unIVeRSItY oF JoHAnneSBuRG FAcultY oF mAnAGement AnnuAl … · 2015-09-23 · unIVeRSItY oF JoHAnneSBuRG FAcultY oF mAnAGement DeVelopInG SouGHt AFteR 2014 oRGAnISAtIonAl leADeRS

AnnuAl RepoRt

unIVeRSItY oF JoHAnneSBuRG

FAcultY oF mAnAGement

2014DeVelopInG SouGHt AFteR oRGAnISAtIonAl leADeRS cReAtInG leGAcIeS

The Faculty of Management in 2014Our actions continue to improve the Faculty teaching, learning and research agenda. We contribute productively towards the UJ global footprint as a Pan-African epicentre for critical intellectual inquiry and change. This demanding task yielded more credible graduates in commerce and showed a giant leap in impactful research output in 2014. Our progress is backed by more reputable partnerships, innovation, commercialisation and third stream revenue. Even though we have progressed well, we are barely touching the tip of the iceberg in exploring South Africa’s and Africa’s wicked problems. We report here on our progress with shifting the mind-set of the future leaders in our care from political to intellectual activism.

Faculty of Management Annual Report 20142

4 executIVe SummARY10 StRAteGIc content oF tHe FAcultY oF mAnAGement14 GloBAl excellence AnD StAtuRe

• Faculty partnerships around the word

16 tHe unDeRGRADuAte teAcHInG AnD leARnInG expeRIence24 ADVAncInG tHe poStGRADuAte AnD ReSeARcH expeRIence43 KnowleDGe pRoDuctIon HuB

Consumer Intelligence and Information Systems (CiiS)

44 • Department of Applied Information Systems

47 • Department of Information and Knowledge management

51 • Department of marketing management

54 KnowleDGe pRoDuctIon HuB

Private Sector Management and Leadership

55 • Department of Business management

60 • School of tourism and Hospitality

64 • centre for Small Business Development

67 • centre for Social entrepreneurship and Social economy


Public Sector Management and Leadership

71 • Department of public management and Governance

76 • centre for public management and Governance

79 • School of leadership


Transport and Supply Chain Management

83 • Department of transport and Supply chain management

87 • Institute of transport and logistics Studies (ItlS (AFRIcA))


People Leadership

90 • Department of Industrial psychology and people management

95 • centre for work performance

96 FAcultY FInAnce ReVIew101 FAcultY ADmInIStRAtIon103 FAcultY mARKetInG105 ReSeARcH output 2014

Contents

Faculty of Management Annual Report 2014 3

Executive Summary FRom pIxelS to pIctuRe

wHAt we Dothe Faculty of management is about the development of sought-after organisational leaders creating legacies in collaboration with both the public and private sectors. consequently, our teaching, learning and research stay relevant; our graduate employment rate stays around 90% and our third-stream revenue and cash reserves grow steadily.

our journey over the past four years marks systemic and systematic improvement of the quality of commerce education and training offered to our country and continent. In growing a new generation of managers and leaders, we focus on contributing knowledge and practice of sustainable development. thus, we have aligned ourselves with reputable global research partners. these initiatives deepened our insight into impactful teaching, learning, research, innovation, commercialisation and third-stream revenue.

Despite progress, we are barely touching the tip of the iceberg in exploring Africa’s wicked problems. therefore, we continue to grow

capacitytoinfluenceproductivedecision making – ultimately striving to be change agents, shifting future leaders’ mind-set from political to intellectual activism.

How we Go ABout ouR BuSIneSStravelling far requires travelling together. In being responsive to a changing environment, we direct our contributions through fiveknowledgeproductionhubs:consumer Intelligence and Information Systems; private Sector management and leadership; public Sector management and leadership; transport and Supply chain management; and people leadership.

these hubs include nine academic departmentsandschools,fivecentres and an institute, all servingthree,facultyvaluechains:postgraduate, undergraduate and continuing education. these hubs are the platforms from where multi-disciplinary teams design innovative organisational solutions. thus, we foster entrepreneurship, social enterprise development, poverty alleviation, knowledge management, leadership in emerging economies, as well as competition and ownership in land passenger transport.


looKInG In tHe mIRRoRIn 2014, we had a good look at ourselves, in a clear mirror, in bright light. of importance is our need to gain better understanding in2015,ofthesignificanceoflowerthan uJ score for victimisation (-5%) and commmitment to transformation initiatives (-10%).

International Faculty Reviewthe sense and the sensibility of the Faculty of management strategic direction were reviewed by a panel of globally renowned professors, who also advised on how to support the uJ aspiration towards global excellence and stature. the panellists, chaired by prof wayne cascio, were as follows.

• prof wayne cascio (Distinguished professor and Robert H Reynolds ChairinGlobalLeadership:Business School of the university of colorado Denver, uSA).

• ProfAngSoon(Head:Divisionof Strategy, management and organisation, college of Business, nanyang Business School, nanyang university of technology, Singapore; Goh tjoei Kok chaired professor and Head of the Division of Strategy, management and organization; executive Director for the center for Innovation Research in cultural Intelligence and leadership).

• ProfDavidHensher(Director:Institute of transport and logistics

Studies, Business School, university of Sydney, Australia).

• ProfHelenAnderson(Dean:Schoolof Business and economics and Vice-Rector linnaeus university Sweden).

• prof John m luiz (professor and DirectorofInternationalRelations:Graduate School of Business, university of cape town, South Africa).

• prof Sang m lee (Distinguished professor of Global Strategy, DepartmentofManagement:university of nebraska-lincoln, USA;PresidentofthePan-PacificBusiness Association).

Postgraduate ReviewsInternational and local expert panellists reviewed the governance of our postgraduate programmes, global and regional status. International panellistsincluded:

• mr Kim Østrup (Former Vice-president, IBm Denmark, Denmark).

• prof thomas Froëhlicher (Director General&Dean:Universitédeliège, Hec management School, Belgium).

• prof Dianne Bevelander (Associate Dean:MBAProgrammes,Rotterdam School of management, erasmus university, netherlands).

• prof michael osbaldeston (Director:QualityServicesunit, european Foundation of management Development, Belgium).

• prof Robert Roe (Honorary Professor:OrganisationTheory

andOrganizationalBehavior:School of Business and economics, organisation and Strategy, university of maastricht, and Visiting professor, university of Valencia, university of trento, university of British columbia, university of Johannesburg; leibniz professor at the university of leipzig, Germany).

Nationalpanellistsincluded:

• prof Frikkie Herbst (School of Business and Finance, university of the western cape).

• ProfHelenavanZyl(Director:Business School, university of the Free State).

• ProfIanRothmann(HeadResearch:Vaal triangle campus, north-west university).

• ProfKarelStanz(HeadofDivision:Human Resource management, university of pretoria).

• prof madele tait (Head of Department:Marketingmanagement, nelson mandela metropolitan university).

• ProfMiemieStruwig(Director:School of management Sciences, nelson mandela metropolitan university, port elizabeth).

• prof Stella nkomo (Department of Human Resources Development, university of pretoria).

Undergraduate ReviewsA total of 43 undergraduate programmes were reviewed by a total of 258 national industry leaders and academic peers from South Africa-based industries and universities.


So what?ConsolidatingthefindingsofallreviewsatFaculty-level,providedfivepriceless sets of insights.

• Strategies to improve the faculty programmequalificationmixfrominternal quality assessments and external market response data.

• Steps to incorporate global shifts in postgraduate excellence; including the use of technology as a teaching quality enabler in postgraduate work, and strategies to shift the dissemination of knowledge towards higher-end international journals.

• Strategies towards co-creation and co-branding of excellence. In essence, motivating academe to learn from each other and share experiences through knowledge production hubs. these discussions prompted the establishment of the Johannesburg Business School (JBS).

• Strategies to differentiate the Faculty and to develop gravitas though research partnerships

with at least equal to, or better universities, centred on Africa-centric knowledge in management, leadership, and cultural research distinguishing Africa.

• Strategies to attract students from other African countries and the globe in order to be truly “anchored in Africa”.

looKInG out oF tHe wInDowBy December 2014, the faculty business model had yielded substantial results. the following milestones map some of the strengthsandweaknessesinfluencingthe evolution of the Faculty of management.

Attracting Talented Academetalent management remains the critical faculty success driver. the movement of academe, administrators and support staff from 2011 to 2014 is tabulated below.

Gains and Losses

Designation Academic Administration Support Faculty

Gain 65 16 11 92

Appointed Designated 40 15 10 65

Foreign 11 11

non-designated 14 1 1 16

Loss -52 -9 -6 -67

Deceased Designated -1 -1

Dismissed Designated -1 -1 -2

Foreign -1 -1

non-designated -1 -1

Resigned Designated -15 -6 -2 -23

Foreign -3 -3

non-designated -29 -1 -2 -32

Retired Designated -1 -1

non-designated -1 -1 -2

contract ended

non-designated -1 -1

Net Designated 22 9 7 38

Foreign 8 0 -1 7

non-designated -17 -2 -1 -20

All staff 13 7 5 25


overall the Faculty has gained 25 employeesoverthelastfiveyearsofwhom 52% were academe, 28% were administrators and 20% support staff.

the largest talent gain was made in the appointment of academe from designated (47%) and foreign (17%) groups, whereas the largest talent lossflowedfromnon-designatedstaff(36%), attracted by better promotion andfinancialprospectsatotheruniversities or the private sector.

By December 2014, 97% of permanentorfixed-termacademehadbeenqualifiedatleastatthemaster’s level and 38% at the doctoral level. congratulations to Dr Albert wort, Dr madeleine Geldenhuys, Dr Jenny Gobind, Dr Roelien Brink, Dr Danielle nel and Dr milena Ivanovic on the achievement of their doctorates in 2014.

In 2014, the number of national Research Foundation rated researchers increased from 7 to 11. congratulations to newly rated researchers prof carl marnewick, prof Adèle thomas, prof christine de meyer and Dr Kennedy njenga. our appreciation to the contributions of previously rated researchers, prof chris Rogerson, prof Adeline du toit, prof Gert Roodt, prof Deon de Bruin, prof Fanie cloete, prof wilfred ukpere and Dr carin Hill.

congratulations to prof Gert Roodt (ViceDean:Research)whowasawarded the Distinguished Global LeadershipAwardbythePan-PacificBusiness Association (ppBA) in 2014, an honour bestowed to only a few Fellows of the association.

congratulations to the lecturers who were acknowledged as Future-fitLecturersoftheFacultyofmanagement. Dr Isolde lubbe, mr Joel Arthur, prof martie mearns, ms mariette Frazer and ms Beate Stiehler (undergraduate programmes) and prof Geoff Goldman (postgraduate programmes).

the past year also saw the enrichment of the Faculty talent pool with the successful incorporation of the Department of public management and Governance. our new colleagues have already realigned their programmes to the management and leadership needs of the public sector.

the Faculty also invested into the art of sustainability management, determinedly seeking input from academic disciplines quite unlike our own. Initiatives kicked off with four colloquia on sustainability management in may 2014. Following months of global consultation, the Faculty of management position paper on Sustainability management emerged, written in the context of management science, drawing heavily on the strategy and organisational learning of the uJ Faculty of management.

the position paper paved the way to the appointments of Honorary prof Sander van der leeuw (in Sustainability management from the Global Institute of Sustainability, Arizona State university) and prof trevor manuel (in public management and leadership, based on his performance as a globally respected former national minister and chair of the national Development plan). Distinguished Visiting professors appointments included prof maureen pirog (in public management and Governance from the School of public and environmental Affairs, Indiana university), prof Jarkko Saarinen (in Sustainability management from the Department of tourism and environmental Studies, university of oulu, Finland) and prof Howard thomas (in Sustainability management, Singapore management university, Singapore).

Offurthersignificance,isthelaunchofthe Dean’s leadership Development programme. this internal investment of R3.5 million from our trust Funds will enable and empower 50 future faculty leaders to gain exposure to international best practice in multi-disciplinary academic work.

Attracting quality studentsThepercentageoffirst-yearstudentswith an Admission point Score of at least 35 has improved by 8% to 19% by end 2014. to put this into perspective, 576 of our intake of 2 882 first-yearstudentsaveragedatleasta c-symbol in matric. progress may seem slower than planned, but we are pleased with the way in which the

curve is swinging upwards.

Community engagementGraduates’ understanding of what it takes to solve complex problems and the importance of adding value to the lives of others are continuously grown through community engagement projects touching the lives of thousands of people. this encouraging community engagement initiative, in partnership with enActuS, now involves over 2 000 undergraduate students.

community engagement projects, managed independently or as part of enActuS, are overseen by ms Joyce Sibeko. A partnership with the Faculty of Art Design and Architecture was established where the Green week involves students from various faculties to work with the FADA students on developing sustainable products. these include the Green living project, network for cooperatives, Youth entrepreneurship, and Social economy Volunteer coaching Association (SeVcA), in association with the centre for Social entrepreneurship and Social economy and the StH, and Ippm’s othandweni children’s Home. the enActuS team has substantial work in the community and this has become evident during the 2014 national competition. During this time, uJ was recognised with a numberoftheawardsandcamefifthin the competition. we would like to congratulate Joyce and her team for their hard work, dedication and a job well done!

Continuing Educationour presence is felt in South Africa’s corporate and public sector through the delivery of a range of continuing education programmes to 5 500 employees and small business owners. productive initiatives are marked by three-party agreements involving uJ, a multinational or parastatal, and a global partnering university. examples of joint programmedeliveryareasfollows:

• the uJ Department of transport and Supply chain management, transnet and the Glasgow CaledonianUniversityinthefieldof railway operations.


• the uJ School of leadership, the School of oriental and African Studies, university of london, in thefieldofAfricanDiplomacyandDevelopment.

• the uJ Department of Industrial psychology and people management and Bcl, a mining and smelting company owned by the Government of the Republic ofBotswana,inthefieldofleadership Development.

• the uJ Department of public management and Governance, the Swedish Institute of public Administration and SKl International (Swedish Association of local authorities and regions) being contracted by the Deutsche Gesellschaft für Internationale Zusammenarbeit to support the Rwanda Association of local Government and their local Government Institute with the developmentofaqualificationsframeworkforpublicofficialsflowingintoUJmaster’sprogrammes.

Graduate outputover thelastfiveyears,theFacultyhas conferred, on average, 2 190 qualificationsperyear,ofwhich19% at the postgraduate level. In 2014, 2 443 graduates walked the stage – 4% more than in 2013, and as planned, mostly at the postgraduate level.

Innovative teaching and learningOverthelastfiveyears,continuousinvestment of about R12 million a year into innovative teaching and learning practices, has returned a gradual improvement of module success rates from 78.7% to 83.8%, with a further 1% improvement noted in 2014.

Organisational CultureFinally, the 2014 uJ culture Survey reflectshowthefacultycommunitylivestheUJvaluesystem:Imagination,conversation, Regeneration and ethical Foundation.

the Faculty organisational culture performed above the uJ average in terms of non-abusive line managers (+9%), fairness (+5%), a clean and safe work environment (+5%), constructive

management and leadership (+6%), being a preferred employer (+1%) and our management of diversity (+1%), and the uJ level in how we conduct core business and accept ownership of the uJ vision, mission and objectives. of importance is our need to gain a better understanding in2015,ofthesignificanceofhigher than uJ scores indicating victimisation (-5%) and commitment to transformation initiatives (10%).

Relevant postgraduate programmesthe attractiveness of our postgraduate programmes is growing. Since 2010, the proportion of undergraduates, who average atleast65%,flowingintohonours,master’s and doctoral programmes, has grown from 22% to 40%. the number of postgraduates attracted from global universities has also satisfactorily increased from 13% to 20%.

Research OutputFrom 2011 to 2014, research output has improved from 105 to 261 publications. In 2014, the number of subsidy-generating research credits improved by 49 credits (44%) to 161 credits, contributing 16% of the uJ 2014 research output.

this improvement is mostly explained by investment into productive global collaborative research projects beginning to realise dividends. our appreciation to prof chris Rogerson for his exceptional strategic and intellectual contribution. A further example of joint global contributions is the publication of two international standards for portfolio management by prof carl marnewick in collaboration with researchers from UniversitéduQuébecàMontréal,Vienna university of economics and Business, Hoge School utrecht, eSc lille School of management, Henley Business School, university of california, Berkeley; university of South Australia, Steinbeis university Berlin, Dutch national Research Group and the university of oulu.

our sincere appreciation to senior academe for taking a rigorous stand against plagiarism and the development of awareness of the impact of stealing others’ intellectual work on the credibility of our

teaching, learning and research output. the leadership of prof Adèle thomas as a member of the Senate Higher Degrees committee is gratefully acknowledged.

Strategic Partnershipsthree major results are noted at faculty-level.

• contract research, grants and continuing education programmes grew from R76.7 million in 2013 to a turnover of R92.9 million (21% growth) in 2014, highlighting the credibility of our products and services to external markets. of this revenue, R25.6 was immediately reinvested in programme development and the Faculty operational Budget.

• enrolment in ce programmes across the Faculty has grown from 2011 to 2014 at an average of 10% per year and now exceeds a headcount of 5 500.

• we were delighted when the Faculty of management was included in the portfolio “Cambridge:InspiringLeadershipand Innovation” published by the cambridge university Students’ union in celebrating cambridge university’s international stature and as a global guide to students on where to become well informed and prepared for the future.

Sustainability Managementthe rigorous reviews of the Faculty’s progress over many fronts has revealed that the global thirst for the practice of sustainability management in the context of an emerging economy located within a complex continent such as Africa seems unexplored. consequently, organisational learning drew heavily from global and national best practice and consultation across uJ faculties in making sense of howtobestcontributetothefieldof sustainability management. consequently, we are now intensifying engagement with universities on the continent, Asia and multinationals interested in doing business in Africa.

the Faculty is now jockeying to contribute to uJ being globally differentiated as a pan-African epicentre for critical intellectual


inquiry and change, focusing on a pragmatic approach to promote entrepreneurship; combating corruption, poor work ethics and improved political and organisational leadership.

tHe ARt oF AccomplISHmentuJ is writing its third chapter about becoming a global, new generation university.Thefirstchapterfocusedon the merger, while the second depicted extraordinary achievements towards global excellence and stature. the emblem of the university of Johannesburg represents an open book. likewise, the story of the uJ Faculty of management will continue to be written as we break new ground. Retrospectively, Faculty accomplishments are explained by our three-fold response to challenges and new markets.

i. the Faculty contributes to the art of accomplishment through a tremendous amount of experimentation and innovation aimed at moving into new markets and by applying new technologies to improve the academic core. these streams of small new initiatives are pursued by small initial investments, followed by more substantial ones, or getting out, as the opportunity warrants.

ii. we favour adaptability over pureefficiency,eventhoughweoccasionally encounter less than perfect outcomes.

iii. we continuously explore multi-disciplinary problem solving, involving disciplines other than our own, such as the arts, humanities and the sciences. we reason that this approach will create innovative programmes to help future leaders imagine products and services, which fulfilamoresocialneed.Atthesame time, we stay anchored in the fundamental principles of the science of organisational management and leadership.

The2014AnnualReportconfirmstheFacultyofManagement’sfuture-fitidentity as we focus time, energy

i. Strengthen our footprint in both the private and public sectors serving Africa. thus, we will continue investment into the evolution of thought clusters repurposing the evolution of Africa from being a mere natural resource, towards a sustainable continent.

ii. embrace inter-, multi- and transdisciplinary science through global partnerships. In growing a new generation of managers and leaders in commerce, we will invest in technopreneurship and blended learning with english as the medium of instruction.

iii. to continuously realign Faculty strategy, talent management and performance management systems to the opportunities and challenges at hand.

Heartfelt appreciation is expressed to every stakeholder for their respective future-fitcontributionsandthoughtfulstewardship of Faculty resources in thepastfiscalyear.

the pixels are shaping a clear picture.

and talent on the development of sought-after organisational leaders creating legacies. In response to the demand for reputable education and applied research in commerce, the Faculty has shifted its organisational mind-set from a twelve-month administrativecycletoafive-yearstrategic perspective.

looKInG FoRwARDAs we journey towards 2020, the Faculty of management will become the Johannesburg Business School, organisedinfiveknowledgeproduction hubs stretching across three Faculty value chains (undergraduate programmes, postgraduate programmes, continuing education programmes). In so doing, we will realise the following outcomes.

Professor Daneel van Lill

ExecutiveDean:FacultyofManagement


Strategic context of the Faculty of Management

DeveLoPING FuTure-FIT LeADerShIP

SouGhT AFTer orGANISATIoNAL LeADerS CreATING LeGACIeS

PoSTGrADuATe AND reSeArCh exPerIeNCe

worThy eNTrANTS

GreAT job ProSPeCTS

CreDIbLe orGANISATIoNS

BR

An

D p

Ro

mIS

ePA

rTN

er

ING

Fo

r

FuTu

re

-FIT

Le

AD

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ShIP

FACuLTy TeAChING AND LeArNING exPerIeNCe

the strategy and the performance architecture of the Faculty are depicted above.

the Faculty envisages the “development of sought-after organisational leaders creating legacies”, missioning towards the “developingfuture-fitleadership”.Future-fitnessisinterpretedascreating a learning environment where lecturers and students alike formulate sensible future-orientated questions, source appropriate information and action sustainable solutions. the Faculty brand is grown throughpartneringforfuture-fitleadership.

the Faculty’s key performance areas (KpAs) are aligned to uJ strategic objectives and implemented by the Faculty leadership team, chaired by the executive Dean and the KPAsshapetheFaculty’sfuture-fitperformance architecture. these KPAsare:

i. Worthyentrants,definingtherecruitment of quality staff and students.

ii. the Faculty teaching and learning experience, taking centre stage in preparing 9 537 full-time students and a further 5 500 employees and small business owners enrolled in industry-customised continuing education programmes.

iii. Great job prospects, focusing on talent management, addressing

the career aspirations of students and staff.

iv. the Faculty postgraduate and research experience, preparing 1 068 postgraduates to solve macro problems within the private and public sector.

v. credible organisations, guiding the Faculty’s association with sustainable, people-orientated organisations where its graduates will continue lifelong learning.

ADAptInG to cHAnGeSince 2011, the Faculty leadership has changed course in response to fivestrategicdriversintheFaculty’smacro environment. these change driversincluded:

i. the learning drawn from the Vice-chancellor’s executive leadership programmes, which afforded many opportunities to examine global best practice, notably the importance of talent management.

ii. criticissations focused on the step changes required to achieve global excellence and stature by 2025.

vi. lowering national subsidised support to commerce education, to the beneft of science, engineering and technology.

vii. the advice drawn from a series of faculty governance and programme reviews by globally renowned professors.

tAlent mAnAGementtalent management, referring to staff and student recruitment, development and retention, is considered our principle strategic priority. this process is managed by designing and maintaining an organisational culture where stakeholders are enabled and empowered. enablement focuses on staff development and exposure, while empowerment drives a shift from the leadership of academics to leadership by academics. thus, staff and students are drawn into strategic conversations informing uJ’s 2020 strategic agenda.


Student profilethe KpA, “worthy entrants”, centres on 88% of Faculty enrolment depending on the quality and magnitude of its undergraduate intake.Theprofileofthestudentbody in 2014, compared to the 2010-baseline, is summarised below.

Since 2010, the Faculty’s undergraduate enrolment plan has complied with uJ enrolment directives by gradually managing enrolment downwards by 8% to a total headcount of 8 381 students, while increasing postgraduate enrolment by 26%. over the years, the proportion of students recruited from designated groups has stabilised at about 90%, demonstrating the Faculty’s consistent contribution to the reengineering of South African society.

First and second choice applications, reflectingmarketresponsetolearning programmes, have improved substantially despite competition among Gauteng-based universities. Substantial changes to our marketing and admissions strategy since 2012 have delivered a much improved result.

the major risks embedded in studentrecruitmentremainfirst-yearstudents’ level of preparedness for higher education. this is mitigated by continued investment in academic development and support. of further concern is that the proportion of international students has not grown beyond 4%, which deters the development of a competitive cosmopilitan scholarly community. In mitigating these risks, the Faculty hasintensifiedundergraduatebranding and marketing by increased annual investment and close collaboration with the uJ Internationalisation Division.

Staff profilethe KpA, “great job prospects”, centres on the principles of talent management as a means to address the career aspirations of graduates and members of staff. A summary of headline progress follows.

KPIs worthy entrants 2010 2014 Change (%)Student Headcount – undergraduate subsidised programmes

9 185 8 381 -8%

Student Headcount – postgraduate subsidised programmes

921 1 156 +26%

Student Headcount – Subsidised programmes

10 106 9 537 -6%

Student Headcount – continuous education programmes

3 748 4 912 +30%

1st and 2nd choice applications 18 256 25 500 +40%

Applications declined 82% 86% +4%

Students from designated groups 93% 90% -7%

International Students 4% 4% 0%

Students with an Admission point Score ≥ 35 2% 18% +16%

KPIs Great job Prospects (Staff) 2010 2013 2014

Full-time academic staff (n) 130 135 138

Full-time administrators + support staff (n) 126 92 102

Ratio of full-time academe to administrative/support staff

1.03:1.00 1.43:1.00 1.35:1.00

Ratio of full- to part-time academic staff 2.64:1.00 5.36:1.00 4.16:1.00

Academe from designated groups (%) 30% 36% 41%

Foreign Academe (%) 2% 4% 9%

AcademequalifiedatM-orD-level(%) 71% 89% 97%

over the last year, the number of full-time academic staff has grown by three positions with the proportion of administrative and support staff at a desirable 35%, by matching academic staff positions to enabling work environments.

At present, 23 academic positions, 6 administrative and 3 operational positions are vacant. A breakdown of the composition of full-time academic staff in the Faculty of management across academic job levels by end 2014 was as follows.


Category Designated Non-designated Foreign Total Proportion

executive Dean 0 1 0 1 1%

professor 1 14 3 18 12%

Associate professor 2 8 1 11 7%

Director 3 0 0 3 2%

Senior lecturer 7 19 5 31 21%

lecturer 48 33 4 85 57%

total 61 75 13 149 100%

proportion 41% 50% 9% 100%

A worthy accomplishment is that the representation of academe from designated groups has improved from 27% in 2010 to 36% by end 2013 and 50% by end 2014. A further 8% of members of academic staff are foreign specialists. A summary of headline progress follows.

Since 2011, the Faculty has gained 53 academics of whom 64 were designated recruits, 13% foreign recruits and 23 non-designated recruits.Recruitswerequalifiedat least at the master’s level, with extensive research, industry and educational experience.

colleagues continue to be recognised externally as editors ofjournalsinthefieldofbusinessmanagement, serving on ministerial commitees, receiving awards for best papers, lifetime achievements and fellowships for academic contributions.

competition among universities for critical thinkers and emotionally competent intellectual leaders is exacerbated by national investment in the Fet sector. thankfully, the quality of academic staff applications to the Faculty has improved drastically. the trade-off, however, is that designated talent, holding master’s degrees and senior management skills, comes at considerable cost. In mitigating this risk,theFacultyhas:

i. Developed and implemented a “Future-fitTalentManagementStrategy” overseen by the Vice-Dean:Researchandafull-time

Designation rank 2011 2012 2013 2014 Total %

Designated professor 1 1 2 4%

Senior lecturer 1 1 2%

lecturer 7 11 5 7 30 57%

Assistant lecturer 1 1 2%

total 9 12 5 8 34 64%

Foreign professor 1 1 2 4%

lecturer 1 3 1 5 9%

total 2 4 1 7 13%

non-designated Associate professor 1 1 2%

Senior lecturer 1 1 2%

lecturer 3 1 1 3 8 15%

Assistant lecturer 2 2 4%

total 3 1 2 6 12 23%

totals over years 12 15 11 15 53 100%

percentages over years 23% 28% 21% 28% 100%


administrator coordinating people management faculty-wide.

ii. Attended to the demand for postgraduate supervision capacity through its people Development plan, revised its promotions policy and increased investment in “growing our own timber”.

iii. Job satisfaction is enhanced through the promotion of multi-disciplinary team research. we observe that positive work-identity is fostered when academe collaborate in designing innovative organisational solutions.

iv. provided for investment to enable each professor to appoint at least one postdoctoral Research Fellow by 2015.

v. Appointed prof e de Kadt, EmeritusProfessor:Facultyof

education and former executive Director of uJ Academic Development and Support, to support the development of teaching and learning competence, especially using teaching technologies effectively andefficiently.

vi. Recognised the necessity for academic staff to maintain a healthy balance between academic priorities and the need to be involved in external consultation. the alignment of teaching, postgraduate supervision, research output and consultation is regulated in terms of a process linked to the Faculty’s talent management, promotion and performance management systems.

vii. Actively manages a paradigm shift from the leadership of academics to leadership by academics. the mobilisation of intellectual leadership, especially among the emerging generation of new academe has kicked off with the Dean’s leadership Development programme involving both academe and administrators.

