This study of an Indonesian company, Telkom Indonesia, identifies how human resource development (HRD) practitioners view or define HRD, what factors they consider critical for HRD practice, and specific issues related to training. Interviews with 20 practitioners in the company's Training Division were used as the primary vehicle for gathering information, while observations and documents supplemented the interviews. The practitioners essentially equate HRD with training and development (T&D), but the company's practice reflects the presence of considerable attention not only to training and development but also to organization development (OD) and career development (CD). The practitioners' comments about critical factors for HRD can be categorized into four broad groups: corporate, workplace, supplier, and internal; and the company's training interventions are classified into three major clusters: telecommunications technology, business management, and leadership. This study also underscores the presence of some forces that lead HRD practice to stick around the training area and some other forces that promote a movement toward a more strategic HRD orientation.

This study of an Indonesian company, Telkom Indonesia, identifies how human resource development (HRD) practitioners view or define HRD, what factors they consider critical for HRD practice, and specific issues related to training. Interviews with 20 practitioners in the company's Training Division were used as the primary vehicle for gathering information, while observations and documents supplemented the interviews. The practitioners essentially equate HRD with training and development (T&D), but the company's practice reflects the presence of considerable attention not only to training and development but also to organization development (OD) and career development (CD). The practitioners' comments about critical factors for HRD can be categorized into four broad groups: corporate, workplace, supplier, and internal; and the company's training interventions are classified into three major clusters: telecommunications technology, business management, and leadership. This study also underscores the presence of some forces that lead HRD practice to stick around the training area and some other forces that promote a movement toward a more strategic HRD orientation.

M.Tech. Business Administration. Business School. / Telkom's revenue started to decline due to the high churn rate of fixed line customers. Telkom's deployment of the fixed mobile technology was intended to be a solution to the revenue decline. The development of unique products using Fixed Mobile Convergence remains a major challenge for Telkom. The study was undertaken as a case study with the intention of determining whether Telkom had the ability to converge the fixed line and mobile technologies respectively in order to boost its revenues by gaining competitive advantage. Primary data was collected through questionnaires that were completed by ten managers employed at Telkom SA within the fixed mobile division. Secondary data was collected from sources such as relevant literature, business and academic journals, books, the media, and the internet.

Telkom was established in 1991 when the then Department of Post and Telecommunications was transformed into two companies: Telkom SA and the SA Post Office. Telkom inherited 67,667 employees. When the affirmative action policy was implemented on October 1, 1993, 46% of employees were did you mean that the 46% were white - check this again (African 30%, Coloured 13% and Indians 3%). (this gives you a total of 92% The majority of African personnel were employed in unskilled or semi-skilled work functions, with less than 0.25% of first level management positions whilst none were employed within the ranks of top management. Women comprised 19% of the total staff complement. In 1997 the Government sold 30% of Telkom's equity to Thintana, a consortium made up of SBC Communications and Telkom Malaysia. An important element of the agreement was a skills transfer and employee development programme. By this time management had realised the need for large-scale organisational changes to create a competitive, customer-focused and performance-driven employee culture. This went hand in hand with the streamlining of service benefits and conditions to achieve greater efficiency and reduce employee expenses. It has driven the people management focus over the last few years and, going forward, will continue to be a focus point. Due to ongoing organisational renewal over the past few years, voluntary early retirement packages offered to employees aged 50 years and older forced change in management structures at Telkom, the organisation's length of service profile is declining. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.

Telkom was established in 1991 when the then Department of Post and Telecommunications was transformed into two companies: Telkom SA and the SA Post Office. Telkom inherited 67,667 employees. When the affirmative action policy was implemented on October 1, 1993, 46% of employees were did you mean that the 46% were white - check this again (African 30%, Coloured 13% and Indians 3%). (this gives you a total of 92% The majority of African personnel were employed in unskilled or semi-skilled work functions, with less than 0.25% of first level management positions whilst none were employed within the ranks of top management. Women comprised 19% of the total staff complement. In 1997 the Government sold 30% of Telkom's equity to Thintana, a consortium made up of SBC Communications and Telkom Malaysia. An important element of the agreement was a skills transfer and employee development programme. By this time management had realised the need for large-scale organisational changes to create a competitive, customer-focused and performance-driven employee culture. This went hand in hand with the streamlining of service benefits and conditions to achieve greater efficiency and reduce employee expenses. It has driven the people management focus over the last few years and, going forward, will continue to be a focus point. Due to ongoing organisational renewal over the past few years, voluntary early retirement packages offered to employees aged 50 years and older forced change in management structures at Telkom, the organisation's length of service profile is declining. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2009.

