Academic literature on the topic 'Transnet'

The recruitment and retention of personnel plays an important role in assisting organisations to adapt and remain competitive, thus ensuring their financial sustainability and becoming a leader in the market. It is also a crucial element in assisting organisations in reaching their long and short term goals. The employment and retention of highly skilled employees is a costly exercise and staff turnover impacts negatively, not only on a financial level but also on the organisation as a whole. The immediate implementation of specific strategies that ensures the recruitment and retention of these employees will guarantee a reduction in employee turnover thus ensuring organisational competitiveness. The purpose of this study was to investigate the organisational factors impacting on employee retention at Transnet Freight Rail (TFR). The population group for the study included 34 TFR employees from the G graded salary scale. The response rate for the questionnaire was 100% with the Likert scale instrument consisting of 27 questions divided into two sections: Section one explored the demographic profile of the respondents; Section two focused on getting responses on the five organisational factors impacting on employee retention namely: organisational association; monetary compensation; work satisfaction; work enrichment; career development. The following research design was adopted: Step 1: A literature review was conducted to determine the various organisational factors impacting on employee retention. Step 2: From the literature review the researcher structured the research questionnaire. Step 3: The results of the survey were analysed and interpreted. Step 4: Conclusions and recommendations were done.

The study is about evaluating supervisor performance at Transnet Port Terminals (TPT) and the impact it has in the business world in general. The aim of the study was to evaluate the quality of supervisors at Transnet Port Terminals (TPT) in the Eastern Cape. The sample size of 43 supervisors working at TPT from different departments like operations, planning, key accounts and procurement participated in the study. The sampled supervisors are between the ages of 20 and 59 years and was composed of females and predominantly males. The data was gathered through a questionnaire that was designed particularly to address the lack of quality of supervisory support at TPT. The response from respondents were tied to themes that were constructed, which are: (a) organisational goals; vision and management competencies; (b) communication; (c) performance cycle-setting of goals; (d) supervisor/supervisee performance conversation; and (e) supervisory development programme. The literature gathered and deliberated on in the literature review emanate from different authors in the form of books, journals and treatises. The empirical results were linked to theories gathered from different authors. Research findings were used to curb the issues identified, which will be beneficial to both TPT and its employees. The recommendations were submitted to the company to look at developing an in-house supervisory programme, capacity building internally and creating platforms for effective communication.

Thesis (MTech (Public Relations Management))--Cape Peninsula University of Technology, 2007.<br>In the twenty first century, companies are forced to transform and adapt continually to ensure their survival and to stay competitive in a demanding and challenging business environment. Yet, 70 per cent of all change initiatives fail and 28 per cent of the variance of change successes is directly linked to employees. Research shows that one quarter to one third of the reasons why change fails or succeeds, is directly linked to employee communication. Change implementation failures come at a high cost to organisations. Research shows that poorly communicated strategies are the reason for approximately 14 per cent of lost financial value and that poor communication is the second largest factor that contributes to the failure in implementing strategic change. This mini-dissertation aims to investigate change communication has and impact on the relationship between employees and the organisation. The communication approach of Transnet during the implementation of its Four Point Turnaround Strategy was investigated. Employees indicate that organisational change cannot be introduced without regular up-ta-date communication to employees. Once the Executive Management of Transnet actively communicating started with Transnet employees, employees became more positive and supportive of the changes. However, concluding the sale and belatedly informing the employees of Transnet Housing thereof increased employee resistance, negativity and non-commitment. The contribution this mini-dissertation will make to the public relations field lies therein that through proper change communication, change can be implemented successfully within an organisation. Inadequate change communication however negatively impacts on the employee/organisational relationship and this in turn affects change implementation negatively. Change implementation failure ultimately added costs to the company in terms of time and money. This understanding could assist organisations to save millions, and in cases like Transnet, it could minimise huge losses and negative impacts on the economy during organisational change implementation.