GRoomInG GReAt GRADuAteSthe KpA, “great job prospects”, focuses on the career aspirations of graduates. A summary of headline progress follows.

Great Job Prospects KPIs 2010 2011 2012 2013 2014 Change

UndergraduateQualifications 1 460 1 620 1 921 1 890 1945 +3%

Honours Degrees 255 302 336 371 458 +24%

master’s Degrees 88 62 62 84 59 -27%

Doctoral Degrees 9 14 20 13 7 -46%

PostgraduateQualifications 352 378 418 468 524 +12%

Totalqualificationsconferred 1 812 2 012 2 339 2 358 2 469 +5%

Graduate employability - - 86% 89% Awaited +1%

Undergraduatequalificationsconferred in 2014 account for 78% of the Faculty’s graduate output and grew by 3%. A satisfactory growth (12%)inpostgraduatequalificationsconferred is observed from 2013 to 2014, notably at the honours level

(24%), and unfortunately, a worrying drop in master’s and doctoral output. overall, a year-on-year improvement of 5% is reported. Graduate employment within 12 months following graduation has improved from 86% in 2011 to 89% in 2013.


Global excellence and stature Faculty partnerships around the world

Australia

Belgium

Botswana

Brazil

cameroon

canada

chile

china

congo

egypt

Finland

France

Germany

Ghana

Hong Kong

India

Iran

Ireland

Italy

Japan

Kenya

lesotho

maitland univ.

mexico

morocco

mozambique

namibia

netherlands

new York

new Zealand

nigeria

norway

penn State univ.

poland

portugal

Romania

Russia

Rwanda

Scotland

Senegal

Singapore

South Africa

South Korea

Spain

Sweden

Switzerland

turkey

thibet

uganda

united Arab emirates

united Kingdom

united States of America

Zambia

Zimbabwe



The Undergraduate Teaching and Learning experienceHeadline results – flowing from investing a tremendous effort into the Faculty teaching and learning portfolio, led by Vice-Dean Prof Jane Spowart over the last four years, in collaboration with the Faculty Academic Committee – are summarised below.

KPIs Teaching and Learning experience 2010 2013 2014 Change

Programmereviewstoimproverelevanceandefficiency 0 49 22 72% reviewed

number of undergraduate programmes 44 41 39 Dropped 3

number of postgraduate programmes 83 68 58 Dropped 10

Investment in academic development and support R9 m R15 m R18m +R3m

Senior tutors and tutors appointed 86 141 179 +27%

Success Rate – Subsidised undergraduate programmes 78% 83% 84% +1%

Success Rate – extended undergraduate programmes 82% 87% 87% 0%

Diploma throughput (%, within 5 years) 42% 36% 53% +17%

Degree throughput (%, within 5 years) 51% 50% 54% +4%

SUBSIDISEDPROGRAMMEQUALIFICATIONMIxOurProgrammeQualificationMixrangesfromdiplomatodoctoralprogrammes.Thesemaybeviewedathttp://www.uj.ac.za/EN/Faculties/management/Documents/ Fom%20undergraduate%20Brochure.pdf. Theseincludefiveextended(four-year)Diplomaand11Diploma(three-year) programmes. Also, an extended (four-year) Bachelor’s degree and 22 Bachelor’s degree (three-year) programmes. At the postgraduate level, we offer 17 honours, 24 master’s and 17 doctoral programmes. A further 74 continuing education programmes are presented within companies or to budding entrepreneurs.

Enrolment across UJ campusesProgrammeenrolmentsarespreadacrossthefourUJcampuses:Aucklandpark Kingsway campus (46% of enrolment), Soweto campus (31%), Auckland park Bunting Road campus (22%), and Doornfontein campus (1%). Steady enrolment growth is observed at Soweto campus in programmes in Business management, Human Resource management, Small Business management and public management and Governance.


Enrolment across programmesmost enrolments were in degrees programmes (55%), followed by diploma programmes (45%). the distribution of degree and diploma enrolments, across Faculty of management knowledge production hubs, are tabulated below.

popular degree programmes included the BA in Human Resource management, the BA in public management and Governance, the Bcom in Human Resource management, , the Bcom in entrepreneurship, the Bcom in logistics management, the Bcom in marketing management, the Btech in Business Administration, the Btech in logistics and the Btech in transportation management.

popular diploma programmes included the Diploma in logistics and the Diploma in Human Resource management.

International EnrolmentInternational students, mainly from Africa, accounted for about 4% (394) of total enrolment, mostly attracted by the knowledge production hub on private Sector management & leadership (35%), consumer Intelligence and Information Systems (28%), people leadership (18%), transport and Supply chain management (12%) and public Sector management & leadership (7%).

Knowledge Production hub unit Degrees Diplomas Total

consumer Intelligence and Information Systems

Department of Applied information Systems

Department of Information Knowledge management

Department of marketing management

centre for Information Knowledge management

14% 11% 25%

private Sector management and leadership

Department of Business management

School of tourism and Hospitality

centre for Small Business Development

centre for Social entrepreneurship and the Social economy

11% 16% 26%

public Sector management and leadership

Department of public management and Governance

centre for public management and Governance

School of public Sector leadership

14% 0% 14%

transport and Supply chain management

Department of transport and Supply chain management

Institute for transport and logistics Studies (Africa)7% 11% 19%

people leadershipDepartment of Industrial psychology and people management

centre for work performance10% 7% 17%

Enrolment by raceAfrican students accounted for 84%, coloured students for 4%, Indian students for 4% and white students for8%ofthetotalstudentprofile.Students with disabilities accounted for0.4%ofthetotalstudentprofile.


contInuInG eDucAtIon pRoGRAmmeS

Knowledge Production hub unit enrolment (n)

enrolment (%)

Consumer Intelligence and Information Systems





498 10%






726 15%





111 2%



Institute for transport and logistics Studies (Africa)

3106 63%

People Leadership Department of Industrial psychology and people management

centre for work performance

501 10%

the Faculty offered 83 continuing educational programmes (cep) in 2014 on demand involving close to 5 000 enrolments. Some of the porgrammmes act as bridging programmes to allow students the opportunity to move from a national Diploma into Bahelors degree or Honours programmes.

ceps are subject to rigourous quality management, from approval to

regular reviews of relevance and administraive justice, similar to formal subsidised programmes. the range of ceps on offer and contacts may beviewedathttp://www.uj.ac.za/EN/Faculties/ management/Documents/Fom-cep-Brochure.pdf. the distribution of continuing education enrolments, across Faculty of management knowledge production hubs, are tabulated below.

ImpRoVInG tHe ReleVAnce AnD FInAncIAl SuStAInABIlItY oF ouR pRoGRAmmeS

An internal review of undergraduate programmeefficiencyin2011showed that 49% to 85% of students graduated from 3-year undergraduate programmes within fiveyears.ThereweresimplytoomanyweakprogrammesfloatingintheProgrammeQualificationMixcharacterised by questionable market relevance, throughput rates and financialviability.

we implemented actions to improve both the relevance and throughput andfinancialsustainabilityofundergraduate learning programmes. these actions included rigorous programme reviews and realignment of programmes within the Higher

EducationQualificationsFramework.Reviews are also informed by Advisory committees or professional Regulatory bodies, pending the nature of the porgrammes.

WeintensifiedinteractionwithuJ Academic Development and Support, the postgraduate centre and the library; setting higher entrance criteria and putting innovative teaching and learning practices such as the First Year experience, a tutor System and an orientation programme in place. Student progress was monitored and investment adjusted accordingly, supported by an internally developed riskprofileoffirst-yearstudents.

As a result, 8 undergraduate and 15 postgraduate programmes were deleted from the Faculty programme qualificationmix.Byend2014,theimprovement plans of the majority of remaining undergraduate programmes had served, and Senate had approved amendments for implementation in 2015. From 2010 to 2014, the average undergraduate success rate has improved from 78% to 84%, diploma programme throughput had improved by 2014 to 53% (+17%) and degree programmes to 54% (+4%). the Faculty gratefully acknowledges uJ’s Division for Academic Development and Support for its sterling commitment and hearty collaboration.


unDeRGRADuAte outputA total of 1 981 graduandi and diplomandi graduated from the Faculty of management in 2014, representing 22% of the uJ undergraduate output. trends in undergraduate output across knowledge production hubs from 2010 to 2014, are shown below.

of interest is that graduate output destined for private Sector management and leadership has dropped since 2010, being overtaken by consumer Intelligence and Information Systems in 2014 by a 10% lead. transport and Supply chain management have managed a satisfactory increase in about 55undergraduatequalificationsyear-on-year, positioning them among the top 3 faculty contributors to graduate output.

public management and leadership has also a satisfactory growth at a rate of 46 undergraduate qualificationsyear-on-year.

people leadership, however, has performed consistently over the last fiveyears,showingamodestincreaseof 13 undergraduates per year.

moDule SucceSS RAteTheModuleSuccessRatereflectshow many modules a student has passed and is expressed at a percentage of the number of modules enrolled for. the gradually improvement of module Success Rates from 2010 to 2014 is shown bottom left.

2010 2011 2012 2013 2014

568

335

260

255

42

522

379

298

334

97

544

298

109

385

522

455

391

337

185

482

437

318

270

uG consumenr Intelligence and Information Systems

uG people leadership

uG private Sector management and leadership

uG public Sector management and leadership

uG transport and Supply chain management


It is gratifying to note that the module Success Rate has improved byabout4%overthelastfiveyears,now peaking at a most encouraging 84%. this improvement is explained by our efforts to recruit better quality students through stringent admission requirements which increased the proportionoffirstyearstudentswith an Admissions point Score of at least 35 from 11% to 19% of the firstyearintake.Thesestudentsaresupported by a number of initiatives (discussed under the next section) in which we invest approximately R12 million a year. Finally, we maintain an intensive focus on high quality teaching and learning in the course of the year – never slacking down.

unDeRGRADuAte QUALITyImpRoVementS

CitizenshipAll degree and diploma students are introduced to topics related to citizenship. this is integrated into undergraduate modules, primarily in Business management, as nearly all the faculty students attend these. where this is not the case, the students obtain this information where appropriate. An integrated approachcontextualisedtothefieldof study is considered a more realistic methodology of implementation than stand-alone modules. each week topics are included in the lectures. these include, among others, personal and professional citizenship such as values and ethics in personal and professional conduct, honesty, integrity, respect, tolerances, business ethics, human rights, corporate citizenship and other relevant topics.

Community Engagementundergraduate programmes are also marked by impactful community engagement programmes, such as participation in the enActuS initiative, the elton Johan Bakery project, and the ep Bauman community engagement project, acknowledged among the best of uJ community engagement projects in 2013 and 2014.

Entrepreneurshipthere is no doubt about the importance of entrepreneurship as a long-term solution to tackling SA’s unemployment crises. the empowerment of young people is not an option; it is a national imperative. the notion of “entrepreneurship” is reasonably well understood. However, being entrepreneurial at ground level and scaling up a newly established enterprise remains a weakness. cold fact is that that the Global entrepreneurship monitor reports that SA has the lowest level of early-stage entrepreneurial activity. In addition, that most potential entrepreneurs are too scared to enter the market, because of the fear of failure.

It is well recognised that education and training are among the most important factors to stimulate entrepreneurial activity, because knowing how to, helps one to overcome fear. Best practice in entrepreneurial development focuses on equipping a person with competencies of the head and the heart, and especially being taught by those who have succeeded.

the uJ’s Faculty of management focuses on, and invests in entrepreneurship at the undergraduate level. the Bcom entrepreneurship and the Diploma (Small Business Development) are both being positioned as programmes carrying the mark of global excellence and stature attracting highly talented students, stretching across continents and being mentored by locally successful entrepreneurs.

our undergraduate teaching and learning portfolio is enriched by, for example, the centre for Small Business Development (cSBD), hosting an Annual Soweto conference on entrepreneurship and Small Business Development centred on leadership in emerging economies, entrepreneurship and knowledge management. In 2013 and 2014, over 2 000 delegates representing 22 countries participated, including adresses by the South African president, seven

78.7%

78.0%

81.5%

82.8%83.8%

Diplomas

Degrees

Faculty

2010 2011 2012 2013 2014


national ministers and renowned executives.

A major contribution of the cSBD in 2013 and 2014 was the launch of the Vice-chancellor’s Innovative Business Idea Awards in partnership with the national Development Agency. Awards ranged from R100 000 to R20 000, aiming at growing a culture offuture-fitentrepreneurshipbypromoting student business start-up ideas and venture creation across uJ.

the cSBD also hosts the uJ/Raymond Ackerman Academy of entrepreneurial Development – a once-in-a-lifetime opportunity to study at uJ’s Faculty of management, sponsored at minimal cost to students. Raymond Ackerman, patron of this initiative, conferred 120certificatesattheSoweto campus in 2014.

undergraduate programmes are also marked by impactful community engagement programmes, such as participation in the enActuS initiative, the elton John Bakery project and the ep Bauman community engagement project, acknowledged as among the best of uJ community engagement projects in 2013 and 2014.

the centre for Social entrepreneurship and Social economy hosted an enlightening colloquium, opened by former minister trevor manuel, on the status quo of the social economy, focusing on cooperatives, the impact of legislation on the success or failure of these cooperatives by including international perspectives and experiences.

the Faculty of management was delighted when Dr Richard maponya decided to take hands with uJ in growing what has become dear to us – moving our country, our continent and the common good to a higher level.

the link between uJ and the Richard maponya Institute is fostered through uJ’s commitment to Soweto – there for all to see in the performance and looks of our Soweto campus where the centre for Small Business Development and the Department of Business management are located. the uJ Faculty of management

conferred a uJ Honorary Doctorate on Dr Richard maponya in 2010. Since the Annual Soweto conference on entrepreneurial Development in townships runs parallel to Dr maponya’s approach in empowering the marginalised, the uJ community has decided to rename the Annual Soweto conference to the Dr Richard maponya Annual Soweto entrepreneurship conference.

First Year Experience (FYE) programmethe First Year experience (FYe) programme began with orientation inthedepartmentsduringthefirstweek on campus and is integrated intothefirstyearofstudy,primarilythefirstsemester.

the FYe continues to be improved asapositivewayofimprovingfirstsemester test results. cold fact is that students who engage and feel that they have adjusted to university life withinthefirstsemesterhaveafarbetter chance of being retained and achieving an overall good success rate.

FYe interventions include topics, such as using academic language and writing effectively; how to use tutor sessions effectively; computer proficiency;timemanagement;study skills; memory strategies; note taking; and preparing and writing assessments and examinations. Support on a personal basis is by way of topics, such as personal development; psycho-educational workshops that are available, such asconflictmanagement,effectiveleadership, understanding diversity, adjusting to university life, plagiarism and academic dishonesty and where the support is offered. Students who experience personal problems and need career advice are directed to the services of psycaD.

explaining the purpose of tutoring and stressing the necessity of class attendance have contributed to the improved success rates among firstyears.

with the assistance of ms mardia Siertsema, who has been engaged to work on the FYe project, “tests” were required at 3-4 weeks to establish if the students were settling in and to

establish who was immediately at risk. these students were called in and issues were discussed. Students who had achieved were also contacted to encourage them to keep up the good start. She further analysed the nBts and the ApS scores but, unfortunately, too few nBt results were available to make this of much value at the time.

First Year Seminarthe First Year Seminar is based on previous years where the departments welcomed the students and introduced them to the “in-and-outs” of the workings of the specificdepartmentaswellastheuJ. the use of tutors and senior students is encouraged. In some cases, presentations by the various academic and development support units were included but we are mindful of information overload. these presentations included the talks from the library and Information centre, the Reading and writing centre, psycaD, and protection Services. this was followed by the departments introducing the students to their respective lecturers, receiving their timetables, and an explanation of how the university operates. the day ended with a fun activity where students “got to know each other” with the intention of having the students feel more “at home” and engaged,andfinally“TheAmazingRace”, which encouraged students to establish where critical venues were located on their “home” campus. these have become well organised and seem to engage those students who attend. the attendance rate was approximately 50%.

the executive Dean welcomed the students to the Faculty by hosting two ceremonies in the Sanlam Auditorium on ApK. the campaign labelled “can you see it” was introduced with an exciting presentation of what the university traditions were a graduation ceremony, and a video of the campuses and important academic aspects to know from the start. the idea was to engage the students psychologically so that they could see themselves walking the stage in three years’ time at graduation. this was well received although only 60% of students attended.


Recognition of student achievementsmr Sizwe mkwanazi, presently registered for mtech in management Services with an undergraduate Btech in management Services and nD in Small Business management (cum laude) was awarded the Abe Bailey Bursary, which enabled him to go on an academic tour to the united Kingdom, representing uJ. Sizwe has achieved amazing recognition, surpassingmanystudents.In2014he:

• Achieved uJenius membership 2014, university of Johannesburg,

• presented at the uJ postgraduate Symposium 2014, university of Johannesburg;

• Received the enactus South Africa Alumni of the Year Award 2013/14 from enactus South Africa;

• was a delegate at the 5th university Scholars leadership Symposium 2014, cambodia;

• was a delegate at the one Young world Summit 2014 Dublin, Ireland;

• was awarded a mandela Rhodes Scholarship, the youngest ever recipient; and

• was appointed as Assistant lecturer in the Department of Business management.

the uJenius club was formed in 2011, but only named in 2012. In 2014, 25 students in the Faculty achieved the required 75% average, with no module less than 70% in the previous year of study and are registered in 2015 and so qualify to join the uJenius club.

Recognition of top achievers is acknowledged by the various departments where award funtions are held. these studnets may be invited to attend conferences, be involvedintutoring,bethefirsttobenotifiedofworkopportunities,takento cultural events, honoured with membership of departmental clubs, and acknowledged with photographs at the department. Several students were recognised and were extended an invitation to become members of the Golden Key Society.

Service LearningService learning (Sl) is a curriculated learning experience (often of shorter duration than wIl), usually occurring

in a community setting. It is also credit-bearing and assessed. the aim is to engender a sense of civic responsibility and an understanding of society and its issues. Sl is always reciprocal in that both the community and the student should derive benefitandbothpartiesareseenas‘equal’ partners in the process. Small Business management students are involved in numerous community projects as are those in Hospitality management.

Student Evaluation Reportsthe quality of lecturing of all academe are subjecte to students’ evaluation every two years. the results are examined at Faculty level, followed by workshops in collaboration with the unit for professional Staff Development to mitigate risks. A summary of staff evaluation repports generated in the course of 2014, is tabulatted below.

Knowledge Production hub unit evaluations (%)

Consumer Intelligence and Information Systems (156%)





125%

188%

185%

Private Sector Management and Leadership (104%)





134%

53%

Public Sector Management and Leadership (100%)




100%

Transport and Supply Chain Management (23%)



23%

People Leadership (26%) Department of Industrial psychology and people management


26%


TutoringAn increased tutor budget enabled more students to attend tutoring sessions in small groups. In 2014, a total of 19 senior tutors and 160 tutors, as well as strategic tutors were appointed. tutors are trained by the Academic Development centre (ADc), as are the lecturers in optimising the value of tutors as their assistants.

tutors help with the application of what was taught in theory lectures. Whileitischallengingtofindcommitted tutors, many students realise the value in assisting fellow studentsaswellasthebenefitstothemselves.Morespecifically,tutorsbenefitbylearninghowtointeract with peers, staff and trainers, ultimatelybenefittingtheirCVs.

the constant evaluation of the student, tutor and lecturer experience of the tutor programme showed overall positive responses from all stakeholders. challenges remain, such as attendance by students, student preparation for these sessions and support from lecturers.

Winter SchoolSeveral departments held additional classes during the winter recess to assist students in preparing for supplementary assessments. this paid off and many students achieved a good module pass rate.

Work Integrated Learningwork Integrated learning (wIl), in its traditional format, is a curriculated, authentic workplace learning experience in an approved industry that is monitored and assessed. the aim of wIl is to enhance the students’learninginthefieldofstudy, where aspects are best learned in an actual workplace. the students in the national Diplomas in Hospitality management, tourism management and Small Business management provide such opportunities.

Professor jane Spowart

Vice-Dean:TeachingandLearning

other forms of wIl, according to the cHe Guidelines for Good practice (2011), include work-directed theoretical learning; problem-based learning; project-based learning and workplace learning. In the Faculty, there are a number of project-based learning activities where departments present students’ “real” projects to industry partners. these are presented in the Departments of Information and Knowledge management and Applied Information Systems. other activities, such as the Direct Selling Association project (DSA), are a form of workplace learning for the marketing management and Retail management diploma students. A further form of this methodology is the projects carried out by the entrepreneurship students where they have to start a business without any funds. A pilot project with the nD Human Resource management students was introduced where they spent a week in the workplace providing a valid, practical learning experience. Departments, as they recurriculated, now include a practical component where the students need to interact with business organisations. this is very positive.

Allfinalyearundergraduatestudentsare expected to attend three workshops presented by the career service division of psycAD. these include compiling a cV, job search skills and preparing for an interview, thus preparing them for their entry into the world of work.

looKInG FoRwARDIn view of the uJ strategic intent to achieve global stature and excellence, the Faculty will continue to:

i. enrich undergraduate offerings by establishing a sustainability footprint across faculties.

ii. enrich our curricula with pan-African content.

iii. Advance our student experience in teaching, learning and research by growing internal capacity to apply teaching and learning technologies

All staff, whether an academic, secretary,administrator,officestaffmember, student assistant, tutor, together with the support of the uJ executive Directors and their respective teams are acknowledged and thanked.


Advancing Postgraduate and Research ExperiencesThe KPA, “postgraduate and research experience”, serves as a pull factor in the Faculty’s future-fit strategy. Vice Dean Prof Gert Roodt leads the Faculty postgraduate and research portfolio in collaboration with the Faculty Higher Degrees Committee and the Faculty Research Committee.

OverthelastfiveyearstheFacultyhas conferred 2 106 postgraduate degrees. postgraduate degree output grew from 352 degrees in 2010 to 498 in 2014 – on average, 9% annual growth. In 2014, 498 postgraduatequalificationswereconferred, representing 21% of the uJ postgraduate output.

Since 2010 the Faculty has contributed accredited 896 publications, worth 572 subsidised research credits. Accredited research output grew from 68 credits in 2010 to 161 in 2014 – on average, 27% annual growth.

A summary of headline progress follows.

research KPIs 2010 2011 2012 2013 2014

Input

Honours enrolment 453 513 569 626 713

master’s enrolment 337 295 229 323 336

Doctoral enrolment 95 113 102 101 84

postdocs and full-time Doctorates 0 0 1 10 11

pG programme Reviews 0 0 0 0 4

Int. / national conferences hosted 2 3 6 3 3

nRF-Rated Scholars 3 3 3 6 11

new pG programmes 0 0 0 3 2

Investment (Internal to Faculty) R1 317 187 R3 153 535 R3 539 498 R6 170 769 R8 147 157

Investment (external to Faculty) none R1 886 000 R927 810 R511 000 R790 129

total investment R1 317 187 R5 039 535 R4 467 308 R6 681 769 R8 937 286

output – Postgraduates

Honours graduates 255 302 336 371 458

master’s graduates 88 62 62 84 59

Doctorandi 9 14 20 13 7

output – research

Research output – titles 68 173 205 190 261

total DoHet credits 67 118 112 115 161

-Publications:ISIandIBSS 11 (17%) 59 (50%) 67 (60%) 36 (31%) 62 (39%)

-Publications:SAJournals 32 (49%) 38 (32%) 28 (25%) 42 (36%) 49 (30%)

- conference proceedings 18 (26%) 20 (17%) 17 (15%) 36 (31%) 49 (30%)

- Books and Book chapters 5 (8%) 2 (1%) none 2 (2%) 2 (1%)


poStGRADuAte outputthe range of postgraduate degrees conferred by the Faculty may be viewedathttp://www.uj.ac.za/EN/Faculties/management/Documents/uJ_Fom_postGrad_Brochure2016.pdf. Since 2010, postgraduate degrees were predominantly conferred in Honours degrees (1 714, 81%), growing from 255 to 458 graduates. master’s degrees output (about 16% of total output) has declined from 88 to a troubling 59 graduatesoverthelastfiveyears,dropping at a rate of about 6 degrees year-on-year. moreover, doctoral output, accounting for about 3% of postgraduate output, has varied considerably, peaking in 2012 with 20 doctoratesandthenflattenedto7doctorates by 2014.

Balancing the demand for, and supply of supervision capacitypostgraduate quality is regulated by afinebalancebetweenthedemandfor, and supply of postgraduate supervision capacity.

the Faculty determines the demand for postgraduate supervision capacity by calculating the number of

postgraduate credits generated from research projects supervised towards completion. According to this model, each honours or Btech research project is considered worth 0.25 credits; a masters mini dissertation 0.50 credits; a research-based master’s dissertation 1.00 credit and a doctoral thesis, 3.00 credits.

the supply of postgraduate supervision capacity is calculated as Senior lecturer units (Slus). In the Faculty of management context, a lecturer is considered as 0.5 Slu, a senior lecturer 1.0 Slu, an associate professor 1.5 Slu and a full professor 2.00 Slu. our current full-time staff compliment equates to 124 Slus.

In terms of performance management, excellent professors contribute at least 4.00 credits per year and average professors, 2.00 credits per year. Similarly, an excellent senior lecturer will contribute 2.25 credits per year, and an average senior lecturer, 1.00 credit per year.

the Faculty contributed 197 postgraduate output credits per 124 Slus in 2014. At this rate of 1.59 postgraduate credits / Slu, the faculty is rated “Very Good” when measured according to uJ standards.


Honours master’s Doctoral

40

77

68

93

105

79 84

77

6466

42

23 2429

40

30

1 1 1 1 1 1 1 2 2 1 13 2 3

8 8

23

73 2

8 6 64 5

8 83

15

85

22

29

16

4348

52

70

43

56

74

88

146

51

41

62

7471

consum

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2011

2011

2011

2012

2012

2012

2012

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2013

2013

2013

2013

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2014

2014

2014

2014

2014

people

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ip 20

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Postgraduate output over Knowledge Production HubsAn analysis of the contribution of honours, master’s and doctorates qualificationsbythefiveKnowledgeproduction Hubs from 2010 to 2014 is shown below.

Overthepastfiveyears,Peopleleadership contributed most postgraduatequalifications.Next,

private Sector management and leadership (403, 19%), consumer Intelligence and Information Systems (424, 20%) and public Sector management and leadership (403, 19%). transport and Supply chain management contributed least (305, 14%).

