Thesis (M.P.A.)--University of Hong Kong, 1992. / Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 1992. / Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 1995. / Includes bibliographical references. Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaves 144-146). Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1980. / Also available in print.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1981. / Also available in print.

西周金文中稱呼為「師某」（「師某父」）的一類人，以前往往認為「師」是其官職。張亞初、劉雨的《西周金文官制考》一書將這些人與大師等放在一起，列為「師官類官」。前人在談及這一類人的時候，往往結合單篇的銘文對他們的身份進行確認，因此出現了「師」是「師氏」的簡稱或者「大師」的簡稱等看法。這些觀點由於取材範圍過窄，或者由於有結論先行的弊病，故而有失偏頗。西周金文中這些稱作「師某」的人是一類較為特殊的人群，他們的官職各不相同，許多人確實是武官，且有帶兵打仗的記錄，但也有一些人的職責與軍事無關或者不直接相關。西周時期的官制系統已較為成熟，不應出現一種官職名稱對應多種差別巨大的職責範疇的現象，因此「師某」的稱呼並非以官職冠於私名之上。職責差別之外，「師」的社會地位有高下的不同，並且上司和下屬、子輩和父輩祖輩可以同時稱為「師」，前者說明「師」不是一種尊稱，後者說明「師」不是一種世襲的爵位。在地緣方面，「師」大都集中在周人的兩個重要的活動中心----宗周和岐周。而在血緣方面，「師」表現出一定的家族性特征，在宗周和岐周也分別有一個由「師」組成的家族。「師」的家族具有著深厚的歷史傳承，是較為強大的地方勢力。總而言之，師是西周時期宗周地區對某些具有一定社會地位的有官職的貴族的稱呼，他們擁有一定的功業或者社會名望，同時也擁有強大的家族勢力。This dissertation takes issue with the interpretation that people in Western Zhou bronze inscriptions referred to by "Shi師X" (or "Shi師X fu父") had to have been officials because of these names, and argues against the view that these names were associated with or abbreviations of the offices called "Shi shi師氏" or "Da shi大師". Point in fact, people whose names were preceded by "Shi 師" had wide-ranging duties. They were military officers, secretaries, education officials, and even regents. The Western Zhou had a sophisticated official system, and it is unlikely that one position was set to administer such a multitude of tasks and duties. In addition, people of different classes and of different generations could be called "Shi 師", and a collation of all the data suggests that it was not an honorific appellation nor a hereditary title. Archaeological information from unearthed bronzes with inscriptions reveals that these people called "Shi師X" were centered mainly in Zong Zhou宗周 and Qi Zhou岐周, these two places being the political and religious centers of the Western Zhou rulers. I argue that "Shi" was a term used by nobles who possessed a certain amount of meritorious deeds or attained a certain social status.

After 1994, the democratic South Africa passed a number of legislations in order to address the imbalances of the previous apartheid regime. The new South African government had a special mandate to provide appropriate services to all the citizens of the country. In 1995 the government formulated the White Paper on the Transformation of the Public Service. The aim was to transform the South African public service, which is the indication of the importance of service delivery, as the key machinery of the government to equalize service delivery to all citizens. In 1996 the Constitution of the Republic of South Africa anchored the Bill of Rights as the cornerstone of democracy that enshrines the rights of all people and affirms the democratic values of human dignity, equality and freedom. In chapter ten of the Constitution stipulates the basic values and principles governing public administration. The White Paper on Transformation of Public Service was followed by White Paper on Transforming Service Delivery in 1997 (Batho Pele White Paper) which provided a policy framework and practical implementation strategy for the more efficient , effective and equitable provision of public service. The Batho Pele White Paper signalled the adoption of a citizen oriented approach on service delivery informed by eight principles: consultation, service standard, access, courtesy, information, openness and transparency, redress and value for money. This study focuses on the investigation on the implementation of Batho Pele Principles in the Department of Labour: Port Elizabeth. The main objectives of the study are: To provide an overview of the Batho-Pele principles in relation to service delivery. To investigate the importance of implementing the Batho-Pele principles in the department of Labour, Port Elizabeth. To identify challenges affecting the implementation of the Batho-Pele principles in the Department of Labour, Port Elizabeth. To investigate the importance of implementing the Batho Pele principles in the Department of Labour: Port Elizabeth and to identify challenges affecting the implementation. In this study a sample of three units was selected to conduct research in the Department of Labour, Port Elizabeth. The units were frontline Services, Beneficiary Services and Enforcement Inspection Services. The reason for choosing these sections is because they are directly involved in serving clients. A sample of 20 officials was drawn from these units. A quantitative method of data collection and analysis was followed. The main findings of the study were firstly, that the Department of Labour officials are aware of the Batho Pele principles. Based on the findings, they are not sure of the compliance of the policies. This means that the implementation of the Batho Pele principles has gaps that need to be addressed. Officials indicate that they need attention because they are the tools of operation. They register a low morale that needs to be addressed by the Department. The dissemination of information needs to be improved and communication with the clients of the Department should be done oin all languages so that clients can clearly understand the services offered by the Department of Labour.

Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.

The purpose of this study was to assess the role of the officials on housing service delivery in the Nelson Mandela by Municipality (NMBM). The role of the officials currently occupies the centre stage in the Public Service and they should be proud to be the servants of the people. Furthermore, they relish the challenge of providing improved services to all by applying the principles of Batho Pele. In order to meet the goals of the study, it was necessary to study the literature on the housing sector, in particular the role of Officials in the Nelson Mandela Municipality and the reasons why people marched and accused Officials of perceived Corruption in Nelson Mandela Bay Municipality. In order to address the research problem and to fulfill the research objectives, an in depth literature study was done. Empirical studies were done by means of face-to-face interviews and Questionnaires with the Sample population from the Community and the Department of Housing officials in NMBM. The findings of the study suggested that there is ineffective client interface, housing waiting lists are not properly managed, there is a lack of transparency in housing allocations, as well as favoritism by Officials, Councilors and Community leaders on the allocation of houses and there is also a problem of the illegal occupation of houses .The study further suggests that the role of Officials and Councilors needs to be improved if it is to serve as a catalyst for effective housing service delivery to the citizens of NMBM. Recommendations were put forward to assist the Nelson Mandela Bay Municipality in improving effective and efficiency Housing Service Delivery.