The research is based on a case study of an internal newsletter, Platform. The objective was to obtain more information about Transnet Freight Rail employees‘ thoughts on its effectiveness and the effectiveness of internal newsletters by using Platform as an example. The treatise explored the perceptions of employees and Transnet in terms of the effectiveness of the internal newsletter as a communication tool as well as their attitudes towards the newsletter as an information disseminating medium. A mixed methods approach was used for analysis in this study. The first methodological paradigm took an interpretivist approach, focusing primarily on analysing the content of the newsletter. The second methodological design was based on the positivistic theory approach and utilised a survey by questionnaire. One hundred and twenty (120) questionnaires were issued to Transnet Freight Rail employees representing the three regions: Central Region, Eastern Region & Western Region and the Head Office of which 120 (100 percent) were received back by the deadline. Of these respondents 56 (46,66 percent) said that they find Platform very relevant as an internal newsletter. A further finding was that 68,33 percent of the respondents said Platform should stay as it is. About 58,33 percent of the respondents took 30 minutes to an hour to read the newsletter with ratings of 72,5 percent interested in communication from management, 65 percent in financial performance, 60 percent in news about people and 59,16 percent in departmental information. The main types of information required are about updates on business performance and safety news. The content of six editions of the newsletter was analysed. The newsletter editions used were from the latest one published counting backwards. The content of the newsletter varies in each edition and depends on the theme. There are similar themes that come up with every edition such as safety. The style of writing used is simple to ensure maximum understanding.

At Transnet National Ports Authority (TNPA), disagreement existed in terms of the role of human resources in performance management, which resulted in different role expectations and perceptions, often leading to conflict. An overview of existing literature reviewed that performance management was mostly presented from the view of line management, and that the role of human resources was not well defined. The purpose of this study was therefore to clarify the role of human resources in performance management, and with specific application at Transnet National Ports Authority. The purpose of performance management in Transnet is to influence each employee to perform optimally in his/her position by ensuring that each employee understands his/her role in the performance management process. A very important aspect of performance management is that it does not entail one activity only; it is part of the employee development life cycle in which the employee agrees with the manager on the expected performance of tasks, evaluation standards, tools required and important dates when performance will be formally discussed. The objectives of the study were achieved by means of a literature review. Following the literature review interviews were conducted with the Group Performance Manager, a line manager and a human resources practitioner at TNPA to get their views of performance management at TNPA and specifically of the role of human resources in performance management. The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of line iv management and human resources practitioners at TNPA on the role of human resources in performance management. The results of the interviews and the survey showed that performance management was not applied as a continuous and developmental process at TNPA, and that it was often perceived as punitive. The results also indicated that human resources at TNPA should be well versed in the use of the score card method and apply quality assurance in performance management. Recommendations were made for the role of line management and the role of human resources in performance management at TNPA, as well as for the relationship between the two parties.

Numerous decisions in organisations are made by teams, groups or committees. The need for group decision making is brought about by the increased complexity of many decisions which require specialised knowledge in numerous areas usually not possessed by one person. As such there has also been an inherent recognition that different members bring different contributions and that a marshalling of these contributions enhances decision-making. Most research about how to make teams more effective has focused on identifying the task processes that distinguish the most successful teams - that is specifying the need for collaboration, involvement and commitment to goals. The assumption seems to be that, once identified; these processes can simply be imitated by other teams, with similar effects but it is not the case since they do not take the level of the team’s emotional intelligence into consideration. Emotional intelligence should always be considered in a team setting since teamwork is an inherently social activity and as such emotions play an important role in team processes including decision making. Surprisingly the study of the effects of emotions and emotional intelligence in decision making at group level is a relatively new research avenue. Research indicates that emotional intelligence has been the subject of a significant amount of literature for a number of years. However little has been contributed to how the behaviours associated with emotional intelligence may be practically applied to enhance both individual and group decision-making. Druskat and Wolff (2001a and 2001b) proposed a model for emotional intelligence at the group level. According to their model, groups develop a set of behavioural norms called the Group Emotional Competence Norms (GEC norms) which guide the emotional experience in groups. The proposed model by Druskat and Wolff was used to define and measure group emotional intelligence in this study. The aim of the study was to establish whether there was a relationship between team emotional intelligence and team decision making at Transnet Port Terminal’s Ngqura Container Terminal. The findings of the literature study and the empirical study were combined to evaluate whether team emotional intelligence affected team decision making in the chosen population.The literature study suggested that there was a relationship between team emotional intelligence and team decision making. The empirical study confirmed the relationship between group emotional intelligence and group decision making but failed to confirm whether the chosen population consisted of teams.

