Academic literature on the topic 'Benga Mine – Personnel management'

According to the requirements of National security Supervision department,aimed at the low safety factor and the backward of personnel management, a coal mine underground personnel management system has been developed. The system adopted the Industrial Ethernet and CAN bus for transmission medium, disposed and managed the data from substation in time. This article introduced the framework of Design software and the main functions module of the software and database structure.

Designing the mine staff management system based on the RFID technology and GIS technology. The personnel ID information can be collected by the locating substation and transmitted to monitor center by the wireless network and cables. User’s personnel ID information which is collected by the locating substation can be used to check the staff attendance and offer the rescuer some information with the trapped victims.

This paper presents a ML2012 system of the downhole safety management system based on RFID technology downhole safety jobs. The development and production of the set of underground personnel positioning, attendance, hardware maintenance, and day-to-day management is one comprehensive application systems. Monitoring and positioning of the coal mine personnel, vehicles and disaster relief to help. It has an extremely important significance to improve mine management level to ensure the safe production of enterprise automation.

With the continuing development of Radio Frequency Identification technology, RFID has been used widely. Based on RFTD technology, the paper introduces some examples used in coal mines in the country. The component and the working principle of the system were also be presented. The paper introduced the application of RFID technology in personnel position management, tunnel safety and device management.

<p>Combined with the reconstruction project of underground locomotive transportation system in Guqiao Coal Mine of Huainan Mining Group, the dissertation studies the comprehensive management system of coal mine locomotive transportation. The accuracy of ZigBee wireless positioning technology is improved through Gaussian filtering to make it applicable to more complex underground coal mine environment. Frequency conversion control is used in the motor control circuit to realize real-time calculation of the running speed of the locomotive. By analyzing the control scheme of the turnout and traffic lights, the explosion isolation and essential safety control sub-station suitable for gas mine are designed. Communication platform construction of the system is realized through wireless base station of Benan mine and industrial network of coal mine. System relevant data can be uploaded to the ground dispatching center in real time, so that the scheduling staff can reasonably arrange the scheduling tasks in a timely manner. The optimized logistics management and storage management system makes the material dispatching and transportation more reasonable and scientific. Through the analysis of the running data, the construction and personnel management of the locomotives are realized.</p>

This article introduces a mine production management system based on the Internet of Things and Virtual Technology. The system is digitization and automation which has following functions, mineral resources and reserves dynamic management, personnel positioning management, escape routes design, mining production plan and optimize the management and production scheduling management.

The Internet of things technology plays a very important role in coal mine monitoring work. To achieve convergence ground technical management personnel and coal mine production in the extensive application of the Internet of things technology, it can effectively improve the monitoring capacity of all aspects of the coal mine, the monitoring content and low false zero false negative. To ensure the safe and efficient production of the coal mine enterprises, this paper will make discussion and research from the network technology in the local temperature mine tunnel real-time acquisition and control technology.

In recent years, people pay more and more attention to coal production safety. In order to enhance the security of underground work, optimize the coal mine management, and improve the personnel location accuracy, a newly arisen technique based on ZigBee with the low power, low cost and low complexity, which is suitable for being used to implement personnel position in underground coal mine, is built after comparing with several kinds of major wireless technology. In this paper, we present a new algorithm of underground personnel position based on this new technology. The algorithm uses Gaussian filtering algorithm and Bayesian statistics theory. The algorithm has been tested and the result has been analyzed. The experimental results show that the proposed algorithm provides more accurate position than positioning algorithm using RSSI.

In recent years, the technology of video surveillance, widely used in the coal industry, has become an important technical means in mine safety production and management. Movement monitoring of personnel and carrier is an important part in underground video monitoring and management. This paper firstly detects change region of moving targets through background subtraction and temporal difference. Detecting moving targets through binarization and morphological filtering, thus personnel and carrier are identified combining with shape feature and texture. The rest of this paper puts forward an improved particle filter method to recognize and track multiple moving targets. Lastly this paper gives an underground video example to monitor the underground video. The result of this paper shows that this method has great significance for mine safety production.