M.Comm.

At some time or other all organisations must undergo transition. And given today's realities, this transition must focus on the internal and external environment. The purpose of this paper is to assess how the South African telecommunications company, Telkom, handled transformation, given that dramatic changes in African economies influence the ability of an organisation to adapt to these changes in the environment, achieve better performance and pursue aggressive competitive strategies. Thus, we want to see what change management literature says about how change is managed. We will then examine or assess Telkom as a case and draw lessons from that. The results of this study reveal certain characteristics about change in organisations and the manner in which such change is implemented. Also, the findings have implications for theoretical issues such as slow and fast change and transition, strategic choice versus strategic implementation, organisational culture, and ownership. It is further hoped that the current study would bridge a gap between the management and the economic versions of institutional theory, and thus, provide a platform for a better understanding of the intricacies of organisations experiencing drastic changes in their institutional structure. / Thesis (MBA)-University of Natal, 2003.

This dissertation explores the applicability of the Critical System Thinking (CST) methodology known as Total Systems Intervention (TSI) version one to the complex problems related to the practice of the Performance Management System at Telkom SA. As a point of departure, this research provides a historical analysis of a non-systemic management approach - Business Process Reengineering (BPR) and several uni-demensional hard and soft systems approaches and their contributions to the emergence and development of CST. It is argued that, given the messy and ill-structured problems that emerge as a result of the implementation of Performance Management Systems (PMS) at Telkom, a pluralist problem solving methodology such as TSI is the appropriate methodology applicable to the problem under concern. / Thesis (M.Com.)-University of Natal, Durban, 2000.

Thesis (M.A. (Journalism & Media Studies))--Rhodes University, 2004.

M.Comm. / Although "work" is one of the most familiar words in the vocabulary it can be used in many different ways. For the purpose of this dissertation the definition of "work" is taken from the Oxford dictionary as "action involving effort or exertion directed to a definite end; what a person does to earn a living" (Oxford, 1994: 926). Earning one's living does not necessarily mean working for money. Housewives receive no salary for the job they do. Housework does, however, fall within the definition, since it involves considerable effort directed towards family living and creating and maintaining a home. The most obvious feature of work is the vast range of activities by which people can earn their living. Equally vast are the personality and temperament differences between workers that determine their needs and expectations. This radically influences people's perceptions. To an intellectual, the task of working on a production line, the monotony, noise and other discomforts would be almost an unbearable penance. To the person doing the job it is a way of earning a living and it is acceptable as such. The person may not enjoy the task, but at least it is something that he/she knows they can do. When Adam had eaten from the forbidden tree of knowledge in the Garden of Eden, the Lord said to him: Gen. 3:17-19 "...all the days of your life; ... by the sweat of your brow you will eat bread" (Bible, 1998: 4). Work is a life sentence; it absorbs the major portion of each day; for most of one's life. 1 Workers are not alike; they are not cast from the same mould. They come in assorted shapes, sizes, colours, education and experience, attitudes and ambitions. Some work for a living; for others working is a living. Some think of work as their central purpose in life; others think of work as a way of providing the necessities and look at time away from work as the real joy of living. Thus, there are many different reasons why people work. Since the beginning of this century, employers and social scientists have started looking at the role that work fulfils in satisfying man's needs and in the utilisation and development of his abilities. Emphasis has been placed primarily on the psychological and sociological aspects of work. Management have been interested in these developments primarily for increasing productivity. From this research into man's needs, a number of theories have evolved relating to work motivation. In today's competitive world and market it is essential that a company have positively motivated employees to improve productivity and efficiency. Motivation is one of the factors that influence performance. The purpose of this study is to do a study on motivation of employees within a technical division of Telkom SA. The aim is to establish the causes for the level of motivation and to present to management a proposal on improving the level of motivation.