative and quantitative data mixed at collection, analysis, discussion and reporting levels. The study triangulated data collection tools which encompassed a questionnaire, interview, observation and review of documents to collect data from 106 respondents and 11 heads of departments respectively. These two groups were purposively selected as they play a key role in knowledge retention at KeMU. The study disclosed a variety of informal knowledge retention practices but formal practices like: documented work processes; training and development for specific job tasks; orientation for general and job specific; knowledge repositories; communities of practice; knowledge retention policies; knowledge recovery initiatives; and human resources processes and practices for knowledge retention were lacking. Considering the value placed on the above list of lacking essential practices for knowledge retention, KeMU is indeed in dire need for a solution to help retain operational relevant knowledge. The study formulated a KR model for institutions of higher learning that would help KeMU leverage its knowledge assets. The study recommends that KeMU should work out a knowledge retention policy on how to implement the best knowledge retention practices. A further study on measuring KM in an academic institution is recommended. / Information Science / M. Inf.

The purpose of this study was to explore employee perceptions of performance appraisal in two public Technical Education Vocational Entrepreneurship and Training (TEVET) institutions located in the Southern Province of Zambia. This study followed a quantitative research approach using the census method to obtain data. Seventy-three (73) participants out of a total population of 129 at varying employment levels consented and participated in the study. A 59 item self-administered questionnaire was administered to obtain responses. The main conclusion from this study was that employees held positive attitudes about performance appraisal. The study found that the performance appraisal system was integrated into institutions’ culture and that the respondents were satisfied with the performance appraisal process and that 68% of the respondents agreed that the performance system in their institution was fair. However, concerns about the low frequency of appraisal meetings were noted. The frequency of performance evaluation on how well the employees were meeting their targets was mostly once in a year. This called for urgent attention by the management of the institutions to ensure that at least two appraisals were conducted in a year. The study also found evidence of rating standards varying from supervisor to supervisor. The study recommended that supervisor training in rating formed part a continuous process. These findings and the recommendations in this study are expected to be of benefit to the principals and supervisors in the institutions. The findings of the study contributed to the knowledge in the field of education management and leadership by providing empirical evidence about employee’s perceptions about performance appraisal in the two public TEVET institutions in Zambia. / Educational Leadership and Management / M. Ed. (Educational Management)

Many Information and Communication Technologies for Development (ICTD) projects are established with the overall aim of positively developing the communities they are implemented in. However, the solutions that are provided are often commonly developed without the needs of these communities being sufficiently investigated beforehand. As a result the ICTD strategy of the project ends up not well aligned with the aims and targets of the needs of the community. As a result of this, an appropriate programme theory for the project and relevant impact indicators fail to be adequately developed. Consequently, when an impact assessment is conducted it is often found that the intended effects are not directly linked to the needs of the community or what the community had hoped to gain from the ICTD initiative. The purpose of this research serves to develop a needs-ICTD strategy alignment foundation that supports the identification and formulation of impact assessment indicators. Through this research, a framework is developed to support the alignment of ICTD strategy, the development and the promotion of contextual needs of rural communities and other frequently marginalized areas. The Needs-ICTD strategy alignment framework is composed of eight main components that describe the process that can be used to align ICTD strategy with community needs. These components include: collaboration between the internal and external stakeholders, the development of the community, conducting baseline studies, the needs assessment, the ICTD strategy, linking of the needs-ICTD strategy, and lastly the identification of impact indicators. An interpretive research approach is used to explore and inform the framework through a multi-case study investigation of the Siyakhula Living Lab and two projects in the Systems Application Products (SAP) Living Lab. Two main case study questions drive the exploration of the framework, that being: 1) How are the needs of the community elicited and how is the ICTD strategy aligned to the needs of the community? 2) And, why were the selected approaches chosen for aligning the needs of the community and ICTD strategy? Data for this research was collected qualitatively through interviews, document analysis and participant observation. Key findings indicate that the involvement of internal (local) stakeholders in the development and alignment of ICTD strategy to the needs of the community is still lacking. As a consequence, many community members end up not fully understanding the project objectives and how these objectives aims are to be achieved. The research also finds that ‘solution specific’ projects also fail communities as they focus specifically on one target group and repeatedly fail to assist the community holistically in supporting their information and their community development needs.