Thesis (MBA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Managing the diverse production and support teams on mining operations in Southern Africa is proving to be problematic and challenging. Many mines are facing strikes, “go-slows” and destructive conflict related to diversity issues. The objective of this case study was to evaluate the apparent successful diversity management practices employed at Benga Mine (an MCC Group mine) in Mozambique. The study aimed to determine the success of the tactics employed by the management team and whether successful tactics can be utilised at other mines operating within the MCC Group. The case study evaluated seven practical diversity management tactics employed by the management of the mine as conceptual method. The seven tactics were verified through a literature review and an eighth “other” category was provided for additional tactics that the research may reveal. The research revealed that the diversity management tactics at Benga Mine have some strengths and some weaknesses. The management team focused on translation of communication to the primary spoken languages on the mine. This enabled good communication flow, but further improvements can be made. Most employees identify with the Benga Mine and feel a sense of common purpose. The management team identified nutrition as a critical diversity management issue. This was an accurate observation as the research revealed that the availability and quality of food is of fundamental importance to them. Further improvement, such as catering for vegetarians, can be made to the food offerings. Strong relationships exist on the mine and this is the area where the Benga Mine management team excel. Employees feel that issues on importance can be addressed through various communication platforms and that their concerns are being taken seriously. Employees believe that all groups have the opportunity to raise issues and that the management team evaluate their concerns with compassion and care. The sound communication system employed at Benga Mine builds relationships and promotes a culture where employees can engage with management. The management of employment equity policies poses a significant challenge to the mine. The expats manage and pose the bulk of technical and operational expertise, resulting in significant risk to the sustainability of the business since the work permit quota system requires knowledge transfer to Mozambique citizens. Additionally, the work environment is not conducive to gender equality and female employees feel marginalised. An organisational culture conducive to managing and valuing the contribution and presence of all groups has been created at the mine. Further improvement can be made by terminating tokens of separations such as different uniforms for managers and operational employees. No significant new or additional diversity management factors were identified during the research. Benga Mine’s diversity management tactics are effective, but improvements can easily be achieved by focusing on the recommendations of this case study. The recommendations include improvements to translation of management instructions, clarification of employment equity obligations and a higher degree of sensitivity to the needs of female employees.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: The retention of the right skills in any organisation or industry is always a challenge. There are many causes of the skills shortage and it is also difficult to retain skilled people once they have been found. The literature suggests that retention of skills should ideally be considered from the design and expectation of the requirements of the job through to the recruitment process; and not only once the employee has started working. The literature also explores the different retention strategies that can be applied, such as succession planning, employee engagement, work – life balance, remuneration structuring and career advancement path. This research is limited to Tshikondeni coal mine and attempts to establish which of the following are the biggest contributing factors that cause people to leave and resign from the mine: • Known life of the mine left is till 2014; • Remote location away from essential services; • Leadership; and • Remuneration. From the research that was done, it became clear that the limited life of the mine was the biggest contributing factor that would make employees want to leave Tshikondeni coal mine. Further study is recommended for organisations that operate with finite resources, and mostly in remote areas, to develop further specific retention strategies – over and above those challenges that face all other industries and organisations. This should be done so that the reality of finite resources can be addressed in order to keep employees motivated and energised until the last ton is extracted.
AFRIKAANSE OPSOMMING: Dit is altyd ‘n uitdaging in enige organisasie of industrie om die regte vaardighede te behou. Daar is baie redes vir die tekort aan vaardighede en dit is moeilik om bekwame mense te behou wanneer hulle wel gevind word. Die literatuur raai aan dat die retensie van vaardighede reeds in die ontwerp van en vereistes vir ‘n betrekking in ag geneem moet word, sowel as tydens die werwingsproses en nie eers na indiensneming van die werknemer nie. Die literatuur ondersoek ook retensie strategië wat toegepas kan word, soos bv. opvolgbeplanning, werknemerbetrokkenheid, balans tussen werk en vrye tyd, vergoedingstrukture en moontlikhede vir bevordering. Hierdie navorsing is beperk tot Tshikondeni steenkoolmyn en poog om vas te stel watter van die volgende die grootste bydraende faktore is waarom mense bedank en weggaan by die myn: • Lewensduur van die myn slegs tot 2014; • Afgesonderde ligging weg van essensële dienste; • Leierskap; en • Vergoeding. Uit die navorsing wat gedoen is, het dit duidelik geword dat die beperkte lewensduur van die myn die grootste bydraende faktor was waarom werknemers wou weggaan van Tshikondeni steenkoolmyn. Verdere navorsing word aanbeveel vir organisasies wat met beperkte hulpbronne, en hoofsaaklik in afgeleë gebiede, werk om verdere spesifieke retensie strategieë te ontwikkel – bo en behalwe dié wat vir ander industrieë en organisasies geld. Hierdeur kan die realiteit van beperkte hulpbronne aangespreek word om sodoende die motivering en aansporing van werknemers te verseker totdat die laaste ton verwerk is.

