Faculty of Commerce, Law and Management

Permanent URI for this communityhttps://wiredspace.wits.ac.za/handle/10539/3922

For queries relating to content and technical issues, please contact IR specialists via this email address : openscholarship.library@wits.ac.za, Tel: 011 717 4652 or 011 717 1954

Browse

Filters

20112

Settings

Subject: search.filters.subject.Gauteng Provincial Legislature

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    THE IMPACT OF MANAGEMENT
    (2011-06-24) VAAS, Monica
    Keeping employee turnover below target remains one of the most challenging issues facing modern day organisations. Whilst organisations look at various strategies to address the turnover challenge, the role of the manager/supervisor on employee turnover and retention remains one of the most underestimated and under-valued factors considered in attempts to address the challenge. It is often in the operating departments that problems that results in turnover first emerged, therefore manager/supervisors are best positioned for early detection and to proactively address these problems. The researcher is further of the opinion that management practices contributes greatly to people’s decisions to stay with or resign from the institution and that if these practices can be addressed greater retention will result. Therefore, even though there is no guaranteed way of making everyone happy, numerous studies proved that in general, there are certain factors that contribute to successful recruitment and retention of employees. These include pay, benefits communication, trust and ethics, support, role clarity, job satisfaction, quality of leadership; empowerment; teamwork; trust and ethics; professional growth and career development; rewards and recognition; job performance; life balance; diversity ; commitment; internal and external equity and good co-worker relations. All the above are factors that either forms of the managers/supervisors direct responsibilities or they are in positions to greatly influence these factors. The researcher iv totally agrees with authors that argue that the manager’s job goes beyond passive reaction and adaptation and it is a manager’s responsibility to make what is desirable first possible, than actual. Except for the obvious financial costs resulting from turnover there are also hidden costs for the organisation which are known as the consequences of turnover and will include amongst other, productivity losses for the organisation, negative impact on the quality of customer service, the negative impact on the morale of the remaining employees and the disruption of the social and communication network within the organisation. Through this study the researcher wants to examine and gain more knowledge on the impact of management practices on staff retention in the Gauteng Provincial Legislature and to come up with suggestions as to how managers can change or better their conduct to contribute to staff retention in the institution
  • Thumbnail Image
    Item
    THE OVERSIGHT ROLE OF PUBLIC ACCOUNTS COMMITTEES WITH REFERENCE TO THE GAUTENG PROVINCIAL LEGISLATURE
    (2011-04-19) MAKONDO, TINYIKO
    Parliamentary oversight is fundamental for executive accountability in the utilisation of public resources. Public Accounts Committees within parliament play a crucial role in ensuring effective accountability in this regard. This study sought to examine the oversight role of the Public Accounts Committee of the Gauteng Provincial Legislature. In order to achieve this purpose, primary and secondary data was collected through structured interviews and review of relevant literature. The study found that relations with other committees; time; and skilled support staff were among factors which affected the committee‟s oversight work. In addition, it was evident that the PAC should employ mechanisms beyond conventional ones in order to augment its oversight. This study is significant in that it provides opportunities for further research on parliamentary oversight and, in particular, the role of PACs. Furthermore, the study contributes to broadening knowledge within the parliamentary sector on alternative oversight mechanisms which are useful for enhanced oversight. It is thus proposed that the PAC should consider the remainder of the annual report and not only financial statements; improve its relationship with other committees of the House and Auditor-General in order to augment its oversight