The purpose of this project is to determine National Insurance Company Limited (NAT) customer preferences for using claims systems via the Internet.

This study investigated the causes of employee dissatisfaction by means of a case study of the Business Application Solution Centre (BASC) at the Eskom Academy of Learning (EAL). The rationale for the study was to contribute further to a general understanding of employee dissatisfaction. This study highlighted the issue of the under-representation of blacks and females (of all races) in senior positions, and further emphasised appointment and recruitment issues that promote unfair labour practices, organisational culture and structure issues that undermine workplace relations, and the extent to which management responds to the abovementioned issues. A mixed method approach was employed to gather data from BASC employees. Qualitative data was collected by means of one focus group discussion and nine in-depth, face-to-face interviews. For the focus group and face-to-face interviews, purposive sampling was used for the selection of respondents, in order to ensure representation on all race, gender and occupational strata. A semi-structured questionnaire was used for both the focus group and face-to-face interviews. The questioning route was guided by the themes of gender, appointment and recruitment issues, culture and structure issues, and management response and practice. Quantitative data was collected by means of an online survey. Even though the online survey link was sent to employees on all strata, top managers did not participate. The use of a web-based online survey had an element of immediacy and also ensured maximum confidentiality, as responses were transferred to a development server with no link or trace to the respondents. The study revealed many underlying causes of employee dissatisfaction, such as the following: (1) the main drivers of black and female under-representation in top positions were lack of skills development, mentoring and career-pathing; (2) among the recruitment and appointment practices leading to employee dissatisfaction was the appointment of employees to ‘acting’ rather than permanent management positions; (3) there was a perception that managers abused their authority by promoting their favourites and overlooking those who they did not like; (4) although an affirmative action (AA) policy had been implemented at BASC, it was felt that employees should be appointed and promoted on merit, and that this should be accompanied by mentoring; (5) in some instances, the hiring of consultants deprived employees of opportunities to perform critical tasks. The fact that consultants were paid more than employees was also a source of discontent; (6) appointment criteria were non-transparent, and respondents revealed that they knew who was going to be appointed even before the recruitment process had been completed; (7) a bureaucratic culture was found to be the main organisational culture issue undermining workplace relations. On the other hand, a culture of teamwork appeared to reduce dissatisfaction and enhance unity; (8) the major organisational structure issues undermining workplace relations were managers who lacked managerial competencies and unequal payment on the same grade; (9) employees who stood their ground were given a low rating during performance appraisals. Others were bullied by senior managers and colleagues, who were rude towards them; (10) a hostile working relationship between managers and employees was caused by managers who lacked human resource skills; and (11) junior managers were undermined by employees who bypassed them and went straight to senior managers to discuss workplace issues. This study addresses both the general lack of information regarding the causes of employee dissatisfaction in South Africa, and of employee dissatisfaction in the information and communication technology (ICT) workplace environment. The findings of the study will also contribute towards a better understanding of the general causes of employee dissatisfaction. The results of this study suggest that more in-depth investigations of the causes of employee dissatisfaction are necessary to fully address this issue, and in order to ultimately prevent a further increase in the rate of employee turnover. Some implications for further research became apparent during the course of this study: similar studies on employee dissatisfaction should be conducted with top managers; studies on the experience of managers appointed to acting positions should be undertaken; and follow-up studies on employee dissatisfaction should be conducted as causes are addressed and relevant interventions are implemented. / Business management / D.Litt. et Phil. (Sociology)

The advent of democracy in the Republic of South Africa has brought about fundamental changes in the spheres of governance. One of these changes is the implementation of the employee performance management and development system in the public service. One of the Constitutional imperatives of the country requires all government institutions to cultivate good human resource management and career development practices to maximise human potential. The Gauteng Department of Social Development and in particular, Father Smangaliso Mkhatswa Centre, is also expected to implement the employee performance management and development system. The study seeks to examine to what extent performance management can enhance employee‟s performance. To achieve this, a semi-structured interview was conducted with employees of Father Smangaliso Mkhatswa Centre. The findings indicate that managers use performance management as a tool to control and discipline subordinates, whilst subordinates use performance management as a means of getting extra money through performance bonuses. This could be the reason that performance assessment period is viewed as a period of high tension between supervisors and subordinates. / Public Administration and Management / M.P.A.