As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.

Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the researcher has been employed at the mine, according to history as well as according to the demands of the financial situation. Consequently, human resources shortages have been corrected by external labour which is often more expensive than internal labour. During the annual budgeting period when top management applies pressure to cut costs, the operations budget is easy to defend. With the help of Excel spreadsheets or maintenance management systems, maintenance managers can present strong arguments for not cutting the operations budget. Budget deficits are then easily corrected by means of negative adjustments to the human resources budget. This research will explore the issue of whether a tool exists to calculate the human resources budget scientifically. A target was set to develop a tool or model for human resources budgeting or to investigate whether such a tool does not already exist. A literature survey was done to determine world best practices regarding the calculation of human resources budgeting. The literature studied guided the researcher to a computerised maintenance management system (CMMS) and it was found that Sishen already has one of the best (SAP) in place. Sishen even has a process (Routine Work Management or RWM) in place which helps to get all maintenance information into SAP to make the necessary information available for effective maintenance. It was further found that SAP, which has been used by the mine for several years, can already provide the human resources requirements for any future period. The RWM process which helps to get information in and out of SAP has been in use for some time already. Unfortunately the process was poorly executed and the information is not reliable. This statement is supported by the internal (Kirstein, 2006) and external (Aurea, 2006) audits done at the mine during 2006. The external audit was done by Aurco (2006). The author concluded that Sishen has a tool but not a strategy to utilise RWM successfully. One of the reasons why RWM was poorly executed was the fact that there is a lack of support from the people in the workplace. These individuals claim that they were not consulted when RWM was introduced at the mine and as a result they did not buy in. A proper change management process was not followed and the employees suspected that RWM was implemented to play policeman or to measure how much spare time they have and reduce the workforce accordingly, as in the case of the Prometheus project. Consequently they admit to manipulating RWM's measured outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to manipulate and perceived it as a farce by many of the participants, A decision was taken to use the Kotter change management process to run a project to get RWM to the required level. Kotter's eight steps for successful large-scale change can be utilised with great success to achieve the required changes. After a brainstorming session and from the recommendations of the two audits a list of ideas was compiled. These ideas should help to get RWM to a level where human resources requirements can be drawn from SAP for any period in the future. Although the research was aimed at getting human resources budgeting from SAP, it will also have other advantages. The ratio between planned and unplanned maintenance will be better because RWM will ensure better maintenance
AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn, gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag. Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting. Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets bestaan nie. 'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die toekoms se mannekragbehoeftes kan bepaal. Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik nie. Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek. Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het, dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik gemanipuleer kan word en dat baie dit as 'n klug beskou. Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige veranderingsbestuur toe te pas. 'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die toekoms vanuit SAP verkry kan word. Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding en gevolglik beter beskikbaarheid gaan verseker.

