The aim of this research was to examine the causes and consequences of the shortage of electrical artisans at Eskom, using the Southern Region as a case study. Eskom used to be one of the leading public enterprises in the training of artisans to fulfil its own demand as well as to meet industry demand. This research reveals that this is no longer the case. Eskom Southern Region, a sub-division of Eskom Holdings, employs about 1700 employees. More than three quarters of these employees are employed in departments that utilise mostly electrical artisans. Natural attrition and the curtailment on the number of employees indentured and trained as electrical artisans has presented the Eskom Southern Region with a skills acquisition and retention challenge. Against this background, the study sought to discover how far Eskom Southern Region implements training and development interventions and recruitment and retention strategies in response to skill shortages. The study is based on a review of literature on skill shortages, a questionnaire opinion survey on skill shortages completed by employees at Eskom Southern Region, document study, and interviews with relevant stakeholders. The empirical study confirmed the findings of the research and skills shortages were identified for particular positions employing electrical artisans. The results show worsening skill shortages and hard-to-fill vacancies. The study proposes recommendations that encompass strategic responses, workplace-based strategies, and training-based strategies to address the shortage of electrical artisans.

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ABSTRACT The manpower dispatch development in US, Japan and European country, all become mature industrial stage, in Taiwan also gradually develops under this tidal current, and gradually becomes one of frequently strategies adopt by the enterprise human resources department for human flexible scheduling. The manpower dispatch not only may provide the enterprise human resource in response to peak time or obtains the support of special specialized talented person, simultaneously can outside of administration responsibility, exempt from related cost for the employment of permanent staff, lets the enterprise have the extra mental effort to concentrates in its core specialty, therefore the enterprise get much attention and use it, further enhance its development of the enormous potential. The manpower dispatch already is one of 12 prioritizes service industries in "service industry development guiding principle and the course of action" by the Economic Construction Committee of Executive Yuan, according to the industry and commerce general survey that held by DGBAS (Directorate-General of Budget, Accounting and Statistics) in 2001, there are approximately 790 manpower supplies industry, from the experiences of US, the manpower dispatch will be very important in the future duty field. According to the estimates of Economic Construction Committee, the average labor force are 9,900 thousand people in Taiwan, the dispatch laborer population might reach 300 thousand people in the future. But recently, the type of knowledge worker change the manpower dispatch level (Yang Ch'aoan, 2004). Perhaps the dispatches worker's image impression of most people is still the image of low-end manual worker, the administration worker or the sanitation worker, but the nowadays enterprise's demand gradually transformed to technical role in specialist, high-level white-color worker as well as telecommunication ,marketing specialist. At present in practice, some company runs the dispatch of tradition low level affairs or the labor work, some runs the recommendation or dispatch of the high step personnel (commonly knows as¡Ghead hunting) ,as for the high-level manpower dispatch that different from the dispatch of traditional dispatch and head hunting, in Europe/America and Japan had the explicit law definition and business volume, but in Taiwan is whether feasible? In the limit of not having enough literature for reference, this research attempts from the demand of enterprise, the supplies of high-level manpower, the barrier in practical and the economical scale of market, to analyze its feasibility, provides some reference for the dispatch industry. This research discovered that¡G (1) the high-level manpower dispatch truly has its demand in Taiwan, and increases day by day. (2) the supplies of the high-level manpower due to lack of protection of the law, presents recruits difficult and high turnover. (3) the high-level manpower dispatches will match the expectation for both supply and demand sides (for example, the cognition of the employer, the trust, authorization and support to high-level dispatch manpower, and whether is willing to give reasonable service fee for which provides dispatch service) the challenge still many, was the key point of high-level manpower dispatch management. (4) the business volume of high-level manpower dispatch at present in Taiwan is not enough, and is insufficient to support the dispatch industry to run this service only. (5) the high-level manpower dispatch is feasible, and will be supposed to the mainstream of manpower dispatch market for the future. Keyword: the manpower dispatch, the human resources, high-level manpower, dispatch demand enterprise

published_or_final_version / Public Administration / Master / Master of Social Sciences

Thesis (doctoral)--Universität, Frankfurt. / Description based on print version record. Includes bibliographical references (p. [245]-258).

Thesis (doctoral)--Universität, Frankfurt. / Title from e-book title screen (viewed Oct. 15, 2007). Description based on print version record. Includes bibliographical references.

Thesis (doctoral) - Universität, Frankfurt. / Includes bibliographical references (p. [245]-258).

Thesis (doctoral)--Universität, Frankfurt. / Description based on print version record. Includes bibliographical references.

No description available.

No description available.