Analysis of the output of postgraduate credits relative to Slu capacity enriches ones perspective on managing Faculty goals towards 2020.


Knowledge Production hub

unit 2010 2014Credits per SLu






20 41 1.56





centre for Social entrepreneurship

37 52 1.16





8 48 6.79




8 19 1.88

People Leadership Department of Industrial psychology and people management


71 48 1.56

Four knowledge production hubs have improved their output since 2010. public Sector management and leadership has performed exceptionally well at 6.77 postgraduate credits per Slu.

people leadership, however, has suffered a decrease over the last fiveyears,initiallygrowingfrom71postgraduate credits in 2010 to peak at 88 credits in 2012 at a productive 2.88 credits per Slu. thereafter followed by a rapid drop to an all-time low of 48 credits by 2014 at 1.56 credits per Senior lecturer unit.

A poStGRADuAte StRAteGY empHASISInG QUALITyRESEARCHAn internal review of postgraduate programmeefficiencyin2011identifiedsubstantialvariationamongprogrammes, showing that only half

of each cohort graduated within the minimum required years of study.

In moving forward, a strategic review of postgraduate programmes was conducted, focusing on international and national competition, benchmarking and positioning. In response, the Faculty Higher Degrees committee has tightened postgraduate governance in terms of rigorous selection and supervision practices, as well as student monitor and support measures.

the postgraduate system was cleaned up, where after, a comprehensive postgraduate programme review was conducted by a review panel chaired by prof Robert Roe from the university of maastricht and president of the european Federation of psychologists’ Associations. Advice on taking our postgraduate productivity to the next level is being implemented.

the Faculty invested more in multidisciplinary research themes than in single department-based projects and in supporting collaborative communities functioning in the middle ground between the university and industry.

Spinoffs of research capacity development resulted in strong initial growth in subsidised research output from 2010 (67 credits) to 2013 (112 credits) and an all-time high of 161 credits in 2014.

the number of nRF-rated researchers has steadily grown from 2 to 11 from 2010 to 2014, while the value of nRF grants secured by younger researchers has also grown. As more external funding was sourced, the pressure on internal funding was reduced.

current and emerging areas of high impact research in the Faculty of management are tabulated below.



Department


DepARtment oF ApplIeD InFoRmAtIon SYStemSThemes

• It project management Knowledge and wisdom

• Innovative pedagogical approaches aimed at Information technology students

Lead researchers

• ProfCarlMarnewickisanestablishedresearcher(NRFRating:C3);GoogleScholarcitations:143 citations and H-index is 5; has successfully supervised 12 master’s students to graduation; peerreviewerfornationalandinternationaljournals.InterestedinITprojectsuccess,benefitsmanagement/realisation, sustainability of It Systems, and It adoption in townships.

• Dr Venu madhav Kuthadi has 9 Google Scholar citations and an H-index of 2, editor of an international journal and reviewer of international and national journals. Interested in data bases, data ware housing, data mining, data streams, as well as association rules.

• ms Jacqui chetty has 11 Google Scholar citations and an H-index of 2, has successfully supervised one master’s; is a thuthuka, as well as a nRF sabbatical grant holder. Interested in pedagogical approaches to computer programming; educational design; innovative technology and teaching & learning,aswellasmetacognitionanditsrole/influenceonlearners.

• Dr Barnabas Gatsheni has successfully supervised 5 master’s students; peer reviewer for South African journals.InterestedincomputationalIntelligenceandinsolvingroadtrafficcongestioninGautengusing computational intelligence.

• DrKennedyNjengaisayoungEmergingResearcher(NRFRating:y2)andmemberoftheworkgrouponInformationSystemsSecurityResearch:InternationalFederationforInformationProcessing.Hehas citations 6 citations with an H-index is 1; has successfully supervised 4 master’s students and peer-reviews for national and international journals. Interested in behaviour and cognitive aspects in information systems security, privacy, controls and policy in information systems security, and information security management in small to medium enterprises.

DepARtment oF InFoRmAtIon AnD KnowleDGe mAnAGementTheme

• competitive Intelligence

Lead researchers

• prof martie mearns is a specialist in Research methodology, and Advanced Knowledge management. She has published 17 articles in refereed journals, delivered 21 conference papers at both local and international conferences. She has successfully supervised a doctoral and 10 master’s degrees. Her Google Scholar H-index is 5.

• prof tanya du plessis specialises in competitive intelligence, innovation ecosystems, organisational learning management systems, and legal research. She has 18 articles in refereed journals; delivered 36 conference papers at both local and international conferences, published four articles in industry journals and has contributed to 15 academic books. She serves on the editorial Board of two journals. She has supervised 3 doctorates and 9 master’s degrees to completion.

• Dr Zenia Barnard is a postdoctoral Research Fellow focusing on establishing an interdisciplinary paradigm for Knowledge and Innovation management. Dr Barnard investigates how lateral areas of undiscovered ideas, concepts and relationships can be unlocked by means of knowledge management and collaboration to support innovation.



Department


DepARtment oF mARKetInG mAnAGementThemes

• Relationship marketing

• online marketing

• consumer Behaviour

• Services marketing

• Social marketing.

Lead researchers

• prof Roberts-lombard, also Deputy HoD on the ApK campus and the programme manager for master’s and doctoral studies in the Department. He lectures customer Relationship management (cRm), and customer management. He specialises in Relationship marketing and Services marketing and has published 55 articles in refereed journals, delivered 75 conference papers at both local and international conferences, published 14 articles in industry journals and has been nominated for and won four academic paper awards at international conferences. He is the editor and Associate editor of 5 international and local journals, and has contributed to 15 academic books over the past 7 years. He has successfully delivered 4 doctoral students and 13 master’s degree students. His Google Scholar H-index is 8.

• prof christine de meyer is the Head of Department of the Department of marketing management. Her research focus areas include services marketing and customer retention. She has successfully supervised 8 master’s students and a phD student. She has published 12 accredited articles in both national and international journals, including the prestigious Journal of Services marketing and 30 accreditedconferencepapers;aswellasfivechapersinbooks.ProfDeMeyerwasawardedthe“emerging Researcher Award” at the Faculty Future-Fit awards in 2012; has received a best paper award at the International SwAm conference, and best paper “silver” award at the 34th South African marketing Research Association conference. In 2015 she received a Y-rating from the nRF, and currently has a Google Scholar H-index of 4.

• prof mercy mpinganjira is the Head of Research in the Department of marketing management. She teaches marketing management and is involved in supervision at the master’s and doctoral level. Her research interests are in the areas of e-marketing and Buyer behaviour. Her publication record includes 30 refereed journal articles and 8 book chapters. His Google Scholar H-index is 3.

high Impact journal Publications

• Mpinganjira,M.(2014).Understandingonlinerepeatpurchaseintentions:Arelationshipmarketingperspective. Journal of Contemporary Management Issues,19(2):117-135.

• Mpinganjira,M.(2014).Theinfluenceofonlinestoreinteractivityoncustomers’shoppingexperience:Anempiricalinvestigation.JournalofContemporaryManagement,11:593-612.

• Roberts-lombard, m. & Gaworek, H. (2014). contextualising an argument for two disciplines. Journal of Business and Economics,5(3):411-423.

• Roberts-lombard, m. & nyadzayo, w. (2014). A conceptual framework to improve customer retention at motor dealerships in an emerging economy. Asian Journal of Science and Technology, 4(12):001-010.

• conradie, e., Roberts-lombard, m. & Klopper, HB. (2014). Brand awareness in the services sector influencedbyeightinternalmarketingelements.Journal of Global Business & Technology, 10(1):10-22.

Awards

• BestPaperAward:Dube,B.&Roberts-Lombard,M.(2014).Aguidingframeworkforstreamliningthechoice of method and planning in focus group research in South Africa. 25th International Business Research conference, cape town, South Africa.

• BestPaperAward:Musandiwa,J.&Mpinganjira,M(2014).CommitmenttoMarketingStrategiesinCooperativeBusinessArrangement:RoleofAppropriateIntelligenceGenerationandInclusiveparticipation. 2014 International conference on marketing concepts to Applications, Faridabad, India. the conference was sponsored by the Indian council of Social Science Research.



Department

private Sector management & leadership

DepARtment oF BuSIneSS mAnAGementThemes

• entrepreneurship

• Business ethics

• Strategic management

• critical management Studies

Lead researchers

• prof cecile nieuwenhuizen, the HoD of the Department of Business management, research interests are in entrepreneurship, where she has contributed numerous books, book chapters, conference papers and journal articles. She has succesfully supervised master’s and doctoral students in the areas of strategic management and business ethics. She currently has a Google Scholar H-index of 10.

• prof Geoff Goldman is the coordinator of the full research master’s and doctoral programmes. He has supervisednumerousmaster’sstudentsinthefieldsofstrategicmanagement,businessethicsandsmallbusinessmanagement.HisresearchinterestlieswithinthethefieldsofCriticalManagementStudies (which include business ethics, morality in business and indigeneous knowledge systems). He currently has a Google Scholar H-index of 4.

• Dr Darelle Groenewald is the coordinator of the mcom Business management programme on ApK. Her research interest is in corporate entrepreneurship and she has also supervised postgraduate students in the area of business ethics. She currently has a Google Scholar H-index of 5.

• DrShepherdDhliwayoresearchinterestsandsupervisionofpostgraduatestudentsliewithinthefieldof Small Business management. He currently has a Google Scholar H-index of 4.

ScHool oF touRISm AnD HoSpItAlItYThemes

• Business tourism

• cultural tourism

• environmental change & tourism

• Hospitality education

• Hospitality management

• local economic Development

• nutrition

• Smme Development

• Social Justice and Sustainability in toursim

• tourism Development

• tourism marketing

Lead researchers

• prof chris Rogerson is the Head of tourism Studies at the School of tourism and Hospitality at uJ. Hiscorecurrentresearchinterestsarefocussedaroundthreekeythemes:localandregionaleconomicdevelopment, small business development and tourism enterprises. He has supervised 46 master’s and 7 phD students to completion. chris has over 360 publications to his name. His publications have been cited 7 095 times and he has a Google H-index of 42.

• prof Daneel van lill is the executive Dean of the Faculty of management. His research interests focus on talent management in the service industry. He has supervised 12 master’s and 2 phDs to completion. He has 34 publications to his name, cited 150 times at a current Google H-index of 7. HeisaFellowofthePan-PacificBusinessAssociation.


• Publishedinseveralleadinginternationaltourismjournalsincluding:AnnalsofTourismResearch,current Issues in tourism, International Journal of contemporary Hospitality management, tourism Review International, and tourism Geographies.

• Awards & Recognition

• professor chris Rogerson was elected on basis of scholarship in 2014 to membership of Academy of Science of South Africa (ASSAf).



Department

public Sector management & leadership

DepARtment oF puBlIc mAnAGement AnD GoVeRnAnceThemes

• Sustainable policy management

• the relationship between good governance and sustainability

• Sustainable democratic local governance

• Sustainable public participation

• Sustainable public service delivery

Lead researchers

• prof Fanie cloete is a professor in public Governance whose research career has spanned 22 years. He has extensive career experience in four government departments in the South African public sector over another period of 17 years. His research interests are strategic and operational policy management issues. He has supervised 15 doctoral students and 39 master’s students to completion. prof cloete is a nRF c3-graded researcher, has published 57 accredited articles and 30 other academic published contributions.

• prof christelle Auriacombe has supervised 99 doctoral degrees and 17 master’s degrees to completion. She serves on the editorial boards of numerous national and international accredited journals. She specialises in research methodology, applied ethics in the public sector and the political/administrative interface in the role of higher civil servants. She has published 64 accredited articles and 20 other contributions. She is currently involved in workshops for novice researchers as an extensive research programme to improve publications of novice authors and junior academics in public administration and management. She is also increasingly focusing on the improvement of joint publications of South African and African authors to improve governmental sustainability in Africa.


• prof maureen pirog has published four articles in the Journal of policy Analysis and management. ThejournalisISI-rankedandisnormallythefirstorsecondrankedjournalinthefieldofpublicadministration depending on the year.

private Sector management & leadership

• professor chris Rogerson received the Faculty of management’s Best established Reseracher Award in 2014.

• Dr llewellyn leonard received the Faculty of management’s Best emerging Researcher Award in 2014.

• StH Director, Dr Diane Abrahams was appointed as extraordinary professor to the Senate of the newly established university of mpumalanga (ump) in 2014 as part of the university of Johannesburg’s partnershipagreementwithUMPasthesponsoruniversityandqualityassurerforthefirstcohortoftheimplementationoftheDiploma:HospitalityManagement.

• StH Research professor, prof chris Rogerson, is listed in the Anatolia Series of portraits and pioneers in tourism Research and education as being among the world’s top 50 international tourism scholars. Also included in this top 50 list of international tourism scholars are StH Senior Research Associates, namely prof michael Hall, prof Jarkko Saarinen, prof Robin nunkoo and prof Joseph mbaiwa.



Department


DepARtment oF tRAnSpoRt AnD SupplY cHAIn mAnAGementThemes

• transport opinion poll Surveys

• Skills Gap Analysis in transport

• econometrics in forecasting passenger and aircraft movements.

Lead researchers

• prof Jackie walters is Head of Department of transport and Supply chain management and Director of the Institute of transport and logistics Studies (Africa). He teaches transport policy at the honours level to Bcom Hons students and leads a number of master’s and doctoral students. He specialises in transport policy, public transport and aviation management. His Google Scholar H-index is 4.

• Dr Stephen carstens is a Senior lecturer at the Department of transport and Supply chain management. He teaches logistics management and logistics management Systems at undergraduate levelandQuantitativeManagementTechniquesinLogisticsathonourslevel.Hespecialisesinstatisticalanalysis,specificallydiscretechoiceanalysis.

• mr tatenda mbara is a lecturer in the Department of transport and Supply chain management. He teaches transportation management (Btech in transport management) and transport policy (Honours in transport economics). He specialises in transportation planning and management, sustainable transport and enhancement of urban and rural accessibility.

• ms Rose luke is a Senior lecturer at the Department of tScm. She teaches urban transportation (Bcom undergraduate) and transportation planning and transport Infrastructure Studies (Honours in transport economics). She specialises in passenger transport systems and planning, air transport, sustainability in transport and logistics, and education and gender issues within transport and supply chains. Her Google Scholar H-index is 1.



Department

people leadership DepARtment oF InDuStRIAl pSYcHoloGY AnD people mAnAGementThemescross-cultural psychological assessment

work identity

Business ethics

Lead researchers

• prof Deon de Bruin heads the centre for work performance and a professor of Industrial psychology. He teaches mainly in Research Design and Analysis (master’s in Industrial psychology. His interest is in cross-cultural psychological assessment, test construction and validation, and individual differences. His Google Scholar H-index is 15.

• ProfGertRoodtistheViceDean:ResearchoftheFacultyofManagementandaNRFC2-ratedresearcher. His research interests are focussed on industrial psychology, organisational behaviour, phycological assessment and organisational development. He has supervised 80 master’s and 22 phD students to completion. He has 167 publications to his name which were cited 1 635 times and he has a GoogleH-indexof17.HewasawardedtheDistinguishedGlobalLeadershipAwardbythePan-PacificBusiness Association (ppBA) in 2014, an honour bestowed to only a few Fellows of the association.

• prof Adele thomas specialises in Human Resource management and teaches on ethics. Her research interest lies in ethics in research and corporate governance. Her Google Scholar H-index is 11.

• prof wilfred ukpere is a professor of Human Resource management. He teaches organisational Behaviour and Diversity management. He specialises in globalisation and employment relations. His Google Scholar H-index is 9.

• prof Freddie crous teaches positive psychology, as well as organisational Development. He specialises in the application of appreciative enquiry in research and organisational development. His Google Scholar H-index is 9.

• prof Rene van wyk is an Associate professor of Human Resource management teaching Research Reporting and Research methodology. She specialises in work and wellness, positive psychological capital in the workplace. Her Google Scholar H-index is 8.

• prof theo Veldsman, also the Head of Department, teaches Systems thinking in change and meta theory of Industrial psychology. He specialises in leadership, organisational design, people strategy and organsitional change. His Google Scholar H-index is 6.

• prof Kwandile Kondlo is a professor of Human Resource management. He teaches leadership in emerging countries and specialises in leadership in developing contexts. His Google Scholar H-index is 4.

• prof Anita Bosch is an Associate professor of Human Resource management. She teaches positive psychology and organisational Development. She specialises in the study of gender issues and the changing role of women in the workplace. Her Google Scholar H-index is 4.

Publications in high Impact jorunals

• Adams, BG, Van de Vijver, AJR, De Bruin, Gp & Bueno torres, c. (2014). Identity in descriptions of others across ethnic groups in South Africa. Journal of Cross-Cultural Psychology.DOI:10.1177/0022022114542466.

• morgan, B, De Bruin, Gp & De Bruin, K. (2014). operationalizing burnout in the maslach Burnout Inventory–StudentSurvey:Personalefficacyversuspersonalinefficacy.South African Journal of Psychology, 44(2), 216-227.

• Meiring,D,Nel,JA,Hill,C,Laher,S,&Adams,BG(2014).Beyondagreeableness:Social-relationalpersonality concepts from an indigenous and cross-cultural perspective. Journal of Research in Personality, 48.

• Swart, m.p. & Roodt, G. (2014). market segmentation variables as moderators in the prediction of business tourist retention. Service Business: An International Journal, 8 (3). doi.org/10.1007/s11628-014-0236-z.


An Enabling Research EnvironmentThe Faculty of Management supports departments to create an enabling research environment. These initiatives stretch across the five knowledge production hubs that are tabulated below.


Departmental initiatives to promote an enabling research environment


DepARtment oF ApplIeD InFoRmAtIon SYStemS• Retreat for Research publication workshops – Amanzingwe lodge 2013, 2012, 2011. outcomes

of such workshops are meant to generate research output. output generated to date approximate over 10 Doe credits (from 3 researchers).

• Annual AIS Department Research colloquiums. the colloquiums have brought together AIS Department staff who meet annually to share research ideas, motivate and give awards to the best researcher of the year. Awards are monetary, and are sourced from Department budgets. these awards provide incentives and motivation to staff.

• Staff training by external sources. Various external bodies provided funding for staff training and development third party training includes training provided by cHRIS KApp and Associates. the traininghashelpedstaffrefinesupervisoryandresearchforpublicationskills.Beneficiarieshaveincluded:DrKNjenga,MrsJChetty,MrARassaki,MrsGJonesandMrsMvanderBerg.

• the Department has currently earmarked the postgraduate research lab for purposes of incubatingandnurturingupcomingresearchonartificialintellingenceanddigitalforensics.Thelab is currently run by Dr B Gatsheni.

DepARtment oF InFoRmAtIon AnD KnowleDGe mAnAGement• Four research methodology workshops through-out the year.

• Intense supervision for honours students to ensure high quality documentation.

• Departmental research methodology proposal poster competition.

• TheannualIKMconference,withacasestudyfocus,bringingfinalyearstudents,alumniandindustry together.

DepARtment oF mARKetInG mAnAGement• the Department hosts two compulsory workshops annually for master’s and doctoral students

on proposal writing, referencing and article writing. the workshops are hosted in January and June of each year, depending on the number of enrolments. An SpSS course, Sem training and seminarsarealsoofferedduringthefirsttermofeachyearforpostgraduatestudentstoattendand learn more about these programmes or enhance current skills.

• the Department also runs the Research Buddy programme. under the programme, emerging researchers are paired up with experienced researchers to act as mentors and guide them on matters relating to getting published. Research development workshops are also organised focusing mainly on developing article writing skills. workshops on both qualitiative and quantitiative research techniques and statistical analysis are presented to staff.





DepARtment oF BuSIneSS mAnAGement• the Department provides m&D students with an orientation to m&D study, as well as two “just-in-time”workshopsinthefirstsemester.Thesesessionsareforconditionallyacceptedstudents to help with the proposal. pipeline students are invited to present their research at our Departmental colloquium which takes place in September.

• to build research capacity among staff members, the Department has embarked on a research mentorship initiative, whereby emerging researchers are paired up with experienced researchers to act as mentors in terms of research related activities. Article writing retreats have also been organised, focusing mainly on developing article writing skills.

• Staff are continually encouraged to attend seminars and workshops hosted by the postgraduate Centre.Onoccasion,sessionshavebeenarrangedtohelpstafffinalisesubmissionsforearmarked conferences.

• School of tourism and Hospitality

• Research support is on an individual basis (student & supervisors) given the small (but growing) stream of postgraduate students. the StH staff, however, attend writing workshops and supervisor training to capcitate themselves in terms of research and postgraduate supervision.

• when the StH hosts its Visting professors (2 in 2014) and Research Associates (2 in 2014), time is availed for discussion with academic staff around research collaboration and joint publications.

• the StH has a postgraduate room for honours and master’s students to utilise, which includes desksandcomputers.OfficeshavebeenavailedtothePostdoctoralResearchFellowstheSTHhosted (2 pDRFs in 2014).


DepARtment oF puBlIc mAnAGement AnD GoVeRnAnce• the annual Association of Southern African Schools and Departments of public Administration

and management (ASSADpAm) inter-university workshop is hosted and facilitated by prof christelle Auriacombe, the Director of the centre. the annual article-writing workshop in September 2014 proved to be successful under her mentorship and led to three publications of staff members and one publication of a postdoctoral research fellow in the Department and 4 publications from researchers at other universities in the accredited journal Administratio publica.

• the centre of public management and Governance is an integrated research support component of the Department, provides funding for postgraduate student bursaries, membership of professional research associations, visiting international research scholars, research publications of staff, students and postdoctoral fellows, and presents academic development training workshops and seminars for researchers and supervisors. the centre has played a pivotal role to support several research initiatives to support postgraduate students, postdoctoral fellows and staff in terms of providing funding for pages, fees, language and technical editing of articles and master’s dissertations and doctoral theses. In addition to funding for Departmental research support, the centre appoints research associates nationally and internationally. the centre boasts six accredited publications of which four publications are in a high impact journal, Journal of policy Analysis and management. the journal is ranked by ISI and isnormallythefirstorsecondrankedjournalinthefieldofpublicadministrationdepending on the year.





DepARtment oF tRAnSpoRt AnD SupplY cHAIn mAnAGement• the Department has a research development fund that assists researchers (master’s and doctoral

students as well as academic staff and researchers within the Department) in their research endeavours.Thisfundisusedtosupportfieldworkandotherrelatedexpenses.

• the Department has also appointed prof elana Swanepoel, a specialist in postgraduate research, to assist academic staff and researchers in leading master’s and doctoral students (many staff are still relatively inexperienced researchers) and to provide training on research techniques and article writing.

• Staff are also encouraged to attend courses on research methodolgoy, article writing and study guidance offered by other universities.

• Researchprojectsforin-houseresearch,master’sanddoctoralstudentsareidentifiedbytheDepartment and funded from revenue generated internally in the Department. commissioned research projects are funded by commissioning parties.

• the Institute of transport and logistics Studies (Africa) was created in response to industry’s need for independent, unbiased, relevant and up-to-date research. In 2007, ItlS (Africa) partnered with the Institute of transport and logistics Studies at the university of Sydney for a five-yearperiod,aspartofaplantoenhancecollaborationbetweentheuniversities,advanceinformation sharing and dissemination and build research ties. In 2013, the mou with ItlS at theUniversityofSydneywasextendedforafurtherfiveyears.Inordertomaximisetheimpactof transport and supply chain research on the South African society and economy, the ItlS (Africa) provides specialist high-level research services for both the private and public sectors, focusing on the most urgent research priorities in the country. ItlS (Africa) has, at its core, the skills, experience and network as well as a long history of providing research excellence to both the public and private sectors, in topics ranging from policy and government strategy to various customised transport solutions in all modes of transport.

people leadership DepARtment oF InDuStRIAl pSYcHoloGY AnD people mAnAGement• the Department presents an annual four-day postgraduate study school for master’s and

doctoral students. the study school introduces students to Faculty and Departmental administration processes, the research environment and culture of Ippm, resources and tools for postgraduate research, the writing of a research proposal, and an overview of different research designs.

• In addtion, different programmes (i.e. Industrial psychology, Human Resource management, and leadership present workshops and lectures throughout the year with respect to research processes and techniques.

• Students who are underprepared in terms of research methods complete an on-line refresher course in research methods.

• Staff are encouraged to attend research workshops to improve their research skills. workshops are also organised by the Department in research methodology to improve staff’s skills.

• the centre for work performance focuses on the problems associated with cross-cultural psychological assessment in the workplace. prof Deon de Bruin is the Head and only full-time researcher of the centre. He is assisted by three phD students, a secretary (ms Rooksana Sheik), and an information manager (ms esthea conradie). the centre collaborates with researchers from Switzerland, the uSA, and the netherlands. current projects include (a) the application of computer adaptive tests for non-cognitive attributes, (b) the validation of structural models of personality and vocational interests, (c) fairness and bias in cross-cultural assessment, (d) the validation of predictive models of counter-productive work behaviour, and (e) the measurement of cognitive potential of Black youths.


Accredited Research OutputFrom 2011 to 2014, research output has improved from 105 to 261 publications. In 2014, the number of subsidy-generating research credits (a single authored article equals one credit) improved by 49 credits (44%) to 161 credits, contributing 16% of the UJ 2014 research output.

Books and Book Chapters accounted for 2% of the total number of subsidised research credits, with publications in international journals at 37%, publications in South African journals at 30% and conference proceedings also at 30%.

A breakdown of accredited research output over the five faculty knowledge production hubs and associated departments is tabulated below.


Departments Credit Contribution

Active researchers

Credit Contribution per researcher

Consumer Intelligence and Information Systems (19%)

Department of Applied Information Systems

Department of Information and Knowledge management


5%

5%

9%

30%

63%

82%

1.28

1.33

1.52

Private Sector Management and Leadership (47%)



13%

34%

82%

29%

0.71

5.28Public Sector Management and Leadership (10%)


10% 57% 2.86

Transport and Supply Chain Management (5%)


5% 36% 1.33

People Leadership (20%)Department of Industrial psychology and people management

20% 75% 1.38

the knowledge production hub in private Sector management & leadership contributed most (47%) of the 2014 research output. Here, the predominant contribution (34%) was from the research network coordinated by prof chris Rogerson, yielding an excellent 5.28 credits per researcher. congratulations to the Department of Business management, who despite the largest

module registration load in the Faculty, has managed to secure 82% of academe to contribute to research output.

our aim in 2015 is to motivate academics in the following departments to contribute research output:theDepartmentofAppliedInformation Systems (performing at 30% participation), the School of

tourism and Hospitality (29%), the Department of public management and Governance (57%) and the Department of transport and Supply chain management (36%).

the contribution of full-time academe per rank, compared to the contribution of viting scholars, is tabulated below.


rankContribution of full-time academe

Contributions by visiting scholars

Professor 31%

Associate Professor 9%

Senior Lecturer 17%

Lecturer 21%

Distinguished visiting Professor 5%

visiting Professor 2%

Post-Doctoral research Fellows 8%

Senior research Associate 2%

research Associate 5%

Total 79% 21%

About 21% of output was contributed though investment into productive global collaborative research projects. of these, post-Doctoral Research Fellows contributed predominantly 12.88 credits at a rate of 0.92 credits per researcher.

ReSeARcH netwoRKInGInvestments into productive global research networks, has stregthened our global impact.



Active research Partnerships

consumer Intelligence and Information Systems DepARtment oF ApplIeD InFoRmAtIon SYStemS

• collaborating with Kenyatta university on boosting research regarding security and privacy of information systems in national and private corporations in developing countries.