Thesis (MBA)--Stellenbosch University, 2001.
Some digitised pages may appear illegible due to the condition of the original hard copy
ENGLISH ABSTRACT: Successful organisations keep a well-balanced fit between their strategy, structure, processes, reward system and culture. Any significant change in any of the elements requires management to rethink and probably redesign the rest of the elements. Tshikondeni Coal Mine went through various changes the last few years. These changes were brought about by, amongst other things, a re-engineering project, production expansion and the appointment of new management A significant portion of the employees was newly appointed. Some of the older employees were appointed in other positions, or were required to do different work. Tshikondeni had to make sure that employees were equipped with the needed competency to do their job to the required standard and in a safe manner. The process started by ensuring that employees' medical profile fit that required by their jobs. They were also trained in identifying the hazards associated with their jobs and how to minimise exposure to risks. The gap between the competencies required for each job and that possessed by the job incumbent was identified. Training was designed to fill the identified gaps. Iscor management's annual salary increase is performance driven. The process of designing post profiles, competency documents and personal performance contracts is described. The link between the personal performance contract, the annual salary increase and the personal development plan is discussed. There is still no clear link between the annual salary increase of operational employees and their performance. Plans are in place to eventually reward all employees on a performance driven basis. The training section on Tshikondeni Mine was designed to support business objectives. It is also aligned with the trends experienced in modern training. The section, amongst other things, caters (through the use of an interactive multi media system) for the bulk of mining employees who can't read or write. All training information is kept on a central database. Employees must not only be able to do their job, but also willing or motivated to do it. Management created a work and home environment conducive towards motivated employees. A psychosocial study was done to. determine how employees and their families felt towards their environment. The results helped management to focus energy where problems were identified. Problems and pitfalls encountered during the process to ensure competency are discussed. The process followed by the mine is elucidated with modern trends, statements, remarks and suggestions found in literature.
AFRIKAANSE OPSOMMING: Hoë prestasie organisasies se strategië, strukture, prosesse, vergoedingstelsels en kultuur is in balans met dit wat sukses voorskryf. Enige wesenlike verandering in enige van die elemente kan veroorsaak dat die res van die elemente herbesoek en moontlik herontwerp moet word. Tshikondeni Steenkoolmyn het groot veranderinge oor die afgelope aantal jare beleef. Hierdie veranderinge was onder andere veroorsaak deur en proses herontwerp, produksie uitbreiding en die aanstelling van nuwe bestuur. en Beduidende hoeveelheid van wernemers was nuut aangestel. Van die ouer werknemers was aangestel in nuwe poste of was verwag om nuwe take te verrig. Tshikondeni moes verseker dat werknemers toegerus was met die nodige bevoegdheid om die werk te kan doen volgens die verlangde standaard en op en veilige manier. Die proses was begin deur te verseker dat werknemers se persoonlike mediese profiel pas by die profiel benodig deur hulle poste. Hulle was opgelei in die identifisering van gevaar in hulle werksomgewing en hoe om die risiko van blootstelling aan die gevaar te minimeer. Die gaping tussen werknemers se bevoegdhede en dié verlang deur hulle poste was geïdentifiseer. Opleiding was ontwikkel om die gapings aan te spreek. Iscor Bestuur ontvang jaarliks enprestasie gebasseerde salaris verhoging. Die proses wat gevolg is met die ontwerp van pos profiele, bevoegdheidsdokumente en persoonlike prestasiekontrakte word beskryf. me verhouding tussen die persoonlike prestasie kontrak, die jaarlikse salaris aanpassing en die persoonlike ontwikkelingsplan word bespreek. Daar is tans nie en duidelike ooreenkoms tussen die jaarlikse salaris aanpassing wat bedryfspersoneel ontvang en hulle prestasievlakke nie. Iscor het wel planne in plek om uiteindelik aan alle werknemers In prestasie gebasseerde vergoeding te betaal. Die opleidingseksie op Tshikondeni is ontwerp om besigheidsdoelwitte te ondersteun. Dit is ook belyn met moderne neigings met betrekking tot opleiding. Die seksie bedien, onder andere die grootste gedeelte van mynbou werknemers wat nie kan lees en skryf nie (met behulp van In interaktiewe multi media stelsel). Alle opleidings inligting word gestoor op In sentrale databasis. Werknemers moet nie net in staat wees om hul werk te kan doen nie, maar moet ook gemotiveerd wees om die werk te wil doen. Bestuur streef daarna om In werk- en huis omgewing te skep wat werknemers motiveer. In Psigososiale studie is gedoen om te bepaal hoe dat wememers en hulle gesinne voel ten opsigte van hulle omgewing. Die resultate het gehelp om bestuur se aandag en energie te fokus om probleme op te los. Probleme en slaggate ondervind tydens die bevoegdheidsproses word bespreek. Die proses gevolg word toegelig met moderne neigings, stellings, opmerkings en voorstelle soos wat gevind word in die literatuur.

