Organisational change, particularly turnaround strategies have always been perceived differently,
and received with mixed feelings by employees. The primary aim of this research was to explore
the perceptions of SABC employees about the organisation’s turnaround strategy.
The study employed a qualitative research design and conducted semi-structured interviews with
ten employees and four key informants from the SABC’s radio-park in Auckland Park. A thematic
content analysis was used to analyse the data that was received from the participants. Employees’
perceptions that emerged from a thematic content analysis of the study were, a need to balance
organisation’s needs with the needs of all employees, employees’ concerns about their job security,
relationships and communication gaps between management and general employees and
employees’ different and vague understanding of the turnaround strategy.
The main findings of this study were, SABC employees understood and perceived the turnaround
strategy to be a cost cutting mechanism by the organisation to reduce its operational costs, the
participants also indicated that they did not participate in any decision making regarding the
turnaround strategy. The main conclusion drawn from the study is that the SABC should have
allowed its employees to fully participate in the entire process of the turnaround strategy and use
the strategy as a learning opportunity for its employees.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:wits/oai:wiredspace.wits.ac.za:10539/11897 |
| Date | 06 September 2012 |
| Creators | Matlala, Clement |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | application/pdf, application/pdf |
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