• CollaboratingwithHogeSchoolUtrechtandfocusingonbenefitsrealisationandtheroleofthebusiness case

• collaborating with HogeSchool utrecht and focusing on project management sustainability

DepARtment oF InFoRmAtIon AnD KnowleDGe mAnAGementvisiting Scholar

• Dr K Bwalya from the university of Botswana is a Senior Research Associate in the Department.Thefollwingartcilesflowedfromcollaborativeresearch:

• Bwalya, KJ, Du plessis t & Rensleigh c. (2014). multivariate Analysis of the Status of e-GovernmentDevelopmentinZambia.AFFRIKA:Journal of Politics, Economics and Society, 4(1&2), 39-69.

• Bwalya, KJ. (2014). technology Development and platform enhancements for Successful GlobalE-GovernmentDesign.IdeaGroupPublishing,Hershey,USA.December2013,ISBN:9781466649002, 478 pages.

• Bwalya, KJ, mnjama, n, & Sebina, pm. (2014). concepts and Advances in Information and Knowledge management – Studies from Developing and emerging economies’. chandos Publishing,UK.Inpress–February2014,ISBN:9781843347545.269pages.

• Moahi,KH,Sebina,PM,&Bwalya,KJ.(2014).DigitalAccessandE-Government:PerspectivesfromDeveloping and emerging countries. Idea Group publishing, Hershey, uSA. march 2014.ISBN:978146665868.

• Institutions

• National:Enactus(SIFE),StudentsinFreeEnterpriseBusinessAdvisoryBoardMemberJointpublications (prof tanya du plessis)

• InternationalcollaborationwiththeCODATAPASTDTaskGroup(Ensureaccesstoscientificdata in developing countries), also International collaboration in the coDAtA early career Data professionals (ecDp), national collaboration in the South African coDAtA committee. (Dr paul laughton)

DepARtment oF mARKetInG mAnAGementvisiting Scholars

• Visiting prof Jacob Hornik is the Dean of the Business School at the peres Academic centre. His research and consulting efforts have centred on persuasive effects-marketing communications and survey research methodology. His publications appear in leading journals including the Journal of marketing Research; Journal of marketing; Journal of consumer Research; operations Research; marketing letters; Journal of Business & economic Statistics; and Journal of Advertising Research. He served on the editorial Boards of the International Journal of Research in marketing, and editorial Reviewer for the Journal of Advertising, Journal of consumer Research, and the Journal of marketing. professor Hornik taught and lectured at the university of chicago; Kellogg-northwestern university; new York university; university of washington at Seattle; chulalongkorn university (Bangkok); Hong Kong university of Science and technology; Bocconi university, milan; erasmus Rotterdam; universidad catolica De chile, european School of Business – london, and various professional meetings in the uSA, europe and the Far east.

• Visiting prof Goran Svensson is a professor at the oslo School of management, norway. He is also a professor at Halmstad university, Sweden and an Honorary professor at Deakin university, Australia. He holds a phD at the School of economics and commercial law, Göteborg university, Sweden. Furthermore, he is a committed member of the international research community as journal editor, numerous editorial boards and scholarly/research networks and associations. He is a frequent author of international journal articles (160+) and international conference contributions (160+) and engaged as a book author. His research agenda consists ofvariousresearchsubjectsandhehaspublishedinareassuchas:businessethics,leadership,





DepARtment oF BuSIneSS mAnAGement• collaborative research with Krakow university of economics resulted in one journal article

accepted for publication in a DoHet accredited journal in 2014.

ScHool oF touRISm AnD HoSpItAlItYvisiting Scholars

• Visiting prof etienne nel, university of otago, new Zealand was Visiting professor

• Distinguished Visitng prof Jarrko Saarinen, university of oulu, Finland.

• StH Research Fellows contributing research output included Dr Fabian Frenzel, university of leicester; Dr patrick Brouder, mid-Sweden university, Dr Gabriel eshun, Kwame nkrumah university of Science and technology, Kumasi, Ghana, Dr malte Steinbrink, university of osnabruck, Germany; Dr Gareth Butler, Flinders university, Australia; Dr Anna Spenceley, Independent consultant; prof Kevin Hannam, leeds metropolian university; prof Dogan Gursoy, washington State university; Dr cody paris, middlesex university, Dubai; Dr Godfrey Hampwaye, university of Zambia; prof c.m. Hall, university of canterbury, new Zealand; prof J. mbaiwa, university of Botswana, prof e nel, university of otago, new Zealand.

Institutions

• co-published with university of oulu, Finland; university of otago, new Zealand; trinity college, Dublin; university of the witwatersrand and university of the Free State.

• the tourism management Department conducted a research collaboration with the national Department of tourism on Service excellence and tourism Attractions in South Africa. this research project was completed during 2014.

• the StH through its Hospitality management Department has a research collaboration with the city of Johannesburg on their Healthy lifestyle campaign.


DepARtment oF puBlIc mAnAGement AnD GoVeRnAnce• the uJ Department of public management & Governance, the Swedish Institute of public

Administration and SKl International (Swedish Association of local authorities and regions) being contracted by the Deutsche Gesellschaft für Internationale Zusammenarbeit to support the Rwanda Association of local Government and their local Government Institute with thedevelopmentofaqualificationsframeworkforpublicofficialsflowingintoUJ master’s programme

• Dr Vain Jarbandhan and Dr Danielle nel with Dr n Komendantova (International Institute for Applied Systems Analysis – IIASA, Austria) and mr Ramoa xavier in the Southern African Young Scientist Summer programme – SA-YSSp.

uj School of Leadership

• TheSchoolofOrientalandAfricanStudies,UniversityofLondon,inthefieldof African Diplomacy and Development.

logistics, marketing, sustainability, public sector management, quality management, academic journals and publishing. He has a background as an industrialist and entrepreneur in South America. Due to his commitment and involvement with the uJ’s Department of management, it was decided to appoint him as Visiting professor to the uJ. prof Svensson has visited the Department on numerous occasions and is currently involved in collaborative research projects with various staff members in the Department. He also lectures the Advanced marketing Research module on the modular mcom programme.

researchers and Institutions

• prof Goran Svensson, oslo School of management

• prof Greg wood, School of management and marketing, Faculty of Business & law, Deakin university, Australia

• prof Danie petzer, north-west university, South Africa

• prof Joo-Gim, Australian Institute of Higher education (AIH) in Sydney Australia

• prof Helen Gaworek, nottingham-trend university in the united Kingdom





DepARtment oF tRAnSpoRt AnD SupplY cHAIn mAnAGementvisiting Scholars

• prof Brian talbot – university of michigan, lecturing on mcom programme. prof talbot teaches on the coursework master’s degree in Supply chain management and also acts as an international reviewer of articles published in the Journal of Transport and Supply Chain Management.

• prof David Hensher – university of Sydney (ItlS (Sydney)). member of an international panel that reviewed the Faculty of management; planning of the thredbo 14 conference in Santiago, publications

Institutions

• TransnetandtheGlasgowCaledonianUniversityinthefieldofrailoperationsmanagement.

• UniversityofSydney:InstituteofTransportandLogisticsStudies(ITLS)–research,publicationsand conferencing.

• university of michigan – teaching on the coursework mcom with specialisation in Supply chain management

• the Department has close working relationships with industry, to mention a few companies – Barloworld logistics; utI; Imperial logistics; BA/comair. these companies are involved in multi-disciplinary research projects on the coursework master’s degree in Supply chain management.

people leadership DepARtment oF InDuStRIAl pSYcHoloGY AnD people mAnAGementvisiting Scholars

• Visiting prof willem Schurink (Independent)

• Visiting prof mark Bussin (Independent)

• Visiting prof pieter Koortzen (Independent)

• Visiting prof Brian Hofmann (university of Georgia)

• Senior Research Associate Dr Jurgen Becker (uJ)

• Senior Research Associate Dr Byron Adams (tilburg university, the netherlands)

Institutions

• Bcl, a mining and smelting company owned by the Government of the Republic of Botswana, in thefieldofLeadershipDevelopment.

• prof Jerome Rossier, university of lausanne

• prof trevor Bond, James cook university

• prof Herman Aguinis, university of Indiana

• prof Fons van de Vijver,tillburg university

• prof Jose peiro (university of Valencia)

• prof paul Jansen (Vrije universiteit)


looKInG FoRwARDIn view of the uJ strategic intent to achieve global stature and excellence, the Faculty will continueto:

i. Streamline staff research, teaching and consultancy within thefiveknowledgeproductionhubs.

ii. ensure a fair share of funded Distinguished professorial chairs and postdoctoral Fellows gained from uJ investments into global stature and excellence.

iii. Invest into international accreditation and trusting corporate relationships in safeguarding postgraduate programmes.

iv. Support uJ internationalisation imperatives towards 2020, by actively managing global reputation through the introduction of game-changing programmes emphasising sustainability initiatives in collaboration with global partners.

Professor Gert roodt

Vice-Dean:Research


KnOWLEDGE PRODUCTIOn HUB


•Department of Applied Information Systems•Department of Information and Knowledge management•Department of marketing management


StAFF pRoFIle

Department of Applied Information Systems (AIS)After growing wildly for years, the field of computing appears to be reaching its infancy. (John Pierce)

2014sawthefinalisationofputting the correct structures and programmes in place. the vision of the Faculty provides the Department with the framework to align departmental and individual goals. the notion of “Future Fit leaders” in the IS discipline needs to be cultivated based on twofold principles namely; (i) the delivery of Ict solutions to enable business strategies and (ii) the development of technical as well as managerial leaders.Thefuture-fitnessconceptwill be expanded on during 2015 – 2020 with the department’s focus on local and Global excellence and Stature.

Thefirststrategicfocusareaforthe Department is to focus on the teaching and learning experience of the students. this is in line with uJ’s strategy of Global excellence in teaching and learning. Various approaches were initiated to provide students with an excellent teaching experience. Some of the initiatives are:

Puzzles and games. Students are given an opportunity to develop problem solving skills and were introduced to puzzles and games, such as laser maze, tangoes, Rush Hour, River crossing, Block by Block and Smart Games. these games were played in either pairs or a group. It provided students with an opportunity to build their problem solving skills in a collaboration manner.

Lego MindStorms. lego® mInDStoRmS projects were introduced. Students have had to build their robot, and learn how to program the robot in order to complete a number of tasks. Sensors are attached to the robots to enhance programming fun.

the students have really had to “think out of the box” and they have been given an opportunity to experience “messy problems” that require analytical thinking skills. I am collecting both quantitative and qualitative data regarding this project.

iPad Lightbot APP. the idea of problem solving on the ipad were also introduced to students. the “hour of coding” concept is used which was developed by Bill Gates and mark Zuckerberg. the students work in pairs and they go through the steps of coding a robot to reach its destination, namely lightBot. they learn sequential programming and are also introduced to loops and methods (functions / procedures).

The construction of studio-based computer programming facility. An existing classroom was transformed into a classroom that resembles a software studio. Students are able to sit in groups which will facilitate the learning. Students will be mentored through tutors (senior students). Students will be encouraged to do research here, and complete assignments in collaboration with lecturers, tutors and peers. Students will also do their weekly assessments. the idea is to centralize the life-long learning into a center that operates toenhancefirstyearlearning.

white

Black (Designated)

Black (non-Designated)

Indian

19%38%

19%

24%

coloured 0%


In line with uJ’s strategy of an InternationalProfileFitforGlobalexcellence and Stature, the Department prouds itself that it hosts various national as well as international staff members. this diversity provides insight in the way and manner that we interact wih each other. It also enriches the experience of the students as they are exposed to various views and opinions. Dr Brink also received her ph.D. during the course of 2014 entitled “An information management framework for the work-integrated learning process”. the staff component with a ph.D. is growing annually.

Another feather in the cap of the Department is our programme QualificationMix(PQM).Sixty-threepercent of our students are enrolled for the vocational stream and are thus addressing a massive national skill shartage w.r.t. technical skills. thenty-three percent of the students are following the academic stream which articulates into the honnours andpostgraduatequalifications(14%). these students are sought-after as our partnerships with eY and KpmG highlights. the partnership with eY spans across bursaries, research projects and community engagement. the partnership with KpmG expose the postgradute students to business intelligence toolsandcertifications.

ReSeARcH pRoFIlethe foundation of any department is research. the research clusters has been formalised into (i) It/IS project management Knowledge & wisdom, (ii) Intelligent Systems (iii) Secure

Systems and privacy in computing as well as (iv) Innovative pedagogical Approaches. the aim of the clusters is to enhance internal and external collaboration and to grow the research stature of the department.

the Department hosts two esteemed nRF-rated researchers i.e. Dr. Kennedy njenga (Y2) and prof carl marnewick (c3). under their leadership,thepostgraduateprofileof the department has achieved local excellence and Stature.

communItY enGAGementthe Department realises that without community engagement, all our research and teaching are empty. the department is not an island on its own. the department still continues with its community engagement projects and Jan Hofmeyer community centre where we provide basic computer literacy skills training to adults. Students are also involved

in the computer literacy classes for the pre-primary children. Another commitment is with mokgome High School in Soweto where staff provide the learners of career guidance workshops, computer training to grade 11 and 12 learners together with the teachers. the department also provided additional support and maintenance of the school’s computer labs. A new engagement is a partnership with the Gauteng Department of education. the GDe identifiedsecondaryschoolswherethe AIS department provide training to the teachers on the usage of tablets in the class room. the focus is on basic usage of tablets but also on how to use it in the day-to-day teaching of the learners. this exciting project has been extended into 2015.

It project management Knowledge and wisdom

Secure Systems and privacy in computing

Innovative pedagigical Approaches

Intelligent Systems

other

12.74

4.5

4.16

3.61

1.125

0 2 4 6 8 10 12 14


tHe wAY FoRwARDthe year 2015 and 2016 poses its own challenges. the foundation has been laid and the department will focus on the following in the next coupleofyears:

Stature: involvement in local and international bodies which will increase the contribution to the body of knowledge.

research outputs: more staff members are involved in research and are producing more and more research outputs. the aim is to move the research contributions from conferences to Doe journals to ISI/IBSS journals. the reason is quiteobvious:moresubsidywillbecreated through research grants and the international stature of the academic staff will grow which in return will draw international students and funding.

Change of Leadership: Dr. Barnabas will take over as head of department during the course of 2015. the Department is looking forward to depart on the road of Global excellence and Stature under the leadership of Dr. Gatsheni.

Professor Carl Marnewick (seated)

HeadofDepartment:AppliedInformationSystems(AIS),andstaff


AcHIeVementS, cHAllenGeS AnD FutuRe InItIAtIVeSAn enabling, stimulating environment for staff and students – conducive to teaching, learning and research excellence

teAcHInG AnD leARnInG expeRIenceInformation and Knowledge management is about competing in the new knowledge economy based on the knowledge and skills of your employees, as “knowledge has become the key economic resource and the dominant, and perhaps even the only source of competitive advantage” (peter Drucker).

As knowledge is power, knowledge management is used by credible organisations to describe the strategies and practices used in their organisation to recognise, create, represent, disseminate, and allow for the adoption of insights and experiences of employees.

In its efforts to develop future-fitleadership,theDepartmentof Information and Knowledge management has incorporated the concept of ‘citizenship’ and ‘learning to be’ into its teaching of information management, knowledge management and competitive intelligence. For example, students engage with the core notions of

citizenship, democracy and ethics with specificreferencetothepracticeofcompetitive Intelligence.

Students at the Department of Information and Knowledge management learn how to apply the principles of information and knowledge management in practice as their personal and professional skillsaredeveloped.Asfirst-andsecond-year students, they discover what IKm entails and in their third year they venture to competitive intelligence (cI) where they are tasked to put cI theory into practice. the concepts of knowledgeable citizenship and responsibility are fully integrated into the Information and Knowledge management competitive intelligence module offered on both

APKandSWCasfollows:

• competitive Intelligence (cI) ethics inpractice(GuestLecturer:CImanager, Standard Bank)

• Direct and inferential cI techniques; applying multi-methods and using multi-source in cI triangulation (Industry experts)

• cV writing and interview skills workshops that culminate in a practical competition where students apply for a cI related employment position, and are invited for a formal interview. the interview panel is conducted by members of industry and key uJ staff members.

• Guest speakers from industry

invited to class discussions and cI experts invited to demonstrate their ‘world of work’ to students during both theory lectures and practical classes.

• Alumni are invited to lectures and class discussions are facilitated by lecturers.

Students are equipped to be employed by credible organisations and are sought after by industry. In this regard, our Alumni serve as proud evidence. the IKm Department meets with members of industry regularly and rely on the advice and input of these specialists and the support of industry in keeping our teaching current and offering students a quality learning experience.

DepARtmentAl StAFF pRoFIlethe Department’s staff are relatively young and perfectly poised for the next ten years. we have a very successful grow-our-own-timber staff recruitment and development approach. the academic staff compositionreflectsoneProfessor,two Associate professors, one Senior lecturer and four lecturers. the focus of the Department of IKm is on growing and enabling knowledge workers to contribute to the economy by creating, capturing and storing, retrieving, using and sharing information and knowledge. expertise inside the Department includes Knowledge management,

Department of Information and Knowledge Management (IKM)In today’s knowledge economy, “knowledge is the new capital, but it’s worthless unless it’s accessible, communicated, and enhanced” (Hamilton Beazley). “Knowledge is our most powerful engine of production” (Alfred Marshall).

“The basic economic resource – the means of production – is no longer capital, nor natural resources nor labour. It is and will be knowledge” (Peter Drucker).


competitive intelligence, Innovation ecosystems, Virtual learning environments, Knowledge audits, Knowledge sharing techniques and facilitation, Research methodology, Business intelligence, Data curation, Information architecture, Social media and Information management. current staff publications include 58 accredited journal articles, 136 conference peer reviewed papers and 5 books. professional bodies that staffareassociatedwithinclude:

• African union Female Scientists Group

• DEATTEP:TourismEnterprisepartnership programme

• Enactus(SIFE):StudentsinFreeenterprise Business

• LIASA:LibraryandInformationAssociation of South Africa

• SAIMS:SouthernAfricanInstituteof management Scientists

• SAOUG:SouthernAfricanOnlineuser

• SLA:SpecialLibrariesAssociation

• SLALD:SpecialLibrariesAssociation legal Division International Awards

• SLIS:SpecialLibrariesandInformation Specialists

• ICSUCODTA:Internationalcouncil for Science committee on Data for Science and technology

• ICKM:InternationalCouncilonKnowledge management

• SCIP:StrategicandCompetitiveIntelligence professionals

• the world Academy of Researchers, educators and Scholars in Business, Social Sciences, Humanities and education

• the Academy of world Business

StuDent pRoFIle (unDeRGRADuAte / poStGRADuAte)the demand for knowledge workers is on the increase as is evident from the number of programme student enrolments for the Department which had an average increase of 5.75% from 2009 to 2013 and a 37% increase from 2013 to 2014, i.e. to 352 students.

pRoGRAmme StuDent enRolment FRom 2009 to 2014The37%growthfrom2013to2014isreflectedintheundergraduatebachelor’sdegrees with an increase from 223 to 298 students, and on the honours level from 25 to 43. there has also been a small increase for the doctoral and master’s programmes from nine to eleven. this steady growth is projected to continue in 2015.

Departmental enrolment per degree type

Departmental student demographics

heADCouNT FeMALe %

GrouPING

AFrICAN CoLoureD INDIAN whITe

2014 352 45 286 13 32 21

2013 257 48 200 15 27 15

2012 250 45 198 10 26 16

2011 245 48 196 13 18 18

2010 211 44 163 6 22 20

2009 207 44 154 7 17 29

2009

207 211250245 257

352

2010 2011 2012 2013 2014

400

350

300

250

200

150

100

50

0

Bachelor’s degree

Honours degree

Doctoral & masters degree

350

300

250

200

150

100

50

0

2010 2011 2012 2013 2014

159

3210

204

2912

212

299

223

259

298

4311


Departmental student demographics

heADCouNT FeMALe %

GrouPING

AFrICAN CoLoureD INDIAN whITe

2014 352 45 286 13 32 21

2013 257 48 200 15 27 15

2012 250 45 198 10 26 16

2011 245 48 196 13 18 18

2010 211 44 163 6 22 20

2009 207 44 154 7 17 29

Departmental FTE enrolment and pass rate

InteRnAtIonAlISAtIonAs part of the Faculty’s Internationalisation and Global excellence and Stature (GeS) objectives, the Department has looked towards east-Asia for collaboration possibilities. two staff members have visited the Department of Information management at the national university of Kaohsiung in taiwan. the purpose of the visit was to identify collaboration opportunities as well as to compare their approach to the tuition of Information and Knowledge management with that of the Department. the initial contact was very fruitful and will be continued during 2015.

communItY enGAGement During September, the Department in collaboration with the city of Johannesburg (coJ), eSRI South Africa and GISSA Gauteng held its annual

Information in Geographical Systems Day. the day attracted over 500 Grade 10–12 learners from schools around Gauteng. the learners were briefed on the importance of information in the context of geographical information system and the use of information in the world today.

In october, a group of IKm colleagues and students accompanied by uJ media and two other adventurers set foot on the highest point on mount Kilimanjaro, the highest free standing mountain in the world.

this is part of an ongoing study by prof Du plessis to gather crucial information by means of observation, interviews and questionnaires. the valuable data are in researching Corporate Social Investment as Competitiveness Accelerator; the premise is that if cSI is correctly applieditwillbenefitthemanypartiesinvolved in the intricate system of support on Kilimanjaro.

pARtneRSHIpS (puBlIc/InDuStRY/InStItutIonS)Exposingourfinalyearstudentsto an interaction with industry and IKm alumni in the work environment remains key to partnering for future-fitleadership.TheDepartmenthosted the 14th Annual Information and Knowledge management conference with a case study approach. three keynotes and twelve speakers from industry presented papers on a variety of subjects includingthefollowing:

• Innovation

• learnings from a Blog

• working smarter and faster with automated business processes

• Fostering knowledge sharing and contactivity

• the multiplicity of a knowledge management professional

• Importance of knowledge sharing in increasing revenue collection in SARS

• Harnessing information tools

• learning to code

• cellphone App usage

• Information management in a retail clothing outlet

In addition to the delivered papers, there was an academic poster exhibiting the research done by the IKm honours students. the conference was attended by more than 120 delegates.

2009 2010 2011 2012 2013 2014

400

350

300

250

200

150

100

50

0

Fte enrolled Fte passed


the Department also hosts an online DoHet accredited journal, the South African Journal of Information Management (SAJIM). the Journal includes research articles in areas such as Knowledge management, Knowledge economy, Information management, Records management, Intellectual capital, competitive Intelligence, Business Intelligence, Innovation as well as Information entrepreneurship. Fifteen double blind peer-reviewed original research articles were published during 2014. the top ten countries of the International readership include:India,UnitedStates,UnitedKingdom, Australia, netherlands, malaysia, Indonesia, Kenya, and nigeria.

mARKetInG AnD puBlIc enGAGementSInpartneringforfuture-fitleadershipthe collaboration with industry is very important and the Department hosted seminars as part of its public engagementandmarketing:

• I’d rather deal with your front end, not your back end (G moffat, ecommunications)

• the Isivivane Game model in Knowledge management (S Banhegyi, Story telling)

• Intangible capital is like jelly (m Sutton, Intangible capital Innovation).

In addition, as part of its mandela Day projects, the Department partnered with the uJ library to do a bookdiscussionon:“Doing Life with Mandela, My Prisoner, My Friend” by christo Brand.

wAY FoRwARD2014 was a very intense year with a number of programme and faculty reviews done. the feedback from these reviews informs our direction into the future. In 2015, our focus will be on aligning departmental goals withthenewlyidentifiedFacultyanduniversity goals. these goals include the focus on pan-Africa and Global excellence and Stature (GeS). to this

end and as part of the consumer Intelligence and Information Systems (ciiS) knowledge hub, three staff members from the Department will travel to a number of universities to explore and gain insight on how the hub can contribute to uJ’s value proposition as an African epicentre of critical intellectual inquiry and to identify uG and pG game changing initiatives.

Prof Chris rensleigh (seated)

HeadofDepartment:InformationandKnowledgeManagement(IKM),andstaff.


An enABlInG, StImulAtInG enVIRonment FoR StAFF AnD StuDentS – conDucIVe to teAcHInG, leARnInG AnD ReSeARcH excellencethe Department collaborates closely with industry partners who provide real life work problems to students through assignments and industry projects. Students developed projects for clearwater mall, colgate-palmolive, massmart, andnon-profitorganisations,amongothers. In addition, our teaching staff are recognised for their quality teaching at undergraduate level, where Dr lubbe was awarded the Faculty Future-Fit Award for best undergraduate lecturer in the Faculty. In terms of research support to postgraduate students, the Department offered workshops in proposal writing, referencing and statistical analysis. Supervisors in the Department aim to provide a personal relationship with each student to improve the quality of the student experience. to develop inexperienced supervisors in the Department, a mentorships and co-supervision programme is utilised. For staff members, the “Research Buddy programme” was implemented to assist inexperienced staff members of the Department in the article writing process by providing mentorships through the support of experienced researchers.

StAFF pRoFIleIn 2013, the Department of marketing management employed 14 permanent and six contract academic staff members and two permanent support staff members. TheDepartmentrecruitedfivenew staff members and had one resignation as well as the untimely passing of Dr Busani Dube. of the permanent academic staff members, eight are Africans, with six being white South Africans. Six of the staff members have a phD in marketing, with a further three staff members currently enrolled for their phDs. the Department has three senior positions vacant that still need to befilled.

StuDent pRoFIle (unDeRGRADuAte / poStGRADuAte)the Department of marketing management offers its undergraduate programmes on ApB and ApK campuses, with service modules presented at the Soweto and Doornfontein campuses. the 678 students enrolled at the ApB campus included students registered for the Diploma in marketing and Diploma in Retail management. the 537 students enrolled on the ApK campus included students enrolled for the Bcom marketing management degree. In total, 55% of the students were female and 77% were African. on the ApB campus, 89 students were enrolled for the Btech marketing programme, and on ApK campus, 73 enrolled for the Bcom Honours in marketing management programme. the Department has

Department of Marketing Management (MM)Transforming a brand into a socially responsible leader doesn’t happen overnight by simply writing new marketing and advertising strategies. It takes effort to identify a vision that your customers will find credible and aligned with their values. (Simon Mainwaring)


improved its staff-student ratio to 1 academic staff to 76 students.

the mcom programme in Business management (with specialisation in marketing) is attracting a growing number of students through the participation of senior academics in the Department as well as both international academe and industry role players. the Department’s research-based master’s and doctoral programmes had two students graduating with phDs and three graduating with master’s degrees. the Department currently has seven phD and 26 master’s students enrolled. Students enrolled in postgraduate programmes are from various African countries, including South Africa, Zimbabwe, DRc, cameroon and Ghana.

ReSeARcH pRoFIleStaff of the Department published in both international and South African journals with a total of 8 journal articles and 17 conference proceedings being published. In total, 14.66 accredited Doe credits were claimed. the Department’s research output was characterised by an increase in both national and international conference participation as well as with publications in well-recognised national and international marketing journals. Staff are involved as reviewers, editors and association editors on a number of international and local journals. Both proffs mpinganjira and Roberts-lombard won best paper awards at international conferences in 2014.

InteRnAtIonAlISAtIonIn 2014, the Department appointed prof Jacob Hornik – the Dean of the Business School at the peres Academic center as a Visiting professor to the Department. He has lectured at universities in chicago, new York, Seattle, Bangkok, Hong Kong, milan, Rotterdam, chile and London.ProfHornikisalsoaprolificresearcherinthefieldofmarketing.Another visiting professor at the Department – prof Goran Svensson from the oslo School of management – continued the research partnership with staff members of the Department, and lectured Research methodology on the modular mcom programme.