Thesis (MBA)--Stellenbosch University, 2008.
ENGLISH ABSTRACT: People's life experiences and backgrounds shape who they are - whether they are young or old, male or female, and across all races, ethnicities and religions. Today's workplace environment represents the largest diversity of generations of any time in history, and with this diversity comes new challenges. These challenges are directly due to the different generations and associated gaps based on different approaches, expectations and perceptions regarding culture and leadership in the workplace. There are generally four different generations employed in today's workplace: Traditionalists (Builders), Baby Boomers (Yuppies), Generation X (Yiffies), and Generation Y (Millennials). According to generation theory, Traditionalists were born between 1930 and 1949, Baby Boomers between 1950 and 1969, Generation X between 1970 and 1989, and Generation Yafter 1990. Although there are very few Traditionalists in contemporary workplaces, there are still some left to consider. More important than understanding the Traditionalists, though, is the need for a better understanding of the fast-growing group of Generation Y employees who are entering the workforce. At Sishen Iron Ore Mine (Sishen) there are also four generations employed, each with different approaches, expectations, perceptions, attitudes, loyalties, frames of reference, views of authority, job strengths, work ethics, relationships, work/life balances and other beliefs. The question that arises is whether the management team of the Engineering Department at Sishen can be more effective and productive through an improved and in-depth understanding of each generation's approaches, expectations and perceptions regarding culture and leadership. The purpose of this research study is to analyse the specific correlation of the different workforce generations in the Engineering Department with the general theoretical knowledge available about each generation by focusing more specifically on approaches, expectations and perceptions. The study also includes some recent research information regarding Generation Y and the related opportunities, challenges and effective ways of managing this generation. By focusing on the research results within the multigenerational workforce and the generation gaps, the possible solutions for managing conflict can improve through a better understanding of each generation. Each generation's typical characteristics are discussed in detail by means of a thorough literature study, with the overall aim of enhancing both team and organisational success. The employees and permanent contractors at the Engineering Department number approximately 1 945. The randomly selected participants in the generations survey were from the pool of permanent employees, excluding the contractors. The information was collected by means of a short questionnaire representing the typical characteristics of each generation. A sample of 250 participants from eight different sections within the department was asked to complete the questionnaire, but unfortunately a response rate of only 34% (85 questionnaires) was recorded. The research showed that the typical characteristics of the Traditionalists and Baby Boomers could be used to represent almost the entire Engineering Department. It also revealed specific influences in the working and social environment, leadership styles, and the mine's culture that affect the different generations regarding their approaches, expectations and perceptions. The report concludes with an assessment of the strengths and weaknesses of the study, as well as a few key findings and a summary, conclusion, and recommendations.
AFRIKAANSE OPSOMMING: Alle mense word gevorm deur lewensondervindings en agtergrond wat bepaal wie hulle is - ongeag of hulle oud of jonk, manlik of vroulik is, asook oor alle rasse, etniese groepe en geloofsoortuigings heen. Hedendaagse werksomgewings word gekenmerk deur die grootste generasiediversiteit van alle tye, wat nuwe uitdagings meebring. Die uitdagings is die direkte gevolg van die verskillende generasies en gepaardgaande gapings gebaseer op verskillende benaderings, verwagtinge en persepsies aangaande kultuur en leierskap in die werksplek. Daar is tans oor die algemeen vier verskillende generasies in diens in werksplekke, naamlik Tradisionaliste, Baby Boomers, Generasie X en Generasie Y. Volgens generasieteorie is Tradisionaliste persone gebore tussen 1930 en 1949, terwyl Baby Boomers tussen 1950 en 1969, Generasie X tussen 1970 en 1989 en Generasie Y na 1990 gebore is. Hoewel daar min Tradisionaliste in die werksplek oor is, is daar nog enkeles wat in ag geneem moet word. Van groter belang is egter die behoefte om die vinnig groeiende Generasie Y wat nou tot die werksmag toetree, beter te verstaan. By Sishen Ysterertsmyn (Sishen) is daar ook vier verskillende generasies in diens, elk met verskillende benaderings, verwagtinge, persepsies, houdings, lojaliteite, verwysingsraamwerke, menings oor gesag, werksverwante sterkpunte, werk-etiek, verhoudings, lewensbalanse asook ander oortuigings. Die vraag wat ontstaan, is of die bestuurspan van die Ingenieurswese Departement by Sishenmyn meer effektief en produktief kan wees deur hul kennis en begrip van elke generasie se benaderings, verwagtinge en persepsies ten opsigte van kultuur en leierskap te verbeter. Die doel van die studie is om te ontleed of daar 'n spesifieke ooreenstemming is tussen die verskillende generasies by die Ingenieurswese Departement en die algemene teoretiese inligting beskikbaar oor elke generasie deur meer spesifiek op benaderings, verwagtinge en persepsies te fokus. Die studie sluit ook onlangse navorsingsinligting aangaande Generasie Y in, met die gepaardgaande geleenthede, uitdagings en effektiewe maniere om die generasie te bestuur. Deur te fokus op die navorsingsresultate binne die multigenerasie-werksmag en die ooreenstemmende gapings, kan daar moontlik oplossings ontstaan om te help met konflikbestuur wat op 'n beter begrip van die generasies gegrond is. Elke generasie se tipiese eienskappe word in diepte bespreek deur middel van 'n deeglike literatuurstudie, met die oorhoofse doel om span- sowel as organisasiesukses te verhoog. Die totale aantal werknemers, insluitend permanente kontrakteurs, van die Ingenieurswese Departement is ongeveer 1 945. Die deelnemers aan die generasieopname is lukraak gekies, maar die kontrakteurs is uitgesluit. Die inligting is ingesamel met behulp van 'n kort vraelys wat die tipiese eienskappe van elke generasie verteenwoordig. Uit 'n steekproef van 250 deelnemers uit agt verskillende seksies binne die departement wat gevra is om die vraelys te voltooi, is 'n betreklik swak responskoers van 34% (85 vraelyste) behaal. Die navorsing het bevind dat die tipiese eienskappe van die Tradisionaliste en Baby Boomers tans gebruik kan word om feitlik die hele department te verteenwoordig. Dit toon verder ook dat daar spesifieke invloede in die werks- en sosiale omgewing, leierskapstyle en die myn se kultuur is wat die verskillende generasies se denkpatrone rondom benaderings, verwagtinge en persepsies vorm. Die navorsingsverslag word afgesluit met 'n bepaling van die sterk- en swakpunte van die studie, 'n paar kernbevindings en 'n opsomming, gevolgtrekking en aanbevelings.

