The South African Government in 2002 accepted the Public Service Anti-Corruption Strategy (PSACS) with the objective to reduce the manifestation of malfeasance in the public service. The PSACS identified various goals and objectives to be achieved at both the systemic and departmental levels. At the departmental level, the PSACS set out to increase the institutional capacity of departmental institutions, and encourage the management of risk and of discipline in the public service. Departments are required to establish the necessary capacity to formulate fraud prevention and anti-corruption policies, receive and manage allegations of corruption, and investigate allegations of corruption and detected risks at a preliminary level. To manage ethics departments should inter alia identify early signs of a lack of discipline, improve the accountability and capacity of managers to manage discipline, and encourage managers to act against transgressions. However, various authors have been critical of the formulation of policies and the establishment of structures as a policy response to public service corruption. In their view, such an approach often leads to a reduction in the efficiency and effectiveness of public programmes, and even creates opportunities for corruption. In response to such deficiencies, some argue that a compliance-based approach to public service malfeasance should be supplemented by a value-based approach with an emphasis on the development of internal selfcontrol of individuals, the promotion of trust among employees, and the promotion of a culture of responsibility. In this context, this researcher proposes that the promotion of an ethical culture could enhance the implementation of the PSACS. In this dissertation, this researcher set out to evaluate, among others, the ethical culture of the Department of Correctional Services (DCS). It was decided that a survey would be the most appropriate data collection method. A questionnaire was administered and the data was captured, analysed and interpreted. Various statistical tests were performed and the findings suggest inter alia that the promotion of an ethical culture coincides with lower levels of observed malfeasance. Consequently, when greater clarity of operational and ethics policies is obtained, an increase occurs in both the severity and frequency of penalties for malfeasance, and officials gain greater access to resources and time to execute their responsibilities, the level of observed malfeasance is likely to be reduced. The promotion of an ethical culture could significantly enhance the implementation of the PSACS. / Public Administration and Management / D. Litt. et Phil. (Public Administration)

The aim of the dissertation is to compare the psychosocial climate of the classes between the 5th and 6th grades of Czech elementary school. In the train of pupils' leaving into the high- tracked schools there are significant organizational changes in the classes of the 6th grade. This theme includes the phenomenon of the early tracking, when some pupils can leave the mainstream of education (elementary school) and start attending the high-tracked schools (multi-year gymnasium). The aim of our study is to contribute to the research, that with the departure of students into high-tracked schools the psychosocial climate in the classes of the 6th grade unequivocally exacerbates. We are also interested in which specific students are accepted into high-tracked schools, and whether they are effective classroom leaders and socio- metric stars. In our study, we also find out the classroom positions of students who are continuously educated in the 5th and 6th grades of the elementary schools and their classmates, who have come as new students into the classes of the 6th grade. In the theoretical section we introduce the foreign and domestic researches which were conducted on the association between tracking and classroom climate. The empirical part inquiries into a detailed analysis of quantitative research...