Staff from the Department were involved in international activities to promote the teaching and research activities of the Department. prof Roberts-lombard lectured at nottingham-trend university in the united Kingdom and the Australian Institute for Higher education. prof De meyer lectured contemporary marketing Issues on the executive mBA programme of Krakow university of economics in poland. Dr Helen Duh visited the Research centre for marketing and consumer Science at the Katholieke universiteit (Ku) in leuven, Belgium. the aim of the visit was to understand how they would manage the consumer laboratory in understanding consumer decision making. one of the Ku’s staff members, Dr Grubliauskiene, then visited South Africa and assisted Dr Duh in running similar experiments at uJ.

communItY enGAGementBoth staff and students supported the community engagement initiatives during 2014. As part of an initiative to support local communities and develop students’ practical skills, students needed to visit a non-profitorganisationandassistthemin their promotional activities and marketing plans. Some of the non-profitorganisationsthatstudentsbecame involved with include, ethembeni Babies Home, the cradle of Hope, epworth children’s Village and the Roodepoort Inner city outreach organisation. In addition, prof Roberts-lombard continued his support of the Abraham Kriel children’s Home as a board member. closer to home, the Bcom Honours students collaborated with the Department of engineering to promote the uJ Solar car. the students created awareness about the uJ Solar car and created practical activations on the various uJ campuses.

pARtneRSHIpS (puBlIc / InDuStRY / InStItutIonS)A number of staff members are involved as committee and board members on various associations, such as the Direct Selling Association (DSA), wholesale and Retail SetA; and the South African Institute of professional Accountants. In addition, the Department interacted with many industry partners, such as colgate-


palmolive, FnB, Google SA, ppS, AVon, where staff members from the various companies addressed students to provide insights into the marketing and retail world. Students of the Department were also involved in marketing projects for companies that provided real life marketing problems. Students completed projects for clearwater mall, cradlestone mall and colgate-palmolive. In addition, students developed a marketing strategy to create awareness for massmarts sustainability efforts.

mARKetInG AnD puBlIc enGAGementSthe Department awarded top students with our club 15 and top Achievers initiatives. through the club 15 initiative, the top 15 students in each programme were recognised for their achievements and became ambassadors for the programme. the top Achievers award ceremony recognised the top student in each programme. During this award ceremony, ms Katherine Madley(Executive:Groupstrategyand programmes at Alexander Forbes) was the guest speaker. the top student was presented withafinancialawardsponsoredby our industry partners, including clearwater mall; Spar; Annique; Justine; testkraft; Renault; ppS and primedia.

In 2014, the Department also had experts presenting seminars and open lectures. prof Goran Svensson presented a Research Seminar on Structural equation modelling. mr Alistair King (chief executive OfficerfromtheKingJamesGroup)presented an open lecture on the role of the advertising agency in creating advertisements that are not typical in the market. mr Howard Stafford, Head of learning and Development at ABSA, presented an open lecture on “people – employee development, retention, empowerment and recruitment”.

one of our students, mr Jabulani Sibiya, participated in the “one-day leader”, a reality television series on SABc 1 that tackles the issue of leadership among youth. It follows

six young people who showcase their leadership skills by tackling modern- day social, economic and political issues, to compete for the coveted title of South Africa’s “one-day leader”.

In addition to the staff members that acted as guest lectures overseas, prof mercy mpinganjira was invited as a speaker at the export and Import Africa Summit where she presented a paper on ‘Assessing economic conditions of free trade zones’. ms Stiehler was invited by trade conferences International SA to chair and present at the 2014 pricing and Billing conference where she presented on a section of her phD thesis focusing on the pricing of international luxury brands in emerging markets.

wAY FoRwARDthe main challenge the Department faced in 2014 was the attraction ofqualifiedequitycandidates,specificallyforseniorposts.Theaim of the Department is to “grow your own timber” and develop students with high potential and support them through their academic career through the achievement of master’s and phD degrees. the aim of the Department for the next year is to ensure that the programme qualificationmixofprogrammesoffered at the Department is of a high quality, meets industry and academic standards and provides graduates withqualificationsthatwillenablethemtoactasfuture-fitleadersintheir respective companies.

Professor Christine De Meyer (seated)

HeadofDepartment:MarketingManagement(MM),andstaff




•Department of Business management•School of tourism and Hospitality management•centre for Small Business Development•centre for Social entrepreneurship and Social economy


AcHIeVementS, cHAllenGeS AnD FutuRe-FIt InItIAtIVeSthe research output of the Department increased from 11.7 units in 2013 to a total of 18.5 units in 2014.

the Department hosted the SA Institute of management Scientists conference in 2014. through this initiative, staff were exposed to presenting their research at an accredited conference, which contributed to more than 10 research units for the Faculty. In addition, four young academics were sponsored to attend and present their conference papersatthePan-PacificConferencein Japan.

prof Geoff Goldman received the Faculty of management 2014 Future-fitPostgraduateTeachingandlearning Award.

Irvine manyukisa, a Bcom Honours (Strategic management) student was the uJ 2014 recipient of the prestigious mandela Rhodes Foundation Scholarship.

Brian mahlangu and nthabeleng motaung, two students on the Bcom Honours (Strategic management) programme, were selected to take part in the International Business Research 2014 South Africa Buddy project. the Buddy project is a project that intends to enhance the quality of the researchers, which IBR will conduct through cooperation between Dutch and South African students.

the Faculty of management uJ offered honours bursaries at the beginning of 2014. christiaan du

preez, Fortunate masvinge and teboho mogotsi-moletsane received full payment of their tuition fees.

two of our Bcom Hons (Strategic management) students were selected to participate in the cIRF’s (cruywagen Irmsa Risk Foundation) “intern programme”. the students, eleleni Albanis and malebo phala, attended the university of Illinois (Katie School of Business) during 2014. they attended various lectures and work-related experiences through training and facilitation workshops.

mr mkwanazi, a Btech student and senior tutor in the Department, has beenawardedthefollowing:

• nominated for mail & Guardian Young leader Award

• enactus South Africa Alumni of the Year Award Recipient

• Accepted Delegate for the one Young world Summit

• Recipient of the mandela Rhodes Foundation Scholarship (SA) for 2015.

exceptionally large classes and difficultyinmonitoringclassattendance, especially in large classes, remained challenges.

Another challenge in 2014 was the requirement to move and present additional modules to the Faculties of Health Sciences and engineering and the Built environment at DFc. this increased the number of modules we had to present at DFc from 15 to 30. no assistance or additional resources withregardtooffices,equipment or staff were provided to make this possible.

Department of Business Management (BM) If you aim to be the best then it’s essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way. (Mark Gallagher)


An enABlInG, StImulAtInG enVIRonment FoR StAFF AnD StuDentS – conDucIVe to teAcHInG, leARnInG AnD ReSeARcH excellencelecturers continuously aim to develop and present stimulating lectures and learning experiences. exceptional achievements are awarded at two annual award functions where 25 prizes are awarded to the best

students in modules and 14 prizes to the best students in the respective qualificationsoftheDepartment.

to build research capacity among staff members, the Department has embarked on a research mentorship initiative, whereby emerging researchers are paired up with experienced researchers to act as mentors in terms of research related activities. Article writing retreats have also been organised focusing mainly on developing article writing skills.

Staff are continually encouraged to attend seminars and workshops hosted by the postgraduate

centre. on occasion, sessions have been arranged to help staff finalisesubmissionsforearmarkedconferences.

the Department provides m and D students with an orientation to m and D study, as well as two “just intime”workshopsinthefirstsemester. these sessions are to help conditionally accepted students with their proposals. pipeline students are invited to present their research at our Departmental colloquium which takes place in September.

StAFF pRoFIleAt 59%, the majority of the academic staff in the Department of Business management are from the designated groups.

(a)

SA

African

(b)

SA Coloured

(c)

SA

Indian

(a+b+c)

Total Designated

(d)

SA

white

(e)

Foreign

(d+e)

Total Non-DesignatedAfrica other

Actual Appointments

9 4 4 17 11 1 0 12

Percentage 31.04% 13.79% 13.79% 58.62% 37.93% 3.45% 0% 41.38%

Non-Academic and Support Staff(a)

SA

African

(b)

SA Coloured

(c)

SA

Indian

(a+b+c)

Total Designated

(d)

SA

white

(e)

Foreign

(d+e)

Total Non-DesignatedAfrica other

Actual Appointments 7 0 0 7 5 0 0 5

Percentage 58.33% 0% 0% 58.33% 41.67% 0 0 41.67%

StuDent pRoFIle (unDeRGRADuAte/poStGRADuAte)EnrolmentperqualificationwasplannedaccordingtoaUJrequirementtodecrease undergraduate enrolments and increase post graduate enrolments for the Bcom Honours Strategic management and mcom Business management. First year post Graduate enrolment for the Bcom Hons Strategic management was 69 and for the mcom Business management 62.


STUDENTEQUITyPROFILE

15695 13

174126

Bcom (General)

extended Bcom (General)


Bcom Intrapreneurial management

Btech Business Administration

Undergraduate Bachelor’s Degrees

Undergraduate Diplomas

nD management

extended nD management

nD Small Business management

extended nD Small Business management

272113

174

119

African

coloured

white

Indian

Equity for Postgraduates: Honours, MCom (Business Management), M and D full dissertations

150

1128

11


Citation Profilethe following academics have GoogleScholarh-indexes:

• ProfCecileNieuwehhuizen: 10

• DrDarelleGroenewald: 5

• ProfGeoffGoldman: 4

• DrShepherdDhliwayo: 4

• DrColinReddy: 2

• mr Dirk Rossouw 2

• DrAdriDrotski: 1

StAFF AnD StuDentS ReSeARcH pRoFIle master’s and Doctoral students contributed 2.66 research units and staff contributed 15.84 research units to a total of 18.5 units in 2014.

InteRnAtIonAlISAtIonVisiting professor Richard Hayes was appointed as Visiting professor in the Department of Business management in 2013 and he visited us from January to June 2014. He is a professor from the Frank G. Zarb School of Business at the university of Hofstra, new York in the uS. He shared his international expertise by teaching the entrepreneurship module on the mcom Business management programme, and by teaching modules on the Small Business management Diploma at the Soweto campus. In all instances, the feedback from students was excellent.

collaborative research with Krakow university of economics resulted in the publication of an article in a DoHet accredited journal in 2014.

Appointed international Senior Research Associates and postdoctoral Fellows were Dr max chipulu, Dr nathan carter, Dr paul Satyakama and Dr lawrence obokoh. they contributed to the research output of the Department through articles and conference papers.

there are a total of 69 international undergraduate and diploma students and 7 postgraduate students in the Department of Business management.

Bcom Honours Strategic management


mcom Business management

Bcom (General)




nD management

extended nD management

nD Small Business management

extended nD Small Business management

Btech Business Administration

Undergraduate International Students

Postgraduate International Students

1

2

5

11 0

68

2310

11

10


communItY enGAGementthe community engagement of the Department is focused primarily on enactus under the professional leadership of our lecturer, Joyce Sibeko.

enactus uJ grew remarkably in 2014, numbers reaching 1 000 students who contributed more than 10 hours of community service. enactus is an internationalnon-profitorganisationthat works with leaders in business and higher education. the aim is to mobilise university students to make a difference in the communities, while developing the skills to become socially responsible business leaders, applying business concepts to develop outreach projects that improve the quality of life and the standards of living for people in need.

the collaboration of the Department of Business management and the Faculty of Arts, Design and Architecture brought outstanding results for the community beneficiaries.Forexample,16branding packages and business plans were developed by students for the cooperatives and the Soweto Imvelo market was launched bythefirstyearSmallBusinessmanagement students.

enactus university of Johannesburg has been the biggest diverse team not only in South Africa but in the world. It has the most community service learning projects and is dominated by cooperative enterprises. It came as no surprise that uJ scooped most of the awards again this year and were favourites among potential employees like unilever, AIG and nedbank. Students were encouraged to be part of the executive management intern programme at unilever.

Future-fitleadershipreadinesswasproven when two of our students won all the leadership and alumni awards of the year.

Staff members are involved in various individual and group community engagement projects. Staff donated blankets, toiletries, non-perishable food and other goods that were distributed on mandela Day.

pARtneRSHIpS (puBlIc / InDuStRY / InStItutIonS)An informative and successful advisory committee meeting for the management programmes in the Department was held with various representatives from industry on 6 november 2014. mcom Business management partnerships with the following companies through multidisciplinaryprojects:Imperiallogistics, FnB, clover, SAlGA, Barloworld, mobitainment, uti, eureka, Johnson&Johnson, IQBusiness,DimensionData, comair, Renault, Das Resultat.

mARKetInG AnD puBlIc enGAGementSAll members of staff were involved in the university open Days. Various advertisements have been placed to advertise individual programmes with article contributions published in conjunction with the advertisements.

wAY FoRwARDthe Department will continue to value its staff and students and will further invest in their development tobecomefuture-fitleaders.Wewill also remain actively involved and dedicated to improve the Global excellence and Stature of our qualificationsandwillworkontheguidelinesidentifiedinthereviews of our programmes.

Professor Cecile Nieuwenhuizen (seated)

HeadofDepartment:BusinessManagement(BM), and staff


FutuRe-FItneSSAs a continuation of the strategic repositioning of its programme offerings, 2014 was the year in which the School of tourism and Hospitality (StH) successfully developed two new undergraduatequalifications,whichreceived the stamp of approval from the council for Higher education (cHe) at the end of the year. these twoqualificationsarethenewBachelor’s in Hospitality management (BHm) and the Bachelor’s in tourism management & Development. During 2014, the cHe also provided the finalgo-aheadfortheSTHtoofferthe phD in tourism & Hospitality in 2015. the StH successfully implementeditsnewDiploma:Food& Beverage operations in 2014; and the restructured StH operations unit now forms a core part of the learning experience for the StH students.

people DeVelopmentIn 2014, the StH signed up a further fiveSeniorResearchAssociatesfromfour international universities that publish under the StH/uJ banner. this forms part of the StH’s drive to promote research collaboration and intellectual leadership. At the end of 2014, the StH boasted a research network that spanned

acrossfivecontinents,withsixteenuniversities and a total of 22 Senior Research Associates. many of these research associates are among the top 50 international tourism scholars. the StH produced a staggering 52 research units during 2014 and this was largely due to more staff becoming research active, hosting of the postdoctoral research fellows and to establishing this expansive research associate network. this research output is a massive change from two publication units in 2009 and has seen the StH contribute one-third of the Faculty of management’s research output for 2014.

the StH hosted two postdoctoral research fellows in 2014, namely, Dr mohammed Amir Anwar from trinity college in Dublin and Dr titilayo olukole from the university of Ibadan in nigeria. Dr Anwar is supervised by professor chris Rogerson and he started his postdoctoral research fellowship in January 2014 with research focus areas of Specialised economic Zones and tourism. Dr titilayo olukole, under the supervision of Dr llewellyn leonard, started her postdoctoral research fellowship at the StH in August 2014. Her research focuses on the linkages between tourism in nigeria and South Africa.

the intellectual leadership at the StH was also further enriched through the appointment of a Visiting professor from the university of otago in new Zealand, namely, professor etienne nel, and a Distinguished Visiting professor from the university of oulu in Finland, namely, prof Jarkko Saarinen. In 2015, the StH will host prof Karthik namasivayan from penn State university who is a Visiting professor in Hospitality management. these appointments ensure that the StH contributes positively to the university of Johannesburg’s GeS and internationalisation initiatives.

During the course of 2014, the StH also hosted several guest lectures. notable among these are inter alia the public lecture by Dr Fabian Frenzel,titled:‘Slum Tourism from Rio Favelas to Township Tourism’; Prof Etienne Nel’s lecture titled: ‘Tourism, Local economic Development and Small Towns: Reflections from New Zealand and South Africa’. mr len wolman, StH Golden circle Alumnus, ceo and chairman of the waterford Group-uSA also visited the StH in September 2014 where he had a roundtable discussion with tourism and Hospitality students in a session titled ‘High tea with the ceo’. StH patron, renowned hotel magnate and entrepreneur, mr Sol

School of Tourism and Hospitality (STH) “Developing Future-Fit leadership for the Tourism and Hospitality sector”


Kerzner, visited the StH during July whereheengagedinaQ&Asessionwith students, staff and media over lunch, prepared and served by StH students.

As part of the mou between the university of Johannesburg and the newly established university of mpumalanga, that introduced aNationalDiploma:Hospitalitymanagement programme as one oftheirfirstprogrammeofferingsin 2014, the School of tourism and Hospitality has had to play an important mentorship and quality assurance role. Dr Hema Kesa,AcademicHead:Hospitalitymanagement, at the StH together with Hospitality management staff spent considerable time during 2014 with the new team at the university of mpumalanga to develop, among others, their learning guides, timetables and rosters for practicals and to advise on equipment needs. to this end, uJ nominated the StH Director, Dr Diane Abrahams, to serve as an extraordinary professor on the interim Senate of the university of mpumalanga. the StH will continue to work with the university of mpumalanga team for the next three years, as this quality assurance role was a prerequisite by the cHe for the university of mpumalanga to have their programme offering approved.

monItoR pRoGReSS AnD RewARD excellencethe StH hosted its Annual top Achievers Awards ceremony, which

enjoys excellent sponsorship and support from industry where students are recognised and given appreciation for their academic achievement. Industry sponsorship for this event totalled R90 000. the guest speaker for the evening was Advocate LeslieSedibe,CEO:ProudlySA.MsHilary Biller, Sunday times Food weekly editor, was awarded the StH Golden circle Alumnus 2014 award at this event.

Dr llewellyn leonard, Academic Head:TourismManagementattheStH, received the Best emerging Researcher Award 2014 and prof chris Rogerson received the Best established Researcher Award 2014 at the annual Faculty of management’s Future-Fit Staff Recognition Awards.

the only South African to achieve the recognition in 2013/2014, and one of 95 students awarded globally, a national Youth chefs training programme graduate, and StH commis chef, tlali masakala, was presented with the city & Guilds Gold medal for excellence at a ceremony held at the StH in 2014

StH Golden circle Alumnus and ceo of the city lodge Hotel group, mr clifford Ross, was honoured with the university of Johannesburg’s Alumnus Dignitas award at a glittering ceremony held at uJ on 14 november 2014. clifford’s nomination was based on his professional and personal contribution to the hospitality industry at large.

StuDent enRolment pRoFIlethe StH had a total of 785 students enrolled in its undergraduate and postgraduate programmes during 2014.

A total of R657 943 was allocated in bursaries to 26 undergraduate students. this was made possible through partnerships the StH had with industry partners such as protea Hotels, city lodge Hotels, tsogo Sun, Butch Kerzner memorial trust and the Hospitality property Fund.

the national Department of tourism alsofundedfivemaster’sstudentbursaries to the value of R125 000 and a further R45 000 was availed from nedbank research funds for support to an additional three master’s students.

At the end of 2014, the StH-waterford exchange programme afforded an StH Hospitality management graduate, ms Volente mackenzie, the opportunity to work in the uSA at one of the establishments in the waterford Hotel Group.

teAcHInG AnD leARnInG expeRIenceDuring 2014, the StH reviewed its BA tourism Development Honours programme and the Block Release programme for Hospitality management. the purpose of these reviews was to check quality, stature anddepthofthesequalifications.

During 2014, the StH saw a total of 142 students graduate in both the


tourism & Hospitality management programmes.

the StH had 100% placement for the third-year Hospitality & tourism Students during their work Integrated learning which is done in close collaboration with industry partners.

Kerzner International employed three StH Hospitality management graduates on their graduate programme. these graduates will work in Dubai at Kerzner International properties.

community engagement is core to the teaching and learning process and at StH it has strong support. through community engagement, we are not only empowering communities but also growing active citizenship and responsible leadership amongst our students. three nGos partnered with the StH in 2014 around its community engagement initiatives. the three nGos include tshepang children’s orphanage, Hospice & Rehabilitation centre and Reach out and touch. three student representatives were appointed as coordinators to work with these nGos.

ReSeARcH pRoFIleDuring 2014, StH continued to make a substantial research contribution to the Faculty of management. In 2014, the accredited submitted research outputs represented a total unit score of 52. As a result of this contribution, STHisasignificantcontributortoresearch outputs in the Faculty of management.

the StH continues to build its

network of international and local partnerships through the appointment of Senior Research Fellows. By the end of 2014, StH was proudtohaveaffiliationswithatotalof 22 Senior Research Associates. these research associates are based at various universities in Australia, new Zealand, united Kingdom, united Arab emirates, Botswana, mauritius and Zambia as well as local SouthAfricanaffiliatesassociatedwithresponsible tourism.

the uJ has a memorandum of understanding with the national Department of tourism and the StH manages the research projects that emerge through this cooperation. the research conducted and concluded at the end of 2014 was on ‘Customer service satisfaction levels at tourist attractions in South Africa’.

StH postgraduate students align research topics to that of the national tourism Sector Strategy and the findingsarepresentedatresearchworkshops to enrich policy and practice.

pARtneRSHIpSthe StH has engaged with the Marriott as early as December 2013 and since the merger in 2014 is now actively partnering with the marriott around bursary support, work Integrated learning, continuous education programmes, executive education programmes, Student recruitment and employment opportunities for graduates. the network and opportunities for StH students and graduates have

expanded tremendously through this partnership with this hotel giant.

the university of Johannesburg, through the StH, is a partner university in the World Tourism Organisation’s Young Talents Programme. ms phumzile Zondo, a third-year Btech tourism management student, was selected at the end of 2014, to present a paper at the world tourism conference in lucerne, Switzerland in April 2015.

As part of strengthening the African chapter of the International Council of Hotel, Restaurant, Institutional Education (ICHRIE), the StH joined this international network in 2013 and participated in the annual conference held in San Diego in July 2014.

through its partnership with the Stellenbosch wine Route, the StH was able to send six of its top students on an educational tour to some of the world-class wine estates in Stellenbosch during the September recess.

the university of Johannesburg signed an mou with the university of mpumalanga (ump) in 2014 where uJ serves as the sponsor university and through the School of tourism and Hospitality (StH) will serve as qualityassurerforthefirstcohortoftheDiploma:HospitalityManagementthat the ump is implementing.

In 2014, the StH renewed its partnership agreement with city lodge Hotel group for a further three years. the StH Director serves as trustee on the uJ/city lodge educational trust, which


supports bursaries for students studying Hospitality management qualificationsattheSTH.

mARKetInG & BRAnD mAnAGementthe StH produces a quarterly e-newsletter to keep its alumni and industry partners informed. the StH has a vibrant and supportive alumni network. through Golden circle Alumnus and StH Board member, mr len wolman, an Alumni fundraising challenge was initiated and to date an amount of R400k has been raised. An alumni cocktail was organised by alumni and hosted by the StH in november 2014.

the StH Director hosted the Gms of the hotels in Gauteng to a luncheon during may 2014. this event has been an annual event in the StH calendar since 2013. It allows for a great networking opportunity between industry partners, academic staff and students. this year the Gms were addressed by the Human Resource Development manager of the Hospitality property Fund, ms AshleighChristie,andtheDirector:Human Resources (Africa & Indian ocean) for the Hilton Hotel Group, cindy thomas, on how as senior managers they should serve as mentors in the workplace, and on addressing and understanding the challenges they face with the “millennials” in the workplace.

the School of tourism & Hospitality partnered with the Hilton Hotel group around their career expo that took place at the Hilton in Sandton on 26 may 2014. the month of may was dedicated by the Hilton to showcase careers in hospitality to the youth. careers@Hilton live is Hilton worldwide’s largest-ever global career event and it showcased to young people the many opportunities available in the hospitality industry. the StH Director was one of the guest speakers at the event, which also included partners such as FeDHASA and cAtHSSetA. the Hospitality management Academic Head, Hospitality management staff and students were engaged in one-on-one discussions

with prospective students at the StH stall at the expo. overall, it was a huge success and the StH looks forward to a continued partnership with the Hilton Group.

the 8th Annual Hotel Investment conference Africa (HIcA) took place at the maslow Hotel in Johannesburg from 14 to 16 September 2014. the conference aimed to provide information and gain insight on the latest trends, developments and key issues in the African hotel industry through various presentations and panel discussions by current global leaders and stakeholders in the hotel industry. the overarching theme of the conference was “Seizing opportunities” with Africa as a backdrop to the discussions. the conference is attended by ceos, Vice-presidents, General managers, ministers, Senior Government officials,InvestorsandtheMedia.Delegates from the university of Johannesburg’s School of tourism and Hospitality (StH) were invited to the conference with the Director, Dr Diane Abrahams, participating in a panel engaged on developing future leadership for the tourism sector. the StH received great media coverage during the event.

the StH hosted its open Day in September as part of its initiative to recruit new talent to the tourism and hospitality sector. the open Day was hosted in conjunction with industry partners. A motivational speaker and an active drumming session created a memorable experience for the students and parents who attended the open Day.

the StH operations unit, through its conferencing and banqueting services, hosted more than 75 000 pax at its various conference facilities during 2014. the StH also partnered with the following wine estates Bayede Royal Signature Wines, Hidden Valley, Fort Simon, Idiom Wines, Glen Carlou, Kleine Zalze, De Meye Wines Lord’s Wine and Ken Forrester Wines, to host its monthly flagshipfinefoodandwineevenings.

Doctor Diane Abrahams

Director:Schoolof tourism and Hospitality (StH), and staff


the centre for Small Business Development (cSBD) was established by the university of Johannesburg under the Faculty of management as an outreach centre to facilitate business development for small businesses operating in the townships. cSBD provides business skills through short learning programmes for start-ups and existing businesses. In addition, business mentorship is offered to the alumni. cSBD also hosts the Annual Soweto conference for entrepreneurship and Small Businesses and provides a business networking opportunity for small businesses on a quarterly basis.

teAcHInG AnD leARnInG expeRIence

Raymond Ackerman Academy Programme the Raymond Ackerman Academy (RAA) programme empowers young and aspiring entrepreneurs from disadvantaged backgrounds with business skills. Since 2009, RAA has trained 623 students, some of whom have started their businesses, while others are furthering their studies. Business support services and mentorship were conducted for all the students who attended the programme.

the Raymond Ackerman Academy Soweto introduced the GeSS (Graduate entrepreneur Support Service), a mentorship programme. the funding was provided by RAA cape town after receiving funding from taillores network – Youth economic participation

Initiative.Ofthe79beneficiarieson the programme, 15 have started businesses.

Small Business Enrichment Programme (SBEP)the Small Business enrichment ProgrammeisaccreditedatNQFlevel 5 and aimed at supporting existing entrepreneurs with business skills, including growth and turnaround strategies. the businesses included, among others, manufacturing, Information and communications technology, construction, Retail and Services. the main sponsor of the programme was thebe Foundation.

the impact assessment in 2014 shows significantimprovementsintermsofreduction of unnecessary labour of up to 70% in some instances. turnover was also reported to have increased from as low as 6% before the training to up to 20% after the training.

to date, over 600 people have been trained on the programme.

Vice-Chancellor Innovative Business Idea Competition the Vice-chancellor’s Innovative Business Idea competition was launched in 2013 by the Vice-chancellor and principal of the university, professor Ihron Rensburg. the competition is aimed at identifying and harnessing business ideas generated by uJ students and turning them into viable businesses.

Centre for Small Business Development (CSBD)Behind every small business, there’s a story worth knowing. (Paul Ryan)

You shouldn’t focus on why you can’t do something, which is what most people do. You should focus on why perhaps you can, and be one of the exceptions. (Steve Case)


the competition targeted full-time undergraduate and postgraduate students, aged between 18 to 35 years.