M.Com.
The objective of this study was to address problems pertaining to the effectiveness of hostel representative structures within the mining industry. As part of the study, it was thought pertinent to interview hostel representatives themselves, in order to establish areas in which improvement could be made. The actual approach was to determine the roles and responsibilities of the hostel representatives and gain suggestions from hostel representatives themselves on the causes of inefficiencies of hostel representative structures. In addition, hostel accommodation preferences were determined; by identifying major functions of the hostel representatives, problems reducing their effectiveness, hostel structures which are more effective, and the reasons of their effectiveness. Views of management and representative structures were also determined; this was done by identifying the degree of trust in both mine and hostel management to look after the interests of the hostel representatives. In addition, effectiveness of various hostel representative groupings was determined. Different forms of worker representative structures on the mine were identified and discussed. The theoretical model of forms of worker participation was discussed to further assist in conceptually clarifying the wide field of worker participation. The actual results reported from this study seem to indicate that: hostel representatives' major functions are; disciplinary, communication, domestic, legal, dispute resolution and hostel management deputising functions. Problems that reduce the effectiveness of the hostel representatives were hostel intruders and undisciplined residents, lack of maintenance in the hostel, lack of protective clothing, mine management undermining of the hostel representatives, hostel committee's failure to follow constitution, a lack of promotional opportunities, power struggle union and management structures. In addition, having to consult with other representative structures caused delays in case settlement. Lack of remuneration of the hostel representatives reduced the effectiveness of the hostel representatives. Role conflict between underground work and representative role was also a hindrance to the hostel representatives. Failure of the hostel representatives to attend meetings was also a cause which reduced the effectiveness of the hostel representatives. The Tribal Prefect is considered as more effective than the Block Stewards, the Administration Assistants and the Hostel Committee Members. The Administration Assistants are perceived as most effective in looking after the interests of hostel employees than other hostel representatives.

M.Cur. (Nursing Management)
Motivation is a process that influence and directs behaviour in order to satisfy a need. Motivation of nurses is important in the primary health care environment since low levels of motivation among Primary Health Care (PHC) nurses; who are in a critical position in health service delivery; could have a negative impact on the achievement of high standards in the nursing profession. This situation is also relevant in a mine clinic setting. The main factor in motivating nurses may be a sense of success. However, levels of stimulation and individual requirements also significantly influence the motivation of a person. As a manager at a mine clinic setting, the researcher became aware; by means of staff progress reports and performance appraisals; that PHC nurses (professional nurses) were demotivated. The research questions were therefore posed: - What are the motivational needs of PHC nurses in the workplace at mine clinic settings? - What should be done to assist these nurses to acquire motivation in the work place? Therefore, it was imperative to explore and describe the motivational needs of PHC nurses in their work place and to describe recommendations for nurse managers at a mine clinic setting to motivate PHC nurses. The study was conducted within the theoretical framework of McClelland’s Acquired Motivation Theory that consists of three basic needs, i.e. the need for achievement, the need for power, and the need for affiliation. A quantitative, explorative, descriptive design was followed and the researcher used a structured questionnaire to explore the perceptions of PHC nurses about their needs to acquire motivation in their workplace. The accessible population in this study was PHC nurses (N = 30) working at the 13 mine clinics. The accessible population served as the total sample.