Teams have increasingly become the means for completing tasks in many organisations, and organisations have turned to teams as a better way to use employee talents. Many South African companies have established work teams to solve both complex and minor problems, and some companies’ performance has increased due to the implementation of work teams. The fact that organisations are using teams does not necessarily mean they are always effective, there are many factors that contribute to team effectiveness in an organisation, and these factors need to be identified and managed properly so that the team can remain effective and produce the results that are expected. Management of most companies is unaware of the factors that contribute to group and team effectiveness, and most teams are ineffective because of the lack of focus on the factors that improve group and team effectiveness. This is the reason or objective why this study was conducted at Transnet Engineering, to identify the factors that are critical to improving team effectiveness. The researcher conducted a literature review in order to determine the factors that improve group and team effectiveness. Some of the factors deal with organisational culture, motivation (monetary and non-monetary motivation), diversity in teams, size of teams, formulation of teams, team leadership, team goals, team structures, team member training, trust in teams, etc. An empirical study with the use of a questionnaire was also conducted to determine the perceptions that supervisors, superintendents, foremen and managers have at Transnet Engineering with regards to factors that improve group and team effectiveness. The research instrument was grouped into five categories; organisational context, individual context, team context, management support and team effectiveness. More than 50 percent of the respondents agreed with the organisational and individual context factors that were tested, around 75 percent of the respondents agreed with team context factors that were tested, almost 60 percent of respondents agreed with management support factors, and more than 60 percent of respondents indicated that their teams are effective. Although there is general agreement between most factors identified in the literature study and the empirical study, the following will need more focus:  Offering of team resources  Leadership support from executive committee members (EXCO)  Proper reward and recognition systems  Conducting research to identify employee satisfaction levels  Team development  Diversity management  Talent management  Team size

Thesis (MTech (Information Technology))--Cape Peninsula University of Technology, 2017.<br>The balance between the dependency on Information and Communications Technology (ICT) and reducing costs has led to an increase in ICT outsourcing in many organisations. ICT outsourcing has benefits, but organisations have limited knowledge on information security and risks when outsourcing these functions. A lack of information security knowledge or a poor organisational risk culture carries the risk of project failure and security breaches. It is unclear how to manage information risks through the usage of ICT infrastructure risk management when outsourcing ICT projects, and this exposes organisations to ICT security risks. The aim of the study is to explore how a selected transport organisation can manage information risks through the usage of infrastructure risk management when outsourcing ICT projects. Two primary research questions are posed namely, “what information risks does the ICT department manage when outsourcing ICT projects?”, and “how can the ICT department protect their information through the usage of infrastructure risk management against ICT security threats when outsourcing ICT?” To answer these two questions, a study was conducted at a transport organisation in South Africa. A subjective ontological and interpretivist epistemological stance has been adopted and an inductive research approach was followed. The research strategy was a case study. Data for this study was gathered through interviews (17 in total) using semi-structured questionnaires. Data collected were transcribed, summarised, and categorised to provide a clear understanding of the data. For this study, forty findings and eight themes were identified. The themes are ICT outsourcing, information risks, costs, ICT vendor dependency, vendor access and management, risk management, user awareness, and frameworks. Guidelines are proposed, comprising six primary components. The results point to gaps that need to be addressed to ensure that information is protected when outsourcing ICT projects. Measures need to be put in place and communication has to be improved among operating divisions. The findings lead to questions such as, ““how does business create an ICT security culture to ensure that information is protected at all times”, and “does vendor access management really get the necessary attention it requires?” Further studies on human behaviour towards ICT security is needed to ensure the protection of organisations against security risks.