During the year under review, cSBD focused on developing the 10 winners of 2013 through training and mentorship. to date, 7 of the 10 winners are operational employing up to 14 people in their businesses. the winners of the 2014 competition will be announced in march 2015.

netwoRKInG, mARKetInG AnD puBlIc enGAGement

Soweto Conversations• mr Ravi naidoo, the executive

Director of economic Development, city of Johannesburg.

• MsNomahlubiSimamane:CEOofZanusi Brand Solutions, ms Angie Makwetla:CEOofMakwetlaandAssociates and presentations from the national Youth Development Agency, telkom and Small enterprise Agency

Youth Day the centre for Small Business Development in partnership with the uJ Soweto campus library hosted a Youth Day. the Keynote Speaker was mr Ravi naidoo, the executive Director of economic Development, city of Johannesburg. over 200 uJ students were in attendance.

uJ students were alerted to the shocking truth that South Africa’s

youth unemployment is sitting at 40% and is among the highest in the world. this is further compounded by a 16% decline in entrepreneurial skills among 18 – 34 year olds. Students wereencouragedto:

• Develop and strengthen the entrepreneurial quality, i.e. motivation or need for achievement.

• Analyse environmental set-up relating to small industry and small business.

• understand the process and procedure involved in setting up a small enterprise.

• Know the sources of help and support available for starting a small-scale industry.

• Acquire the necessary managerial skills required to run a small- scale industry.

• Appreciate the needed entrepreneurial discipline.

Nelson Mandela Day Entrepreneurship Lecturethe nelson mandela entrepreneurship lecture, Smme Development Forum and career expo were held on 18 July 2014 as part of mandela Day activities. the purpose of this lecture was to celebrate the life of a man who inspired hope, dignity, pride and forgiveness in the hearts of many South Africans and people around the world.

the nelson mandela entrepreneurship lecture, Smme Forum and career expo were implemented as a partnership

programme between the university of Johannesburg, the centre for Small Business Development (cSBD), South African Black entrepreneurs Forum (SABeF), Africa Rising Foundation and national Youth Development Agency (nYDA). A total of 315 delegates attended the lecture. Government Institutions, the private Sector, practitioners, and Small Businesses were in attendance. Business opportunities were also shared during this lecture. well renowned entrepreneurs also shared their own journeys, knowledge, and business insights to inspire and motivate township entrepreneurs.

Soweto Annual Conference the 5th Annual Soweto conference was hosted from 29 to 31 october 2014. the Keynote Speaker was Dr Richard maponya, a well renowned entrepreneur and property developer who holds a lifetime achievement award from the African leadership network. other speakers were practitioners and academics both local and international. under thetheme:Promoting Township Business Competitiveness: Co-existence of immigrant, Big and Small Township Enterprises, the 5th Annual conference was driven by recommendations from the Annual conference hosted in 2013. It was resolved that urgent debate, transparent cross-pollination of ideas as well as skills sharing between local and foreign entrepreneurs was long overdue. this conference provided a platform to address the xenophobic


tendencies among all concerned, while also gaining knowledge on how other countries had embraced foreign nationals that contribute to economic development. Delegates also learnt about how to gain access tofinancethroughinstruments,suchas angel investors, equity investors and crowd funding.

the conference was preceded by practical training sessions in business idea generation and innovation, and social media marketing. the key sponsor for the conference was the Gauteng enterprise propeller. the conference was attended by 404 delegates and 14 papers were presented.

the pick of the conference was the renaming section of the conference. the conference is now renamed after Dr Richard maponya and was renamed:theDrRichardMaponyaAnnual Soweto conference.

Entrepreneurship and Investors Conference cSBD hosted the entrepreneur and Investor conference – Sme Funding expo on 27 march 2014. A total of 370 entrepreneurs and 22 investors attended the conference. About 89 entrepreneurs were given an opportunity to pitch their ideas to investors. max moyo, a celebrated motivational speaker, set the tone for the event, informing the audience thattheyneedtofindtheirtrueidentity and their purpose in life. petanque consulting held a change management forum which got a lot of entrepreneurs rethinking their business strategies, and they took with critical charts to assist them with their growth. the city of Johannesburg that sponsored

the event also outlined investment opportunities available in the city.

the Investors included among others, Rissler-Fabienne Investments from mauritius, clear Diamond Investment from mauritius, Braemer Investment Group, Sudelettra Italy, Global Avion Investment – uganda, and Dr michelle Booysen. the investment is to the value of ZAR1.425.613.974.00.

wAY FoRwARDcSBD will increase its reach through rolling out an increased number of programmesandbeneficiaries.Thecentre will also align its programmes and activities to contribute to uJ’s strategic intent of achieving Global excellence and Stature. cSBD will continue to deliver integrated business development services, which include business skills training, technical skills training, mentorship, accesstofinanceandbusinessopportunities. Resources will be increased for research purposes.

Moipone Molotsi (seated)

Director:CentreforSmallBusinessDevelopment(CSBD),and staff


An enABlInG, StImulAtInG enVIRonment FoR StAFF AnD StuDentS – conDucIVe to teAcHInG, leARnInG AnD ReSeARcH excellenceTheCSESEhasmadeasignificantimpact in the social economy sector. Some of the main acheivements are thefirstGraduationCeremonyforthe centre held in 2014 for the 2013 students; a longer-term contract for a three-year period was secured to do capacity building with enterprising non-profitorganisatisonssponsoredby the city of Johannesburg; the cSeSe successfully hosted the 2nd colloquium focusing on Social entrepreneurship and the Solidarity Economy;andasafirsttimeeventhad an emerging Social entrepreneur Awards that uncovered some of the finesttalentamongemergingsocialentrepreneurs in the green and social economy.

StAFF pRoFIleIn the latter part of 2014, Dr Susan Steinman, former Director of the centre left the university, which createdasignificantchangeinthestaffprofileattheCSESE.Themanagement of the centre was handed over to ms Adelaide Sheik, previously managing stakeholder relations. the team consists of a postdoctoral Fellow that focusses on the research and administrators working on programme design and student coordination. temporary staff are contracted in on special projects when needed. All members of the team, both contracted and permanent staff, belong to designated groups.

StuDent pRoFIle (unDeRGRADuAte/poStGRADuAte)Social entrepreneurship and social enterpising are developing sectors within South Africa and therefore programmes offered by the cSeSe arespecificallytargetedatemergingsocial enterprises, enterprising non-profitsandcooperatives.Wecurrentlyhave a three-year partnership with

the city of Johannesburg (coJ) to do capacity builing organisations inthenon-profitsector.Inasurveydone with the 2014 coJ students representing their organisations, it was noted that the greatest challenge isaccesstofinanceandfindinginnovative means to develop and grow their organisations.

the cSeSe mainly concentrates on short learning programmes, now more commonly known as continuous education programmes (ceps). the programmes offered are on lowerNQFlevelssuchasNQF5&6 and the reason is that the target group has a clear understanding of citizen-led initiatives; however, they do not always make use of business principles and models to grow these initiatives to allow for organic growth towards a sustainable end. the two programmes that have proven to be very successful over the past few years are the Asset Based Socio-economic Development (ABSeD) and emerging Social enterprise management (eSem) programmes, which have givenourstudentsafirmergraspofthe business acumen required to run the organisation successfully.

Centre for Social Entrepreneurship and Social Economy (CSESE)Social entrepreneurs are not content just to give a fish or teach how to fish. They will not rest until they have revolutionised the fishing industry. (Bill Drayton)


ReSeARcH pRoFIle (StuDentS/StAFF)the cSeSe has managed to launch a very exciting research project in partnership with national treasury. the research focuses on the Feasibility of Online Business Incubation of Green and Social Enterprises in KwaZulu-natal, limpopo and the Free State. As a general observation, social and green enterprises are faced with huge challenges due to the lack of capacity and therefore organisational impact is minimal.

conventional residential business incubation has become a popular method used to gradually grow small enterprises into sustainable businesses. the differention in this reseach project is that online Business Incubation is being used to measure the effectiveness of capacity building through e-learning and online mentoring of 45 social and green enterprises from rural and peri-urban areas. An online, web-based platform is being used which does not come without its own challenges such as limited internet accessability and organisational resources. the research project runs for 18 months to be completed by February 2016. Dr Rejoice Shumba is the lead researcher with the cSeSe staff being part of the implementation team and overall superison done by prof Gert Roodt.

InteRnAtIonAlISAtIonthe cSeSe offers a Business Incubation management programme (BImp), which appears to be of internationalinterest,specificallyinthe SADc region. the graduation ceremony held in 2014 had one of the top students coming from Zimbabwe who is managing a developing business incubator in his country.

A programme in Social entrepreneurship for International Studentshasbeenspecificallydesigned for exchange students to come and experience how social enterpises are managed in South Aficaandtoexplorewhatdrivessocialinnovation on our continent. As part

of the exchange, the international students use their expertise to workwithandtoassistnon-profitorganisations for the period they are visiting South Africa.

communItY enGAGement the cSeSe has a strong community engagement (ce) focus, resulting from the fact that it works directly with organisations and enterprises in the social sector. the community engagement activities within the cSeSe takes on various forms working with both internal and external stakeholders.

Internally, we partnerted with the School of tourism and Hospitality (STH)usingtheCSESEflagshipCEproject known as the Social ecomony Volunteer Association (SeVcA) placing student mentors in groups of 15 each at three nGos (these nGos were part of the cSeSe’s capacity building programme in 2013). the StH students were trained on basic principles of mentoring and coaching andtheNGOswerebeneficiariesofthis project. the project achievements were celebrated on 11 September 2014 with a celebratory dinner hosted by StH, where the three nGos were assured that they were adopted into the ce programme until 2016.

SeVcA has a longstanding relationship with the pR & communation Department headed by Rene Benecke. we facilitated a meeting between eight nGos from our database, with 25 students to be matched to gain workplace experience.

externally, we recently partnered with SIopSA, an association for industrial psychologists, on a cSI project. their members have pledged 1 000 hours as part of capacity building to the social sector. this partnership is facilitated via the online virtual incubator, where mentors give 2 hours a month over a 6month period.Theaimisforfiftynon-profitorganisationstobenefitfrom this partnership.

pARtneRSHIpS (puBlIc/InDuStRY/InStItutIonS)the cSeSe continues to grow its partnerships within the public andprivatesector:

• cApAcItY BuIlDInG pRoGRAmme wItH non-pRoFIt oRGAnISAtIonS – the cSeSe continues a partnership with the city of Johannesburg to train and mentor social enterprises for a further three years.

• ANNUALCOLLOQUIUM–KonradAdenauer Stiftung partnered with the cSeSe on the 2nd conference with the theme, Social economy – a pathway to socially sustainable development.

• emeRGInG SocIAl entRepReneuR AwARDS – Sponsors that supports the event, collaborating with the cSeSe, namely the pwc South Africa (pwc), technology Innovation Agency (tIA), lifeco unltd South Africa (lcu SA).

• ReSeARcH pRoJect – national treasury is the sponsor, cSeSe is the research and implementation partner, regional partners in each province and the social and green enterprisesasbeneficiaries.

• pARtneRSHIpS In tHe SectoR – the cSeSe has partnerships with various organisations, institutions and associations in the sector.

mARKetInG AnD puBlIc enGAGementthe cSeSe had two major events in 2014 that demonstrated the continued support and commitment from a university perspective towards growing social enterprises and contributing to the social economy.

ThefirsteventwastheColloquium,focusing on the The Social Economy – a pathway to socially sustainable development. there were a few prominent speakers, namely mr Jeffery ndumo representing ms lindiwe Zulu minister from the ministry of Small Business


Development, mr matthias Schäfer, Head:EconomicPolicy,Dept.ofpolitics and consulting, representing Konrad Adenauer Stiftung from the GermanyofficeaswellourownDrRejoice Shumba from the cSeSe, leading a panel discussion on Funding Social enterprise – does it lead to market distortions? the reviews after the event were very positive and participants commented that the event stimulated opportunities for strengthening the sector.

the emeRGInG SocIAl enteRpRISe AwARDS – 2014 was another highlight for the year. the innovation for the awards was driven by the need to celebrate the emerging social entrepreneurs of South Africa because more often than not the same “rock star” social entrepreneurs are celebrated over and over while the emerging social entrepreneurs are overlooked. our sponsorsgavegreatprizes:Lifecounltd South Africa gave both cash prizes and continued mentorship support; pwc will be providing professional consultation services; NxTmovedsessionstofindwaystoimprove business models; and tIA sponsored logistical support and the judges panel. there were three categories:OverallBestEmergingSocial enterprise, Best emerging woman Social enterprise, Best emerging Youth Social enterprise and the runners up in each category were sponsored by SeeD Academy.

wAY FoRwARDthe future focus for the cSeSe is to take a more integrated strategic approach to align cSeSe goals to broader faculty objectives, without losing the essence of the mandate to build capacity within the social sector and mainstreaming social entrepreneurship. this will be achieved with the support of existing institutional structures and leveraging of available resources to growtheCentre,firstly,intheareaofteaching and learning by growing the student intake as part of the third stream income on the continuous education programmes (ceps) and,

secondly, by participating in relevant research that will augment the further development of the sector. there will always be a need for continuous social innovation, social cohesion and collaboration on a broader scale both locally and internationally to allow for growth of the body of knowledge

and experience – this in turn creates the opportunity for special projects, conferences, benchmarking and activities that will further social entrepreneurship. the university of Johannesburg is perceived as a pioneerinthisregardandshouldfindways to keep abreast.

Adelaide Sheik (seated)

Manager(Acting):CentreforSocialEntrepreneurshipand Social economy (cSeSe), and staff




•Department of public management and Governance•centre for public management and Governance•School of leadership


An enABlInG StImulAtInG enVIRonment FoR StAFF AnD StuDentS – conDucIVe to teAcHInG, leARnInG AnD ReSeARcH excellence.In line with the Department’s vision above, the strategic focus areas in 2014wereto:

• provide structured theoretical and cooperative career-orientated education and training in public Administration, public management and public Governance from undergraduate to doctoral level within the wider university and Faculty missions and values;

• generate substantive, theoretical and intellectual knowledge about the complex management and governance of state, market and society interactions at all levels;

• cultivate cognitive and research knowledge and skills in learners, such as critical reasoning, data mining and processing, interpretation, analytical problemsolving,andreflective/ evaluative skills;

• cultivate good management and governance knowledge and skills in learners, including policy issue identificationandprioritisation,policy making and management, implementation, and support services; and

• apply the above knowledge and skills at different levels and in different sectors to improve government, business and society.

Thenotionof‘Future-fitLeaders’in the Department and centre is cultivated based on the followingprinciples:

• to improve public sector guided development outcomes in society;

• to improve public sector agency values (democracy, development, growth, equity, stability, sustainability);

• to improve public sector structures (local, provincial, national, international institutions and network);

• to improve public sector internal operations (participatory, responsive, transparent, accountable,efficient,effective,professional, honest); and

• to improve public sector leadership skills.

the Department was established in 2006 as an autonomous Department of public Governance in the Faculty of Humanities. Before 2006 the public Governance module in the programme BA public Governance was offered as a major module in the Department of political Studies. In 2014, the Department was transferred to the Faculty of management. the content of the undergraduate and postgraduate offerings has changed dramatically over the past ten years. currently, the Department offers two major modules (public management and Governance and public leadership and local Governance)

and two subsidised undergraduate programmes:BAPublicManagementand Governance with a management focus on Auckland park Kingsway campus, and BA public management and Governance with a leadership and local governance focus on Soweto campus.

the Department offers three postgraduateprogrammes:theBAhonours programme, the mA master’s research programme and the mA master’s coursework programme. After consultation with industry and benchmarking with other universities who offer programmes in public Administration and management, the degree was redesigned and theDepartmentadoptedaflexiblecoursework master’s programme with three different clusters of module selection to strengthen collaboration nationally and internationally. A cluster of four modules, focusing on Advanced public management and Governance issues, a cluster focusing on the local Government sector and a cluster focusing on policy monitoring and evaluation. the Department added a fourth cluster in 2015 on public Sector Sustainability in order to supply the marketplace in the Gauteng region with the best competitiveadvantageforqualifiedpublic sector managers and to strengthen collaboration with Africa.

the Department’s master’s coursework programme has a practical component for students who lack public sector experience. It involves engaging with industry in terms of an internship in the public sector that is of practical relevance

DEPARTMEnT OF PUBLIC MAnAGEMEnT AnD GOVERnAnCE

To ensure academic service excellence by being a leading knowledge service provider of transferring knowledge (teaching), generating knowledge (research) and community service for the governance capacity building needs in the public sector in South Africa.


and value. All the master’s coursework students complete a mini dissertation which represents 50% of the total creditsofthequalificationthataimstoaddressaspecificindustryproblem.It is our belief that these students will be well placed to contribute their expertise in the workplace at a relatively young age to collectively solve industry issues in the public sector in general, and sustainability, local governance and policy monitoring and evaluation issues in particular.

A high public management and Governance module throughput rate has consistently been maintained since 2010. the Department prides itself on high quality basic and applied research, high quality learner support, high quality course materials, high quality postgraduate supervision; excellent and motivated academic staff; innovative and appropriate technological support; and quality teaching and administrative support. It strives to improve learners’ critical thinking and analytical abilities generally, and quality written essays form the basis of assessment even at first-yearlevel,particularlyintermsofintellectual content, for learners who areonaveragefarfromproficientlyable to read and write in english. the Department is also consciously experimenting with techniques to understand and address the difficultiescurrentstudentsexperience with the challenging content of our undergraduate and postgraduate modules.

the year was characterised by implementing improvements

suggested by a panel of independent experts following a series of peer reviews of all the programmes. the reviews provided excellent feedback and proposals to enhance the current programmes. An Industry Advisory Board, comprising industry partners and academic experts of other universities, is appointed yearly to evaluate the offerings of the Department to ensure continuous quality control.

StAFF pRoFIlethe Department has employed three permanent lecturers on the Soweto campus, ms tasneem majam, Dr Dominique uwizeyimana and mr thonzhe nethonzhe. on the Auckland park campus, the Department has two professors, profs christelle Auriacombe and Fanie cloete, one senior lecturer Dr Vain Jarbandhan, and three lecturers, Dr Danielle nel and ms Shana mavee. of the eight staff members, one is a Black South African, two are Africans, two are Indians and three are white South Africans. Five staff members hold phD degrees and two staff members were enrolled for phD degrees. with the retirement of prof Fanie cloete at the end of 2014, the Department appointed prof Shikha Vyas-Doorgapersad, an accomplished Indian South African academic as a full professor. Dr Damian ukwandu from nigeria was appointed as a postdoctoral Research Fellow in the Department in 2014.

the senior staff in the Department, profs christelle Auriacombe and Fanie cloete, were responsible for ensuring

that quality programmes and quality study material were developed and that junior staff were equipped with the necessary tools for quality education.

one of the challenges that the Department faces is the lack of supervisors on doctoral level. two staff members are busy with their own doctoral studies and three staff members obtained their doctoral degrees during the course of 2013 and 2014. the two experienced staff members were overburdened and could only take on a limited number of new doctorates resulting in fewer postgraduate students and research outputs. the two experienced supervisors have been appointed as co-supervisors to assist the new supervisors with their master’s and doctoral students.

the junior staff’s class and module evaluations, publications and master’s supervision outputs are a testimony to the dedication, high quality teaching and support they provide through their teaching. A strategic focus of the Department is to grow the stature of staff within the pmG discipline. this can be done through promotions, internationalisation and appointing experienced high calibre supervisors.

StuDent pRoFIle (unDeRGRADuAte/poStGRADuAteDuring 2014, 1 123 students enrolled forthefirst-yearundergraduatesemester modules (pmG1A11 & pmG1B21) in public management and Governance on ApK campus


and 1 372 on Soweto campus, 877 students for the second year undergraduate semester modules in public management and Governance (pmG2A11 & pmG2B21) on ApK campus and 384 on Soweto campus, 865 students for the third-year undergraduate semester modules in public management and Governance (pmG3A11 & pmG3B21) on ApK campus and 408 on Soweto campus. on Soweto campus, 597 students enrolled for the public leadership and local Governance (plG1A11 & plG1B21) undergraduate semester modules. postgraduate programmes are offered on ApK campus and 138 students enrolled for the honours programme, 21 for the master’s coursework programme, 10 for the master’s research programme and 12 for the doctoral programme.

Former postgraduate students of profs Fanie cloete and christelle Auriacombe and other staff members in the Department, are currently in academic and other senior positions including the Dean of management of cput, Dean of management of north-west university (nwu) mmabatho campus, Dean of management of the university of the Free State (uFS), three professors and former directors of the School of public leadership at the university of Stellenbosch (uS), professors in public Administration at the university of ethiopia and the university of malawi, manager of the pan-African capacity Building programme at the Development Bank of Southern Africa

(DBSA), the minister of Finance in the western cape provincial Government, chief Directors in the presidency, the Department of Science and technology, the Department of cooperative Governance and traditional Affairs, the Department of Rural Development and land Reform, professors, Associate professors, Senior lecturers and lecturers at the university of pretoria (up), unisa, uS, nelson mandela metropolitan university (nmmu), university of Fort Hare (uFH), Senior management Staff and Specialists in the premier’s OfficeoftheGautengProvincialGovernment, the mpumalanga legislature, the Gauteng legislature and the Gauteng Department of education.

Several of our honours, master’s and doctoral students are also appointed in senior research and management positions in national state departments, provincial governments, metros, other municipalities and as ceos of institutes and business sector organisations.

through the Student Achievers initiative,certificatesofachievementfor a distinction were issued to all the students who obtained distinctions onthefirst,second,thirdandhonourslevel of study in the discipline as part of our teaching and learning Strategies. Honours students who technically marked assignments were also recognised for their contribution withacertificateofachievement.

ReSeARcH pRoFIle (StAFF/StuDentS)the Department and centre’s continuous support of and contribution to research have seen a growth in researchers and a growth in research outputs. the Department’s combinedcitationprofileis1 021 citations with a combined H-index of 28. the Department’s research output is characterised by conference participation, publications in recognised national and international journals, chapters in books and membership of editorial boards.

the Department contributed to15 publications and the centre to six publications that resulted in a combined credit output of 14.3 credits in accredited journals. eight articles were published in the DHet accredited journal Administratio publica, one article in the IBSS Journal of Social Sciences, two articles in the IBSS Journal of public Administration, four articles in the ISI Journal of policy Analysis and management and three articles in the non-accredited mediterranean Journal of Social Sciences.

profs cloete and Auriacombe co-authored one chapter, and prof cloete co-authored three additional chapters in a book of which prof Fanie cloete was a joint editor, cloete, F., Rabie, B. & De coning, c. (eds.). 2014. evaluation management in South Africa and Africa.Stellenbosch:SunMedia.

one of the strategic objectives of the Department is to enhance joint publications of staff and postgraduate students in the Department. two staff members and their master’s students contributed to publications in Administratio publica, an accredited publication.

Danielle nel was awarded a D litt et phil in 2014.the title of her thesis is Systematic Risk management and Strategic control in public-private partnerships. Her research resulted in an international best practice framework for risk management by comparing national and international public-private programme development measures. the thesis


also provided integrated systems management recommendations for improved risk management in public-private partnerships.

ms Shana mavee attended and Dr Danielle nel presented a paper, “Public-PrivatePartnerships:Amove beyond npm towards Risk Governance” and Dr Vain Jarbandhan presented a paper, “the evolution of environmental stewardship as a leadership philosophy for the South African public Sector”, at the 14th Annual South African Association of public Administration and management (SAApAm) conference on 26 march 2014.

prof Fanie cloete attended the public Governance and public leadership International winelands conference of the School of public management and planning, university of Stellenbosch on 2 April 2014.

prof christelle Auriacombe presented apaper“QualityAssuranceinLocalGovernmentTraining:Experiencesfrom Higher education and local Government training Institutions in South Africa” at the RAlGA/GIZ/SIpu South/South conference in Kigali, Rwanda on 10-11 July 2014.

prof Fanie cloete attended the International workshop on the evaluation of DFID BcuRe capacity-building programmes in Africa and Asia on 15-16 July in london.

Membership of editorial/review panels and high level involvement in scientific bodies.• prof christelle Auriacombe is a

member of the Advisory Board of the African Journal of Public Affairs (AJpA) – IBSS accredited.

• prof christelle Auriacombe is a member of the editorial committee of Administratio Publica the journal of the Association of Southern African Schools and Departments of public management and Governance – DHet accredited.

• prof christelle Auriacombe is a member of the Advisory Board of the journal politeia – DHet accredited.

• Dr Danielle nel is a member of the editorial committee of Administratio Publica the journal of the Association of Southern African Schools and Departments of public management and Governance – DHet accredited.

• In 2015, Dr Vain Jarbandhan will be the editor of Administratio Publica the journal of the Association of Southern African Schools and Departments of public management and Governance – DHet accredited.

InteRnAtIonAlISAtIonthe Department strengthened its international links with the success of its input in the loDloG programme in Sweden, which led to the request by SIpu International AB in Sweden to form a partnership with the Department to develop a master’s programme in local Governance and Decentralisation for Rwanda in 2014. the master’s programme curriculum is accepted by the Rwanda Association of local Government Authorities (RAlGA) as a national local government master’s programme and the project development is funded by the Deutsche Gesellschaft für Internationale Zusammerarbeit (GIZ). prof christelle Auriacombe served as coordinator for uJ and is developing several study manuals for the modules of the programme for implementation in 2015.

the Department has strong ties with theOfficeofInternationalEducationand Development of the Appalachian State university, north carolina, uSA, and the Associate Vice-chancellor during a visit to the Department in 2014 concluded an invitation for Dr Danielle nel to participate in a lecturer exchange programme there for three months from August to october 2015.

the Department also built ties in 2014 with the university of uyo in the Akwa Ibom State in nigeria. As part of an exchange of staff with the university of uyo, prof Iriemi ejere, the acting HoD of the Department of political Science and public Administration of the university of uyo will visit the Department in 2015 to explore an inter-departmental mou.

It is a strategic objective of the Department to grow international collaborations and partnerships in Africa in 2015 and in preparation discussions were held in 2014 to sign an mou with the uganda technology and management university (utAmu) and the uganda local Government Association (ulGA).

communItY enGAGementthe Department was involved in a number of community outreach activitieswith:iCare,LouisBothachildren’s Home, nelson mandela Day and the SRc pajama donation for schools. Dr Danielle nel is an active member of the “take a girl child to varsity” mentorship project.

pARtneRSHIp (puBlIc /InDuStRY / InStItutIonS)Dr Danielle nel and Dr nadejda Komendattova, a researcher at the International Institute for Applied Systems Analysis (IIASA) and the Swiss Federal Institute of technology (etH), Zurich, did research on the risks and barriers for the deployment of renewable energy sources in South Africa through Independent power production. their article, titled “Risks and Barriers in Renewable energy Development in South Africa through Independent power production” was accepted for publication in the may 2015 African Journal of Public Affairs.

Dr Danielle nel and Dr Vain Jarbandhan also participated as postdoctoral Fellows in the South African Young Scientist Summer programme (SA-YSSp), which is a national Research Foundation (nRF)/International Institute of Applied Systems Analysis (nRF/IIASA) collaboration.

Dr Vain Jarbandhan and Dr Danielle nel served as discussants at the School of public management and Administration (SpmA) Round table Discussions in a town Hall debate format as part of the 7th Annual SpmA International conference on public Administration on 28 october 2014.


Staff in the Department served as external examiners for master’s and doctoral students for the following universities:North-WestUniversity(nwu), university of pretoria (up), unisa, university of cape town (uct), nelson mandela metropolitan university (nmmu), university of the western cape (uwc) and the university of Stellenbosch (uS).