M.Com. (Leadership in Performance and Change)
In August 2012 the South African mining industry was the focus of attention due to an illegal strike at Lonmin Platinum mine that resulted in the police shooting striking employees on 16 August 2012. Thirty-four employees lost their lives on that day. An additional ten people died in violent protests in the build-up to the main shooting incident. This strike period has become widely known as ‘Marikana’. This historical incident illustrates how a single incident within an organisation can have an impact at various levels and affect multiple stakeholders. The main objective of this study was to identify the effect that the Marikana mining incident had on Lonmin (the organisation) and its main stakeholders as well as to identify the effect the stakeholders and Lonmin had on each other. In order to reach these objectives an historical timeline of the sequence of events surrounding the Marikana incident was constructed. The main stakeholders involved in the Marikana incident were then identified, and the relationships and the relative strengths between these stakeholders were mapped. The methodology used in the study was Quantitative Narrative Analysis (QNA) as applied by Franzosi (2010). In particular, the content from English newspaper articles sourced from South Africa and England relating to the Marikana mining incident for the period 1 to 24 August 2012 were reviewed, coded and analysed. All relevant data from the articles were recorded in a manual database, coded according to the semantic triplet of ‘actors’, ‘actions’ and ‘subjects’ (S-V-O) (Franzosi, 1989) and analysed based on QNA principles (Franzosi, 2010). First, a sequence analysis was conducted, identifying the roles (consequences) that the respective actors (stakeholders and subgroupings of stakeholders) enacted as well as the order in which they unfolded. The analysis was used to produce a series of network graphs to visually depict the sequence of events and the respective effects of the sequencing of these events. These graphs take the form of stake maps and visually tell the story of how events unfolded and the effects of these events on all the actors involved ...

This study sought to determine the impact of a training and development (T&D) programme on the perceived performance of human resource assistants at a platinum mine in South Africa according to the following four performance dimensions: (i) personal (ii) customer; (iii) internal business; and (iv) learning and growth. A non-experimental design was used for this study, which was predominately quantitative in nature. Data was collected using a structured, self-administered questionnaire, which consisted of closed-ended questions. Based on the results obtained in this study, it was apparent that the T&D programme contributed significantly to an increase in the performance of employees. However, there are certain areas that can be improved in order to maximise and optimise the learning of employees. Recommendations were made regarding areas for improvement and possible future research.
Human Resource Management
M. Tech. (Human Resources Development)

The safety of mining in the United States has improved significantly over the past few decades, although it remains one of the more dangerous occupations. Following the Sago mine disaster in January 2006, federal legislation (The Mine Improvement and New Emergency Response {MINER} Act of 2006) tightened regulations and sought to strengthen the authority and safety inspection practices of the Mine Safety and Health Administration (MSHA). While penalties and inspection frequency have increased, understanding of what types of inspection findings are most indicative of serious future incidents is limited. The most effective safety management and oversight could be accomplished by a thorough understanding of what types of infractions or safety inspection findings are most indicative of serious future personnel injuries. However, given the large number of potentially different and unique inspection findings, varied mine characteristics, and types of specific safety incidents, this question is complex in terms of the large number of potentially relevant input parameters. New regulations rely on increasing the frequency and severity of infraction penalties to encourage mining operations to improve worker safety, but without the knowledge of which specific infractions may truly be signaling a dangerous work environment. This paper seeks to inform the question, what types of inspection findings are most indicative of serious future incidents for specific types of mining operations? This analysis utilizes publicly available MSHA databases of cited infractions and reportable incidents. These inspection results are used to train machine learning Classification and Regression Tree (CART) and Random Forest (RF) models that divide the groups of mines into peer groups based on their recent infractions and other defining characteristics with the aim of predicting whether or not a fatal or serious disabling injury is more likely to occur in the following 12-month period. With these characteristics available, additional scrutiny may be appropriately directed at those mining operations at greatest risk of experiencing a worker fatality or disabling injury in the near future. Increased oversight and attention on these mines where workers are at greatest risk may more effectively reduce the likelihood of worker deaths and injuries than increased penalties and inspection frequency alone.