Social media is proving to be a critical factor for firms moving towards digital marketing strategies. Substantial economic advantage is gained when companies make use of social media platforms such as Twitter to modernise their businesses and start interactive communication with their target market. Social media can have a great impact on the efficiency and performance of state-owned enterprises, which are often plagued by information irregularities that compromise information disclosure and lower the standards of accountability within the state-owned enterprises. Without social media, customers are often unable to evaluate the product and services that the state-owned enterprise is offering before making an offer. An interpretivist research paradigm was adopted and informed this study which applied a mono qualitative research methodology. Sample elements were selected using non-probability purposive and convenience sampling techniques. Data was gathered through a pre-designed interview guide with open-ended questions from the research site. In addition, the case study research design was used in this study. All interview transcriptions were recorded with the aid of a voice recorder and exported to NVivo 11 for cleaning and coding, resulting in emerging themes. Thematic data analysis was performed on the data sets, allowing a detailed discussion of each theme in line with research objectives. The study established that adopting and using social media was the appropriate strategy for firms. Firms, especially state-owned enterprises, reached a larger audience. In addition, the study established that the quality of content uploaded and shared on social media should be of very high quality to project a positive image of the organisation. Appointing dedicated senior personnel to manage the social media strategy enhanced the effectiveness of social media. The study recommended that further research be conducted on other types of social media to allow organisations a wider selection of choices. The study indicated that employees were compelled to use Twitter; thus, a policy shift in the use of social media required managers to put in place Information Communications Technology and Privacy and Security Policies. In order to educate everyone in the organisation, management had to ensure that its policies did not infringe on human rights.

Transnet is facing challenging market realities and a competitive operating environment. Performance management has been emphasised as a critical tool to guide Transnet in maintaining a competitive advantage. Performance management cannot be viewed in isolation from the organisational context and is inextricably linked to the Human Resources strategy, which in turn is aligned with the overall business strategy. Performance management may be defined as a systematic process by which an organisation involves its employees, as individuals and members of groups, in improving organisational effectiveness in the accomplishment of organisational mission and goals. For the purposes of this study, performance management was explored in terms of purpose, key role players, processes, criteria and challenges. The main research problem of this study was to determine the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. The main research problem had three sub-problems which were addressed through the following actions: A literature study was conducted highlighting the importance of an effective performance management system which establishes a foundation for rewarding excellence by aligning individual objectives with organisational mission and objectives. In this way, performance management establishes clear expectations in terms of results, actions and behaviours. Through regular feedback and coaching, performance management provides a mechanism for detecting problems at an early stage and identifies ways in which to take corrective action. Perceptions of performance management are largely centred around fairness, and dependent on a number of issues, including openness, transparency, communication, and equitability, and the establishment of clear parameters of measurement such as whether both skill and effort will be evaluated. This is why it is important to link performance appraisals to employee goals. If mutually negotiated goals, which involve the participation of all stakeholders, are established at the beginning of the performance period and there is on-going feedback to employees about their performance, then performance appraisals may be perceived as objective, fair and reliable. The insights gained from the literature survey were incorporated into a survey questionnaire which was used in the empirical study to investigate the perceptions of non-bargaining unit employees of the performance management system at Transnet Engineering. This study revealed that most of the respondents were not satisfied with the performance management system within Transnet Engineering, that performance management could be enhanced by using multiple measures more frequently and that greater involvement of subordinates at each step in the performance management process would lead to a greater level of acceptance thereof.