Staff in the Department acted as peer reviewers for accredited journals: Administratio Publica, Politeia, the Journal of Public Administration and Africa Insight.

Staff in the Department have memberships in the following nationalprofessionalinstitutions:South African Association for public Administration and management (SAApAm), Association of the Southern African Schools and Departments of public Administration and management (ASSADpAm), the South African monitoring and evaluation Association (SAmeA), the South African Association of political Science (SAApS), the operational Research Society of South Africa (oRSSA), the South African planning Institute (SApI), Institute of Risk management South Africa (IRmSA) and the ethics Institute of South Africa.

Internationally, staff in the Department have memberships in the American evaluation Association (AeA), the european evaluation Society (eeS), the Indian Institute of public Administration, the Indian Society for training and Development, the centre for Administrative change (India), and the Intellect International consortium, uSA.

WAyFORWARD: 2015 to 2020the Department is one of the fastest growing departments in South Africa and in the university. the academics in the Department are experienced and acknowledged leadersintheirrespectivefieldsinthe country and have contributed to the Department’s good reputation as one of the best quality education andtraininginstitutionsinthisfieldin

South Africa. the existing academic programmes in the Department are highly relevant and of good quality as a result of regular benchmarking against other programmes nationally and internationally and also as a result of regular updates of study materials. Nosignificantchangeisthereforenecessary in the strategic focus of the Department, except the strategic recruitment of the most appropriate new staff members and international guest lecturers to continue its good historical legacy.

the BA Honours (public management and Governance) remains a strong postgraduate programme, when compared on a national and faculty

basis, attracting students from a wide range of academic and industry institutions.

It is also important to continue in future with the relatively successful balance between academic education and professional training that has characterised the Department’s activities so far, in order to cater optimally for the needs of the public sector industry in this regard.

the Department achieved recog-nition as one of the most successful departments nationally and the aim is to build on the best practices and establish better recognition internationally.

Professor Christelle Auriacombe

HeadofDepartment:PublicManagement and Governance (pmG), and staff


the Department of public management and Governance is home to the centre for public management and Governance. the centre is an integrated component of the Department to supplement the Department’s vision and goals for improving good management and governance of public sector agencies. Since 2008, the centre has had the privilege of providing services to and collaborating with a wide range of actors in Africa and South Africa’s developmental local government process. with our capacities, experiences and wide range of associates the centre provides customised professional public management and continuing professional development programmes at different levels in the public, private and voluntary sectors, inthefieldsofpublicmanagement,leadership and local governance as well as applied research, advisory, consulting, quality assurance, facilitation and policy development services to its client base.

the centre also provides funding for the Department for bursaries, membership of professional associations, visiting international scholars, research publications, presentations of academic development training workshops and seminars for researchers and supervisors, guest lecturers for formal programmes and conference attendance.

In order to provide strategic interventions for the South African Government’s municipal turnaround Strategy, the centre offers two flagshipprogrammes,the120credits,NQFLevel5,National Certificate in Municipal Governance (NCMG) (2015HigherCertificate)andthe120credits,NQFLevel6,Advanced Certificate in Municipal Governance (ACMG). these training interventions are supported by the South African local Government Association (SAlGA), the Department

of cooperative Governance and traditional Affairs (coGtA) and the local Government Sector education and training Authority (lGSetA).

these programmes are integrated academic and professional programmes aimed at transferring relevant scholarly knowledge and practical, professional skills to learners, both, about the principles and theories of good public management and governance, and about the professional practice inthesefieldsatallgovernmentlevels. the ncmG and the AcmG aim to equip municipal elected politicalleadersandofficialswiththe skills to manage the regulatory and institutional framework of local government, local government policy and strategy development, integrated development planning and local economic development, project management, strategic budgeting, financesandhumanresourcemanagement, local government leadership, communication, research and report writing, ethics and good governance, and local government organisational design and development.

over 1 400 municipal elected political leaders, councillors and officialsof73localmunicipalitiesandfour metropolitan municipalities in SouthAfricaqualifiedfortheirfinalexaminations between 2010 and 2014. municipalities select their candidates to enrol for the programmes in the centre from various departments and positions such as administration officers,deputydirectors,financialofficials,municipalmanagers,councillors and mayors.

Inadditiontothesetwoflagshipprogrammes, the centre has since 2009 partnered with Shisaka Development management Services to present professional non-subsidised training to professional housing planners, administrators and managers on various housing

policy issues. these smaller training programmesinclude:Introductionto Housing policy for Housing Administrators, Housing policy Analysis and management and managing low cost public Housing projects. Approximately 480 learners have already successfully completed thesequalificationsby2014.Thecourses are of a high quality and very popular.

the centre also offers various other introductory short learning programmes on different facets of public and municipal Governance. Theseprogrammesare:Researchmethods and writing Skills for public and Development management; orientation to public management Functions; orientation to public policy; orientation to public Human Resource and Financial management and the constitutional and Institutional Frameworks for public Administration and Governance.

programmes are regularly benchmarked against similar national and international programmes. Various access routes exist, including traditional academic and also non-academic short learning programme routes as well as Recognition for prior learning (Rpl).

teAcHInG AnD leARnInGlearners are supported through various initiatives such as fully developed study manuals, a learner guide to assist in learning and time management support skills and services, a tutorial manual for research, assignment writing, portfolio development, technical and content assessment of assignments, and academic writing skills support.

to support these learners further, the practical portfolio projects are taught in practical sessions of small groups during the course of the academic year. public management and

Centre for Public Management and Governance


Governance postgraduate students provide tutorial support for struggling councillors and other practitioners to complete their portfolios. these tutors provide additional tutor support weekly in small groups ofnotmorethanfivelearnerspergroup class to provide extra support to risk learners after formal classes and before tests and assignments. Assignmentsarefirstlytechnicallymarked by the postgraduate students in order to correct grammar, technical requirements in terms of referencing, introductions and summaries, according to a template.

the centre has an effective teaching and learning strategy where the postgraduate full-time students are exposed to the working environment of local governance through these joint practical portfolios, case studies and group sessions with local ward councillors. the areas of discussion include a mix of proactive/strategic and problem solving discussions.

Industry guest lecturers are also invited. these initiatives have led to an increase in the success rates of learners on all levels.

SemInARS AnD woRKSHopSthe annual Association of Southern African Schools and Departments of public Administration and management (ASSADpAm) inter-university workshop is hosted by the centre. the annual workshop in September 2014 proved to be successful and led to four publications of staff members in the Department and four from other universities, in the accredited journal Administratio Publica.

the centre co-coordinated a round table discussion workshop held on 9 July 2014 with speakers RAlGA and SIpu, with speakers from the Botswana Association of local Authorities (BAlA), the Institute of local Government Studies (IlGS) of Ghana, the Department of political Science and public Administration of the university of uyo, nigeria, the ecole national d’Administration, Yaounde, cameroun, the Gabarone city council of Botswana, the uganda

management Institute (ImI) and the Rwanda Institute of Administration and management (RIAm), to discuss cooperation in quality assurance for curriculum development for local government training institutes similar to the centre.

pARtneRSHIpS (puBlIc/InDuStRY/InStItutIonS) AnD InteRnAtIonAlISAtIonthe current local government capacity-building programme for municipal councillors and senior officialswasdevelopedbytheCentrein a cooperative partnership with SAlGA, municipalities nationally and the lGSetA. After a comprehensive interactive consultative process nationally both programmes were registered by the South African QualificationsAuthority(SAQA)and are fully compliant with the requirements of the Skills levy Act, enabling municipalities to refund their training investments in these programmes. these training interventions are supported by SAlGA, coGtA, the lGSetA and Shisaka Development management Services nationally. Internationally the centre has partnered with the Rwanda Association of local Government Authorities (RAlGA), SKl International (AffiliatedtotheAssociationofLocalAuthorities and Regions) and SIpu International AB to develop and quality assure, and coordinate similar interventions in Africa.

establishing good international networks has been key to developing an international perspective, hence the centre built strong ties in Africa in 2014 with the Botswana Association of local Authorities (BAlA), the African Institute of corporate citizenship, the Department of political Science and public Administration of the university of uyo, nigeria, the Institute of local Government Studies (IlGS) of Ghana, the uganda local Government Association (ulGA), the ecole national d’Administration, Yaounde, cameroun, the Gabarone city council of Botswana, the Rwanda Institute of Administration and management (RIAm), the Rwanda management

Institute (RmI) and the uganda management Institute (ImI), to discuss quality assurance of local government skills training programmes. collaboration with these institutions opens up new perspectives on one’s own activities and offers us a chance todevelopandfindnewwaysofmeeting needs and problems at home. the more knowledge we have access to, the greater the chances of establishing municipal partnerships and educational programmes.

the centre also engages leading scholars and industry practitioners to present guest lectures to the students in the Department and centre to prepare students for the issues in the workplace.

prof willem Schurink presented a lecture to the honours students about the intricacies of qualitative research and the Director of the compliance & Forensic Audit at the Department of trade and Industry (DtI) presented a guest lecture to honours students about risk management in the public sector.

Four industry experts, prof chris thornhill, ms marilize Fourie, prof Gerrit van der waldt and mr Johan Ackron, presented proactive problem solving discussions for the local governance system and regulatory problems in terms of legislation, financialmanagement,IntegratedDevelopment planning (IDp) and local economic Development (leD).

ReSeARcH pRoFIleIn addition to the annual novice researchers workshop the centre has played a pivotal role in supporting several research initiatives for postgraduate students, postdoctoral fellows and staff in terms of providing funding for pages, fees, language and technical editing of articles and master’s dissertations and doctoral theses. In addition to funding for departmental research support the centre appoints research associates nationally and internationally. the centre boasts six accredited publications(fiveDHETcredits)by three researchers of the centre of which four publications by prof maureen pirog, an international


researcher in the centre, are in a high impact journal, Journal of Policy Analysis and Management. this journal is ranked by ISI and is normally thefirstorsecondrankedjournalinthefieldofpublicadministration(depending on the year).

WAyFORWARD: 2015 to 2020though training local government officialsandpoliticiansforbetterservice delivery is not the only solution to poor service delivery, lack of municipal capacity, corruption, protests and unrest, it is believed to be a step in the right direction. It is important to continue with the relatively successful balance between industry recognition and professional training in municipal management and governance that has characterised the centre’s activities so far, in order to cater optimally for the needs of the local government sector industry in this regard.

the centre has achieved national recognition as one of the most successful local government training institutions and the aim is to build on the best practices and establish better recognition internationally.

As the development process in Africa accelerates, more local authorities are empowered and local communities demand more and better services, participation and accountability, partnership cooperation should improve and local governance and sustainable development will become more exciting.

The current activities of the Centre (CPMG) are administered and managed by: • Director:ProfCJAuriacombe

• AdministrativeManager: ms maria de wet

• AdministrativeCoordinator: ms m Snyman

• Assistant:MrNMaseko


IntRoDuctIontwo months before the beginning of the year under review (in november 2013), the School of leadership opened its doors to 93 students who come from different spheres of the policy community ranging from parliament, the corporate sector, the public broadcaster to academia. the students were enrolled into our three Short learning programmes (Slps) andtheyweredistributedasfollows:

• Industrial policy – 33 students

• Strategic Diplomacy – 29 students

• transitional Justice – 31 students

each of the Slps consists of the compulsory research (Research Awareness for leaders) module and an elective module which is Industrial policy, Strategic Diplomacy or transitional Justice. the programmes do not only address technical issues but also examine how political, economic, social and legal factors at the domestic, regional and global levels can have an empowering or constraininginfluenceonnationaland regional development efforts

the content of these programmes enables the students to engage with a diversity of views on world issues and to determine their relevance to national and national challenges. this contributes to marking out the international character of the School.

the majority of the students are policy practitioners from two African jurisdictions, viz. Botswana and South Africa.

School of Leadership (SoL)Leaders are never measured by their success but rather by the success of those they’ve been entrusted to lead. Therefore, a leader can never be considered successful until those they lead are successful. (Greg Cagle)

teAcHInG AnD leARnInGSince our students are practitioners and therefore not university based, the mode of teaching we employ is a blended approach that entails both contact sessions as well as online interaction. the students were introduced to the e-learning platform duringthefirstcontactsessionwhichtook place over a period of 5 days (4-8 november 2013. not all students found the system to be accessible and easy to negotiate. these problems were tackled with the help of the South African Institute of Distance education (Saide).

All the course material was uploaded onto Edmodo, an online social learning platform for teachers and students. the students were able to access study materials, lecture notes and presentations, interact with some of the academic teaching staff and participate in discussion groups on topics of interest. In addition, the Saide project manager, mr Grieg Krull, was available online to deal withqueriesanddifficultiesastheyarose. this facility was also used by students to submit assignments online and by the tutors who would mark and grade the assignments.

the second contact session took place over a period of 4 days from 5-9 April 2014. this session was used to give students the opportunity to revise the academic ground covered in the earlier period, to introduce students to the balance of the curriculumandtostartreflectingon the technique and methods of writing the summative essay.

Athirdandfinalsupportsessionwasdecentralised into venues that were

more accessible to the students, given their occupational exigencies. the focus of the session was largely to guide them on how to revise their workandfinessetheirfocusonthepending summative essay.

the academic team consists of visiting lecturers, as well as uJ based senior tutors and lecturers. the complete academic team consists ofthefollowingacademics:

University of Johannesburg• Dr Sydney mufamadi – Director,

School of leadership

• prof chris landsberg – SARchi chair of African Diplomacy and Foreign policy

• Dr Renee Horne – lecturer in politics, university of Johannesburg, wItS Business School Business (wBS) in Africa andEmergingMarkets:Politicaleconomist

• mr eric Blanco niyitunga – phD candidate in politics and International Relations, Senior tutor, School of leadership, university of Johannesburg

• MsDalayaAshenafiEsayiyas–Senior tutor, School of leadership

VISItInG lectuReRS

School of Oriental and African Studies, University of London• prof christopher cramer –

Visiting professor, university of Johannesburg,Head:Departmentof Development Studies, SoAS

• Dr Jonathan di John – Visiting Research Fellow, university of Johannesburg, Senior lecturer in


political economy, Department of Development Studies, SoAS

• Dr Dan plesch – Visiting Research Fellow, university of Johannesburg, Director of the centre of International Studies and Diplomacy (cSID) and Senior lecturer, SoAS

• Dr phil clark – Visiting Research Fellow, university of Johannesburg, lecturer in comparative and International politics with reference to Africa, Department of politics International Studies, SoAS.

African Leadership Centre, Nairobi, Kenya• Dr Godwin murunga – Director

at the African leadership centre (Alc) in nairobi African leadership centre, Senior Research Fellow at the Institute for Development Studies at the university of nairobi.

University of the Witwatersrand, Johannesburg• Dr nicolas pons-Vignon, Senior

Researcher & programme Director:DevelopmentTheoryandPolicy,ActingDirector:corporate Strategy and Industrial Development (cSID) research project, School of economic and Business Sciences (SeBS)

ReSeARcH pRoFIle the Director of the School is coordinating a three-year research project focusing on the complex emergencies associated with insurgency and counter-insurgency campaigns on the Horn of Africa. the project is funded by the Faculty Research committee (FRc), the university Research committee (uRc) as well as the national Research Foundation (nRF).

the research team is made up of the director and two research associates, viz. mr eric Blanco niyitunga and MsDalayaAshenafiEsayiyas.Theresearch associates are respectively, nationals of Burundi/Kenya and ethiopia – two countries that form part of the area under study. the team’s initial work focused on

literature review and it is now about toextendintofieldwork,partofwhichwillbefacilitatedbytheOfficeof the president of Kenya and the OfficeoftheChairpersonoftheAu commission. Arrangements to publish peer reviewed journals are on course. we are also planning to hold a development seminar on the subject matters of our research project.

the visiting lecturers are experienced academics from the university of london and the university of nairobi who have published widely in different disciplines. their publications will enhance the research output of the Faculty of management.

InteRnAtIonAlISAtIonthe international dimensions of theSchoolofLeadershipfindexpressionin:

• the involvement of international partners in the conceptualisation of the School’s character and the content of its offerings;

• its staff; and

• the composition of its student body;

the offerings of the School utilise various social science disciplinary platforms to provide the students with tools of thinking about contemporary policy challenges and ways of resolving them. these instruments combine knowledge of social science with knowledge of an African country and triangulate such knowledge to other regions of the world.

communItY enGAGementAs stated above, our students are drawn from spheres that are in the coalface of civic duty. the short-range aim of our offerings is to improve their capacity to be of service to the public as well as to entities that are playing important roles in community sustainability initiatives.

pARtneRSHIpSthe drive to build partnerships for the School of leadership was launched even before the inception of the

School in the conceptualisation stage. the university of Johannesburg, through its Faculty of management and other fostering divisions, brought scholars from South Africa and other countries on the continent into the consultation loop. this has resulted in the cementing of enduring bonds of co-operation with institutions such as unIDep, the African leadership centre (Alc), Southern Africa trust (SAt), the open Society Initiative of Southern Africa (oSISA), the nepAD planning and coordinating Agency, the mapungubwe Institute forStrategicReflection(MISTRA)andthe thabo mbeki African leadership Institute (tmAlI).

there are also ongoing partnerships, which contribute to buttressing our sources of income, boosting the pipeline of students and providing additional human capital to facilitate teaching at the School. In this regard, Vodacom and De Beers mining company deserve special mention. the public Administration, leadership and management Academy (pAlAmA), now known as the national School of Government (nSG), and South Africa’s parliamentary legislative Sector Support (lSS) division work very closely with the School to facilitate the enrolment of some students.

the university of london’s School of oriental and African Studies (SoAS) helped us with the design of our curriculum and this collaboration will eventuate in the joint offering of a master’s degree which is currently being conceptualised.

mARKetInG AnD puBlIc enGAGementSDuring the period under review, we undertook a number of engagements which are intended to ensure that the School looms larger in the consciousness of the public – nationally and internationally. the activities include but are not limitedto:

• addressing senior staff of South Africa’s intelligence services on the Global war on terror and its implications for Africa’s developmental prospects;


• delivering a public lecture to the Gauteng legislature on 20 years of Institution Building and Democratic consolidation;

• participating in the presentation of a lecture to the public Sector trainer’s Forum (ptSF) on leadership Development;

• participating on a panel discussion at the inaugural conference of the Institute of South African MunicipalAccountingOfficers(iSAmAo);

• participating on a panel discussion jointly organised by mIStRA andTMALIon“Reflectionsonhistorical moments in the build-up to the democratic transition”; as well as

• extensive use of the media (both electronic and print), to provide expert commentary on contemporary national, regional and global issues.

wAY FoRwARDthe following activities constitute key elements of our work into the immediateandlong-termfuture:

• we are undertaking a quality reviewofourSLPs.ThemodifiedSLPswillremainourflagshipprogrammes and will form part of an articulated value chain ofqualificationsthatincludeapostgraduate diploma and a master’s degree. the master’s degree will be jointly offered with SoAS.

• we will be paying greater attention to the task of improving the School’s research output.

• we intend to increase the proportion of a non-governmental policy leadership cohort as well as to expand the footprint of the School into the rest of the continent.

Doctor Sydney Mufamadi (seated)

Director:SchoolofLeadership(SoL),andstaffmember




•Department of transport and Supply chain management•Institute of transport and logistics Studies (ItlS (AFRIcA))


An enABlInG, StImulAtInG enVIRonment FoR StAFF AnD StuDentS – conDucIVe to teAcHInG, leARnInG AnD ReSeARcH excellencethe Department has a presence on the ApK and ApB campuses where both academic teaching and learning programmes are offered. In addition to these offerings, a range of continuous education programmes are offered, which attract about 3 600 students annually from industry. the department’s postgraduate research, specialised training courses, in-house and commissioned research, publications via the Journal of Transport and Supply Chain Management and conferences are offered via the Institute of transport and logistics Studies (ItlS (Africa)). this Institute works in collaboration with a similar institute at the university of Sydney.

the Department has now peer reviewed almost all of its qualificationswithonlythetwoBcom degree programmes left to be reviewed in early 2015. these reviews are important to ensure the quality of the programmes and to meet the demands of employers. these reviews also include detailed reviews of the industry-focused continuous education programmes.

As the Btech degrees are to be phased out by the Department of Higher education and training,

work has advanced well on the curriculation of the two Advanced Diplomasreplacementqualifications.these diplomas will be quite unique astheywillbothincludeasignificantfocus on work-ready skills and better prepare students for the demands of the work place.

During 2014 a new Honours course in Humanitarian logistics was offered forthefirsttimeasanotherelectivetothe existing range of honours courses that students could elect to enrol for. more than 30 students enrolled for this course underscoring the value placed on the role of logistics preparedness in the face of disasters of whatever kind.

the top 25 honours students in the maritime programme were again taken on an extended weekend excursion to Durban and surrounds to study and experience supply chains in action. typical visits included the mAn plant in pinetown, the port of Durban, the fuel farm at the port, bulk handling facilities, boarding a ship and visiting a road transport operator.

ThepopularSCOR-SCertificationcourse – an international course offered during the September recess as an additional “enrichment” programme for honours students, proved as popular as ever. Successful students obtained ScoR-S certificationafterfollowingthetuitionprogramme and an online assessment (minimum 75% for a pass) offered by the Supply chain council of the uS and part-sponsored by uti.

During the course of 2014, students in the Department took the initiative to form a student body known as the transport and logistics Student Association (talSA). the Association

Department of Transport and Supply Chain Management (TSCM)The Department of Transport and Supply Chain Management is a thought leader and active participant in this industry. The Department functions in two divisions; one for academics, vocational and industry training programmes and one focussing on research and specialist support with five distinctive focus areas, housed in the Institute of Transport and Logistics Studies (Africa).


endeavours to offer an engagement platform for transport and logistics students, stimulate debate on topical transport and logistics issues and to build a database of transport and logistics students. the Department has supported talSA as its activities will help to promote Departmental programmes as well as assisting the Department to keep in touch with former students.

the Department has its own bursary fund in addition to bursary funds available via the Department’s centre of Development (coD), funded by the national Department of transport. these funds are utilised to assist deserving under- and postgraduate students.

StAFF pRoFIlethe Department employs 14 academics of whom two are on fixed-termcontracts.Duetothelowlevel of personnel turnover, racial transformation has been relatively slow as only four of these academics represent Bee candidates. one senior academic retired towards the end of 2014andthispositionhasbeenfilledwith another Bee candidate.

Staff have made good progress with their postgraduate studies and it is envisaged that two members of staff will obtain their master’s degrees in 2015 and two their doctorates. All academic staff will then have a master’s degree as a minimum qualification.

the administrative staff of the Department provided excellent support in ensuring that the activities of the cep’s were successfully managed (managing about 3 600 students),andthatthenewlyHEQC-

aligned cep programmes could be offered from 2015.

StuDent pRoFIle (uG/pG)During 2014, the Department enrolled 1 729 students with a 48% representation of female students. the majority of students (1 192) were enrolled on the Bunting Road campus. the Btech programmes in logistics and transportation management remained very popular with the two programmes enrolling 250 students. A total number of 164 students were enrolled on the two honours programmes in transport economics and logistics management that were offered on the Kingsway campus.

the coursework master’s degree, with a focus on Supply chain management, continues to do well with eight students completing their master’s degreesin2014.Thisdegreehasfilleda gap in postgraduate training in the Department as it offers a much more involved/structuredqualification,which combines advanced teaching in addition to a research project, when compared to a research-based master’s degree. the introduction of industry-focused multi-disciplinary research projects, as part of the research component of the degree, has also helped to better prepare students for the world of work.

ReSeARcH pRoFIle (StuDentS/StAFF)the departmental research programme is housed under the Institute of transport and logistics Studies (ItlS (Africa)). A number

of years ago it was decided to accommodate in-house research, commissioned research and student research under this research unit to better support such projects. the dissemination of research results also takes place (among other) via conferences and publications, such as the Journal of Transport and Supply Chain Management, all managed by ItlS (Africa). Funding is also made available for deserving research projects. more details about these activities are to be found under the research unit’s activities elsewhere in this report.

InteRnAtIonAlISAtIonthe Department works closely with a number of international institutions in key departmental focus areas. these areas include research and conferencing (Institute of transport and logistics Studies) at the university of Sydney; delivering a diploma and degree programme in rail operations management for transnet Freight Rail employees in collaboration with Glasgow caledonian university in Scotland and transnet Freight Rail; collaboration with faculty at the university of michigan in lecturing on the coursework master’s degree in Supply chain management. close working relationships also exist with other international institutions, some of which will be converted to formal mous in 2015. this is in line with the Faculty and Department’s Global excellence Strategy.

communItY enGAGementtwo community engagement projectswereundertaken.Inthefirst


semester, the students from ApB collected various items that were donated to ethembeni children’s Home in Doornfontein and in the second semester, students from ApB collected various items which were donated to Door of Hope in Berea. A few students got the opportunity to visit the homes when the group delivered the donated items

the Department contributed significantlytowardscommunityupliftment in presenting a number of continuous education programmes over the years to the South African transport and logistics sectors. over the last three years, more than 3 600 students from all domains in the transport sector have enrolled annually for these courses. Although the impact of these courses on the transport community is not measured, the continued support for these programmes underscores the value that they have for the transport community. Since the introduction of these courses in 1980, an estimated 56 000 students have enrolled from institutions all over South and southern Africa.

pARtneRSHIpS (puBlIc/InDuStRY/InStItutIonS)the Department has a strong working relationship with the national Department of transport, the Gauteng Department of Roads and transport, companies in the logistics industry for multi-disciplinary research projects, transportSIG where the latest transport trends and developments are discussed in mainly afternoon conferences/workshops, and trade Associations such as the Southern African Bus operators Association and the Road Freight Association. A member of the Department also participated, as a member of the Steering committee, in the development of the Gauteng master plan 2037. Researchers in the department have also worked closely with AcSA in updating the econometric forecasting model onpassengertrafficandaircraftmovements for 2014.

During2011,thefirstskillsgapintransport and logistics survey was undertaken by ItlS (Africa) and has since been expanded to include the university of pretoria, north-west university and the university of Stellenbosch. the Department has a strong working relationship with transnet Freight Rail (tFR) and Glasgow caledonian university in Scotland in presenting a rail operationsmanagementqualificationfor tFR. more information about his partnership is included under the section of the report that deals with ItlS (Africa).

mARKetInG AnD puBlIc enGAGementSthe Department actively markets its teaching and learning programmes in the general media and at conferences and exhibitions. In addition to these activities, the Department participated in university open day events. these activities are supported by regular updates of the departmental website. Staff of the department are also regularly invited to participate in radio and television interviews and are often quoted in the press on transport and logistics issues. Academics also attended and addressed conferences locally and internationally and chaired an international review panel to review the Bahrain polytechnic’s logistics programme.


wAY FoRwARDDuring 2015, the curriculation of the two Advanced Diplomas will be concluded, a process that is well advanced. It is envisaged that these newqualificationswillbeintroducedin either 2017 or 2018 depending on the approval process of the Department of Higher education and training.

Overthelastyear,significantresearch has been undertaken to evaluate the potential of e-learning for the Department. Based on the results of the investigation, the aim is to offer one of the cep programmes on an e-learning basis in 2016 (in addition to the normal face-to-face method). this is the beginning of a process that will enable a much wider market to access to the Department’s cep programmes via e-learning and to better support the transport and supply chain communities.

the Department has also developed a strategy to support the university’s GeS strategy and will embark upon a process of soliciting additional mous with international institutions of higher learning.

Professor jackie walters (seated)

HeadofDepartment:TransportandSupplyChainManagement(TSCM),andstaff


Institute of Transport and Logistics Studies (ITLS (Africa))

Since its establishment in 2007, ItlS (Africa)hasfocusedonfivekeyareas.these are internal and commissioned research, master’s and doctoral students, publications, information dissemination and customised professional development programmes.

In 2014, the research programmes wereexpandedsignificantly.Internalresearch efforts were focused on expansion of the successful skills gap research started in 2011. the skills gap research is designed to establish industry requirements in terms of supply chain skills as well as to establish student’s perceptions of industry requirements and what they can expect in the workplace. this programme currently includes a practitioner survey and student surveys. this year, the survey was expanded to include other educational institutions (uS, up and nwu) in the survey. the results of this programme have been disseminated at both peer reviewed and non-peer reviewed conferences as well as in an article.

the State of transport opinion poll (topSA) was conducted for the second time in December 2013 and the results released in January 2014, receiving wide media coverage. the third annual poll was conducted

in December 2014 and results are currently being disseminated. this has resulted in articles, peer-reviewed conference proceedings and media appearances.

passenger airport choice research continued with surveys at lanseria and oRtIA airports. An article on this process was published in 2014. the results will be further analysed as part of a doctoral study during 2015.

the commissioned research programme for 2014 included an extension of the AcSA/AtnS/AASA econometric forecast to forecast passengerandairtrafficvolumesforthe period from 2008 to 2022. this was successfully completed and will be updated again in 2015.

DriveReport, a company involved in technology that assists in the modificationofriskydriverbehaviour,commissioned ItlS (Africa) to analyse their systems and produce whitepapersontheirfindings.Thesewerefinalisedin2013andin2014,anacademic article was published and the information disseminated at two conferences.

mASteR’S AnD DoctoRAl StuDentS In 2014, eight students graduated with master’s degrees and one student submitted a doctoral thesis for examination (subsequently approved for graduation in 2015).

the ItlS (Africa) journal, the Journal of Transport and Supply Chain Management, celebrated its eighth publication in 2014. A total of 15 articles were published in 2014.


DevelopingWalvisBayPortintoalogisticsgatewayforsouthernAfrica:Issues,challenges and the potential implications for namibia’s future

christopher J. Savage, logan Fransman, Andrew K. Jenkins, colin G. Bamford

SouthAfrica’srisinglogisticscosts:Anuncertainfuture Jan H. Havenga, Zane p. Simpson, Anneke de Bod, nadia m. Viljoen

Dynamics of intermodal logistical systems on containerisation and road transportation in Durban, South Africa

nerissa Govender, thokozani p. mbhele

Domestic airport passenger access mode choice decisions in a multi-airport region of South Africa

Stephen carstens

Thebusrapidtransitsystem:AservicequalitydimensionofcommuteruptakeinCapetown, South Africa

prince D. ugo

SouthAfrica’sfreightrailreform:Ademand-drivenperspective Jan H. Havenga, Zane p. Simpson, Anneke de Bod

An investigation into the effectiveness of public entities’ procurement practices moitswadi mofokeng, Rose luke

the alignment of product strategy to supply chain practices of craft businesses in Gauteng province, South Africa

craig Voortman, K. mercy makhitha

Reducing risky driver behaviour through the implementation of a driver risk management system

Rose luke, Gert J. Heyns

multi-stakeholder dialogue on formal and informal forms of public transport in Harare, Zimbabwe:Convergenceordivergenceperspective

tatenda mbara, Smart Dumba, tapiwa mukwashi

exploring the challenges associated with the greening of supply chains in the South African manganese and phosphate mining industry

R.I. David pooe, Khomotso mhelembe

PublictransportpolicyimplementationinSouthAfrica:Quovadis? Jackie walters

ExploringpublicbusservicequalityinSouthAfrica:Astructuralequationmodellingapproach

Ayanda m. Vilakazi, Krishna K. Govender

optimisation of key performance measures in air cargo demand management Alexander may, Adrian Anslow, udechukwu ojiako, Yue wu, Alasdair marshall, maxwell chipulu

the application of a selection of decision-making techniques by employees in a transport work environment in conjunction with their perceived decision-making success and practice

theuns F.J. oosthuizen

In addition to the information disseminated via the Journal, ItlS (Africa) staff were also involved in presentationsatthePan-Pacificconference, the First customer Services conference, SAtc, IpSeRA, IIce, the transport Forum (transportSIG), SABoA, the women in Rail conference, the Import and export summit, among others.

Finally, in terms of customised courses that were offered through ItlS (Africa), the association between the Glasgow caledonian university, uJ and transnet that offer diplomas and degrees in rail operations yieldeditsfirstgraduatesin2014.the relationship is set to continue to at least 2017.



People Leadership

•Department of Industrial psychology and people management•centre for work performance


Department of Industrial Psychology and People Management (IPPM)

The biggest, openly known ‘secret’ about life is that it belongs to the adventurous and the risk-takers. The crazy ones and the misfits, the round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do, is ignore them. Because they change things and push the human race forward. (Steve Jobs)

FutuRe-FItneSSwith emerging economies as our strategic niche, we aspire in the Department of Industrial psychology and people management (Ippm) to develop people professionals who will be able to leave behind a lasting, worthy legacy made up of the triple bottom line of high performance organisations, creating wealth for all of their stakeholders; high Authentic Organisations, nurturing and caring for their people; and high Responsibility Organisations, acting as trusted stewards of society’s assets entrusted to them.

we endeavour to grow and deliver ‘intelligent” graduates. In our Knowledge Society, the search is on for ‘intelligent’ people professionals who can transform, at an increasingly rapidrateanddeeperlevels:experiences into Information, Information into Knowledge, and Knowledge into wisdom, and vice versa, in their quest to realise the above legacy.

Intelligent people professionals have a strong, resilient, well crystallised, authentic Identity (=personal and Interpersonal Intelligence); have a deep conceptual understanding of theKnowledgeObjectsofourfield(=cognitive Intelligence); are masters at Idealisation to envision increasingly more daring and inspiring dreams,

triggering creative destruction and disruptive innovation in the process (=Spiritual Intelligence); bring about lasting change because they think andactintermsofareflective,action research and learning process (=Action Intelligence); and, engage constructively with their context through a carefully chosen, Interpretative Framework which make themexceedinglyfitfor,andmatchedto their context (=contextual Intelligence).

ouR 2012-2017 StRAteGIc Intent AnD tHRuStS, 2014 pRIoRItIeS AnD 2025 VISIonour Department is in the fourth year ofitscurrentfive-year,2012-2017Strategic Intent, closely aligned to the Faculty’s strategic direction and foci. the Intent centres around seven strategicinitiatives:learningandteaching excellence; internationally recognised research; evidence-based consulting through our continuing education programme (cep); value-adding academic and community citizenship; a high performance, engaged and passionate team; a thriving, well-governed Department; and an internationally visible, reputable Department.

Our2014strategicprioritieswere:

• planning for HoD succession;

• outstandingqualification (= course/programmes) leadership;

• talent management excellence;

• optimising our workload;

• effective utilisation of our tutors;

• converting our centre for work performance (cwp) into a full-blown Research centre;

• more research funding;

• internationalisation with a focus on our coursework master’s degrees asourflagshipqualifications.

In all of the above we are directed and guided into the future by our

2025vision: • through a best-in-class, articulated

programme mix, and blended teaching and learning approaches, delivering “to Be” People Professionals who as leaders are able to leave lasting, worthy legacy, in this way making Africa the place to be.

• Master’s Programmes/Qualifications that are globally recognised as best-in-class, and attracting top students from emerging countries and beyond.

• Trend-setting, partnering, globally respected Research Programmes with respect to people challenges/issues and problems in emerging


countries in our chosen research areas.

• Academics who are seen as global Thought Leaders in their respective niches as teachers and researchers, forming part of a dynamic, innovative, boundary busting academic/administrative team who are at the top of their game in the global village.

• continuing education programme thatisthefirstchoiceintheirrespective niches in the market delivered anywhere, anyplace, anytime to anyone.

• Adequate funds to direct and control our destiny as a Department.

An over-arching highlight of the past year has been the August 2014 International peer Review by leading international and local academics to review the strategic direction of our Faculty with its associated Departments. Gratifying was that many of the key components of Ippm’s strategic framework as elucidatedabove,wereendorsed:contextual alignment, given our pan-African aspirations, balancing local and global perspectives; learning and teachingexcellence;havingatightfitbetween our academic offering and market needs; and active, ongoing stakeholder engagement. noted for furtheractionswere:amoredefinitivedistinction between teaching and research as two distinct career paths; more innovative, research incentivises; and the wider dissemination of research.

within the context of the above departmental strategic framework, what were the departmental highlights of 2014, using our seven, five-yearstrategicinitiativesasorganising principle?

Thrust 1: Learning and Teaching excellence. A leading edge, fit-for-purpose, market-centric, integrated programme mix and delivery, with a “To Be” focus, supported by strong local/overseas alliances

During 2014, we offered 155 modules of which 117 were lectured across four campuses in three academic programmes (i.e. Industrial psychology, Human Resource

management and leadership). we served 1 928 curricular students, of whom 98 and 52 were master’s and doctoral students respectively (typical, selectionsratiosofbetween1:3to1:5).Atthemodulelevelwehad10 464 ‘bums on seats’.

our curriculum module success rate was 85% plus. In terms of curriculum graduates, we delivered 1 160 years of development investment, broken downasfollows:undergraduates:337;honours:64;master’s:29(55%and 10% respectively of the Faculty’s and uJ’s master’s graduates); and 8 doctorate (71% and 10% respectively of the Faculty’s and uJ’s doctorates). nine per cent of our students obtainedtheirqualificationscumlaude:i.e.38cumlaudestudents,ofwhom 17 were undergraduate and 21 postgraduate (40.7% of our master’s students).

our throughput rate (=students completing their studies in the prescribedtime)variedsignificantlyacrosslevels,andisreflectiveofthequality of students delivered by our schoolsystem:NationalDiploma:30%;BTech:35%;andUndergraduate:30%. At the postgraduate level, wearedoingsignificantlybetter:Honours:85%plus;ourmaster’sanddoctorates:50%.Thelatterrateneedsto improve, however.

In terms of our academic programme portfolio,allthequalificationsinourprogrammes in Industrial psychology and Human Resource management (HRm) have now been independently, externally quality reviewed, except ourthreemaster’squalificationsin our leadership programme (to be reviewed during 2015). we received accreditation until 2019 from the South African Board for people practices (SABpp) for all the Department’sHRMQualifications.the accreditation panel was most impressed with the quality of our programmes, and rated the HRm programme one of the best, if not the best, in the country.

our zero-based, redesigned B degree in HRm has been approved by DHet (implementation:2016).Ournewmaster’s in leadership coaching, an extension of our academic offering, willbeofferedforthefirsttimein

2015. we have commenced with the base-line, redesign of our Honours in HRm, national Diploma and Btech in HRm, and hope to make our submissions to DHet during 2015 (intended implementation 2018). this will complete an effort, commencingfiveyearago,torenew our total academic offering fromfirstprinciples.Whatremainsis the articulation between our academicHRMQualificationsandourvocationalHRMQualificationsofferedby our cep; and rolling out innovative teaching and learning processes, also technology enabled.

A competency model for teaching, usingTEACHasacronymforthefivecompetency domains making up the model, was developed by Dr Roslyn du Braine for the development of our academic team. the teaching evaluations of lecturing staff done during 2014 attested to high levels of student satisfaction with their learning experience as mediated by our teaching lecturers. Ad hoc, spontaneous feedback from employers also indicated their high satisfaction with the graduates we deliver. our intention is to conduct a formal survey during 2015 to determine the standing of Ippm and our graduates in the market.

Initiative 2: Internationally recognised research. Acknowledged as the Thought Leader in our respective expert field from an emerging country perspective, locally and internationally, able to bridge the gap between theory and practice effortlessly

without any doubt, another highlight of the year was the esteemed International panel that reviewed the departmental, postgraduate programmes of our Faculty during the latter part of 2014. most pleasing was that many of the practices followed in Ippm were endorsed as being international best practice. For example,

• the close alignment of Ippm with the uJ/Faculty strategy, owned by all Ippm team members;

• our annual kick-off study school to turbo charge our new master’s and doctoral students into their studies;


• having focused research programmes;

• ensuring that students are research fitthroughourcompulsoryonline,refresher course in research design and methodology.

Areasrequiringattentionare:research done independently from their students by our academics; appointing post-docs; and more publicationsinhighprofile,international journals. However, the increase in the publication of our articles in high impact, international, journals is most encouraging.

the growing maturity of our nine, long-term research programmes is encouraging. these programmes focus on cutting edge, value-adding research aligned to emerging country/global/ local people challenges/issues/problems. they are the solely dedicated channels through which we direct and drive research in Ippm. Some programmes have matured to such an extent that thought leadership publications in the form of books have been produced or are imminent. prime examples hereare:

• the a book on work identity, edited by proff paul Jansen from the Vrije university, Amsterdam and Gert Roodt, formerly from Ippm, and now our Faculty’s Vice-Dean:Research,publishedbyaprominent international publisher, based on postgraduate research done in our internationally linked work Identity/Identity work research programme.

• Also,booksonfuture-fitleadersinthe form of a leadership diary by prof theo Veldsman, and one on remuneration and talent by prof mark Bussin.

• our annual women in the workplace report, co-sponsored by the SA Board of people practices and released every year to coincide with woman’s Day, was again widely acclaimed.

Although good progress has been made in nurturing powerful, dynamic research programme communities, led by strong research programme leaders, building on strong, high-profilepartnerships,bothlocallyandglobally, much still needs to be done.

under the able leadership of prof Deon de Bruin, the transformation of the cwp into a true research centre is taking shape. the centre has the highest output of master’s and doctoral students of all research centres in uJ. However, it does not receive any funding from the university in comparison to other centres outside of our Faculty, a situation that needs urgent rectification.Weappointedfourfull-time doctorates and one full-time researcher in the centre. currently wedonothaveofficespacetoaccommodate them, and hence, appoint any post-docs, a situation we hope to remedy during 2015.

In January 2014, we again held our annual 3.5 days, high-impact, kick-off Study School for our new master’s and doctoral students, attended by 65 new master’s and doctoral students, which was very well received by them. we held the second national seminar onQualitativeResearchattendedby69 people from across SA. Associated postgraduate and Study Supervisors workshops were also held. we also organised a two-day conference with the theme “leader, leadership and leadership culture development”, attended by 40 delegates.

we delivered 22 articles in accredited journals, 20 peer reviewed conference papers, 3 books and 1 book chapter (intotal:46).Publicationinhighprofile,internationaljournalsneedsmore attention. A real risk and scourge for trusting, especially young, academics seeking credible and accredited outlets for publication are seemingly acceptable and accredited journals, eventually uncovered as predatory academic journals.

Initiative 3: evidence-based Consulting. The Thought Leaders in our chosen consulting areas through our Professional Development Programme, based on the commercialisation of our leading edge Teaching/ Learning and Thought Leadership Research

with respect to this initiative, the highlight of the year was without any doubt the launch on 18 november 2014, of our rebranded continuing education programme (cep) as the Academy@work, attended by 70 attendees, many being in senior/executive positions in industry. It was an amazing, mind boggling event of which our Department can be immensely proud. the launch was the culmination of about two years of creativity, out-of-the-box thinking, careful planning, hard work and relentless dedication. the total experience – it was not an event – of the launch was completely infused by and breathed the Academy’s newbrand:“Thecouragetoseethe world differently, and the power to do something about it”. the rebranding of our cep resonates with the pressing, growing need for ongoing learning in a rapidly and fundamentally changing world. the ongoing, dynamic extension and


revision of the Academy’s offering is also in response to this need.

the four programme streams (‘academies’), making up our Academy@work, were populated by 358 students. our whole QualificationsandShortLearningprogrammes delivered 136 and 342 graduates respectively. In terms of throughput rate, our Academy@work did outstandingly at 95%. we alsoheldourfirstever,formalCEPgraduation, at the same standard as our academic graduations, with 315 graduates.

we received the etDp Seta VerificationReportforourthreeeducation, training and Develop-ment(ETD)Qualifications(=Certificate,HigherCertificateandDiploma).Theverificationresultsweremost positive. All student results were endorsed without any conditions. we were commended on our thorough reporting; the excellent support we give to students; the holistic and integrated nature of our teaching and assessment, which was evident in our processes and the students’ portfolio submissions; and our high standards and quality maintained over many years.

Thedeliveryofourfoursignificantin-company/industry programmes continued:athree-yearLeadershipDevelopment programme at Bcl, Botswana (valued at R6 million); a two-year trans Freight Rail HR capacity Building programme (valued at R5.4 million); a one-year union skills development programme for the chemical SetA (valued at R2.1 million); and two leadership development programmes for uJ, covering senior and emerging leaders.

our psychometric programme, training up psychometrists, contined to be the most prominent programme of its kind in its comprehensivity not only in the north of our country, but also having a high national stature. we offer the programme bi-annually with a total intake of about 70 students out of 250 applicants.

Initiative 4: value-adding Community Involvement. Being a visible, credible community citizen, making a real, sustainable difference where it matters in both the academic and public worlds

In terms of academic citizenship, we own two academic journals (SAJIp; SAJHRm); had representation ontwohigh-profile,internationalconference organising committees; Dr Aletta odendaal was elected as Secretary-General of the International test commission and serves on the International coaching psychology accreditation body; the Department hadfiverepresentativesondifferentnational professional bodies and associations; the Department have six journal editors/sub-editors in our midst; and the Department provided financialassistancetoanumberofhonours and master’s students.

nearly 60% of our academics attended international conferences. Inter alia, a group of colleagues working in our leadership excellence Research programme were privileged to present at IcAp 2014, in paris, a symposium entitled “Re-inventing leadership for the emerging new (dis)order:fromleadershipcrisistoexcellence”. It was indeed a great compliment for Ippm since all of the presenters were from our Department. the International congress of Applied psychology (IcAp) is presented every

four years. After the International congress of psychology (Icp), it is the biggest congress for psychologists, internationally. It is attended by between 3 000 – 4 500 delegates.

An important rite of passage in a people professional’s life is his/her entry into a profession. we had our third Industrial psychology oath commitment ceremony in April, attended by close on 40 people. At this ceremony, our recently registered, young Industrial psychologists (nine in total) and two colleagues in Ippm publicly made their commitments on how they want to serve as statutory registered, professionals. early november 2014 we again held our top Achievers Function, the highlight on our annual calendar, attended by 140 persons. At this event we acknowledge our top achievers (at least a cum laude to be considered); give recognition to life long Achievers, this year proff Gert Huysamen, and luther Backer as well as Dr Jopie van Rooyen; and saluted an esteemed colleague, prof Jos coetzee.

prof Kwandiwe Kondlo delivered his professorial inaugural address on 18 June 2014 with a thought-provoking, well timed address entitled “presidential leadership in South Africa and the imperative of ethical duty – tracking the dialectic of the ‘ethical’ and ‘political’ from mandela toZuma.”ThePan-PacificBusinessAssociation (ppBA) bestowed its highest award, the Distinguished Global leadership Award, on prof Gert Roodt, at its 31st Annual conference in Japan during June 2014. Gert is the former Head of the cwp. this award, only the seventh in the 31 year history of the ppBA, was bestowed in view of his extensive


contributions to the global scholarly community.

Dr Rica Viljoen, a Research Associate in our Department, won a 2014 outstanding Reviewer Award from the organizational Behaviour Division of the Academy of management, the global academic leaderinthefieldofmanagementat their annual conference. proff mark Bussin and theo Veldsman were acknowledged as the Human Resource thought leaders in South Africa in a new international textbook on HRm in 17 countries, entitled the Development of Human Resource management across nations by Bruce e. Kaufman.

Initiative 5: A high performance, engaged and passionate team. A high level team able, willing and allowed to perform, rewarded fairly, equitably, and competitively, of an Employer of Choice Academic Department

overall, the Department continued to be characterised by a vibrant academic and intellectual ethos and culture with a strong collegial spirit, caring and support. During 2014, 76 academics taught in our Department of whom 28 were permanent (our 2014 academic complement, being 32); 45 contract lecturers; and four Visiting professors, ably supported by 17 enthusiastic administrators. the equity make-up of Ippm was 38% and 53% respectively for our academic and administrative staff, ahead of uJ’s immediate equity goals. the challenge going forward is to internationalise our academic team at the postgraduate level with prominent visiting, international scholars.

three staff members obtained their doctorates, taking Ippm to 73%

(our aim is 80%) of our permanent academics having doctorates (2013 uJ and national percentages of 44% and 41% respectively). we appointed two lecturers (we were on average 90% plus staffed during 2014). Both appointees come with solid industry experience. unfortunately, we had to say ‘goodbye’ to prof leon van Vuuren who took up an executive position at the ethics Institute of SA, and Dr Byron Adams who accepted a full-time, postdoc at the university of tilburg, netherlands. Although their respective contributions will be sorely missed, we will, however, have a continued relationship with them. only one staff member was promoted to Senior lecturer, which was fewer than we hoped for, given our current shortage of senior lecturers(goal:40%ofouracademicteam against 20% currently) and AssociateProfessors(goal:10%–15%of academic team).

In line with a talent strategy of growing our own timber, our dynamic Young Academic Development programme went from strength to strength. this programme is aimed at the 42% young academics making up our academic team. each staff member also had R10 000 for their personal professional development.

Initiative 6: A thriving, well-governed Department: A financially well resourced, viable and sustainable Department, well led and governed

proper departmental governance and effective leadership at all levels were in place throughout 2014. TheDepartmentwasfinanciallyviable. A robust strategic response to counter the imminent impact of the cut in DHet subsidy to all Faculties of management from 2017

nationally still has to be crafted. our Academy@work showed a healthy profit,enablingtheDepartmentto fund additional and necessary departmental strategic projects and activities in the amount of R3.5 million. Inter alia, we continued to spendsignificantdepartmentalfundsin creating attractive and stimulating work settings on the three campuses wherewehaveoffices.

Initiative 7: An internationally visible, reputable Department: Ongoing, in-your-face, market visibility of our Department in academic, practice and consulting spheres

During 2014, Ippm had a continuous, aggressive market presence nationallyandinternationally:• weexhibitedatfivehigh-profile,localandinternationalconferences;

• our bi-annual departmental newsletter, cognoscenti, was distributed to 1 800 people (including our alumni), locally and internationally, with most positive feedback on the mix between departmental news and short opinion pieces;

• we had most stimulating, bi-annual Departmental/programme Advisory meetings (a total of 10 meetings) on which intheorderof35high-profileindustry/discipline leaders served, fiveofwhomareprominentacademics from the uSA and europe;

• our annual thought leadership ExecutiveBriefing,usedtodisseminate our research insights gained during the year, was attended by close on 30 people executives;

• the growing presence of our academics on Google Scholar; and

• we were also visited by eleven high-profile,overseasacademics,as well as the doctoral students of the chicago School International psychology.


centRe FoR woRK peRFoRmAnceconcluSIonwhat an honour and privilege to lead such an innovative, passionate, dedicated and professional team who strives in an uncompromising mannertobefuture-fit.Muchhasbeen achieved in pursuing our 2017 Strategic Intent as guided by our 2025 Vision. our future challenge centres around our creative ability to optimally balance demands, resources and autonomy in terms ofouroffering,people,finance,infra-structure and technology in order to make our vision a reality. ParaphrasingAlbertEinstein:insanityis doing the same thing over and over again, and expecting a new result. we will have to be different and better to realise our vision. the outstanding leadership and strategic direction of our executive Dean with his team are also sincerely appreciated.

the centre for work performance focuses on the problems associated with cross-cultural psychological assessment in the workplace. prof Deon de Bruin is the Head and only full-time researcher of the centre. He is assisted by three phD students, a secretary (ms Rooksana Sheik), and an information manager (ms esthea conradie).

the centre collaborates with researchers from Switzerland, the

uSA, and the netherlands. current projects include (a) the application of computer adaptive tests for non-cognitive attributes, (b) the validation of structural models of personality and vocational interests, (c) fairness and bias in cross-cultural assessment, (d) the validation of predictive models of counter-productive work behaviour, and (e) the measurement of cognitive potential of Black youths.

Prof Theo h veldsman

HeadofDepartment:IndustrialPsychologyandPeoplemanagement (Ippm), and staff


Faculty Finance Reviewthe Faculty of management generated revenue to the value of about R426 million in 2014 with a headcount enrolment of almost 9 537 subsidised, and 5 500 students in continuing education programmes. Subsidies accounted for 41% of revenue (R182 million) generated from subsidised teaching input and output (30%) and research output (10%). tuition fees (R243 million) represented 57% of total revenue, generated through enrolment in subsidised programmes (35%) and continuing education (19%) and grants (R11 million, 3%). non-payment of tuition fees (R7.9 million) showed a well-managed two per cent loss of revenue.

noteworthy is that revenue generated from continuing education programmes was maintained at an acceptable 19% of total revenue, compared to 17% in 2013 and 17% in 2012. Affordable continuing education is integral to the Faculty’s academic offering and contributes largely to managerial and leader development in the South African public and private sector landscape. the Faculty will increase investment in continuing education toward 2020 as a means to support reputation across programme offerings.

the Faculty of management operated at a gross margin 52% (improvement of 2% compared to 2013). Subsidised programmes operated at a gross margin of 49%, (improvement of 3% compared to 2013) whereas third stream revenue projects remains constant at a 66% gross margin.

Salaries featured as the predominant expense (R175 million) representing 68% of total expenditure and a 41% of total revenue (8% more of total revenue compared to 2013). the payroll for academic and support staff (R115 million) represented 82% of expenditure. continuing education academic and support

staff (R18 million) represented 58% of expenditure. Full-time academic members of staff earned additional revenue to the tune of about R5 million from teaching in continuing education programmes, representing an acceptable 5% of the full time academic payroll.

examining the balance between academic and support staff salaries, showed that 85% of salaries (R148 million) were dedicated to academic staff, and 15% (R265 million) to support staff. Full-time staff accounted for 81% of salaries (R142 million) and temporary staff for 19% (R32 million). expectedly, a higher cost of temporary appointments was observed in continuing education

programmes where the employment of industry experts represented 11% of revenue.

In view of the still limping economic recovery, rigid expense management was monitored by means of monthly expenditure reviews. operating expenses amounted to R28 million (7% of revenue) being slightly higher than subsidised programmes (4% of revenue) and third stream operations (14%). this result was achieved by the Heads of Departments and their Financial Administrators keeping a tight grip on expenditure.

the Faculty’s contribution to university wide academic support (bursaries, library and information services, computer laboratories, academic development and support, research development, central academic administration) amounted to R92 million, representing 22% of revenue. TheamountofR25millionprofitedfrom third stream revenue projects were transferred to earmarked strategic projects (postgraduate programmeefficiency,infrastructureequivalence over campuses, staff development, and international networks) and individual research

accounts within the Faculty. In addition, the Faculty contributed R118 million to institutional expenses, of which R97 million was contributed from subsidised programmes, and R21 million from third stream revenue. overall, the Faculty had a 2% net surplus, subsidised programmes 0.88% net loss and third stream projects15%netprofit.

the Faculty of management will continue to drive strategic projects as energetic as ever. we plan a leap in turning the performance of our subsidised programmes around to a gross margin of 60% by 2020. Filling vacancies, annual salary adjustments account for 48% of the increase in salaries, which means that the academic salary bill has to be managed downward. this major element of our business model will berefinedtosupportUJ’sGlobalStature and excellence initiatives, by completing the review of the current under- and postgraduate programme qualificationmixwhichwasdoneinJune2014,morespecificallyin terms of programme stature, financialsustainabilityandenrolmentlevels.Thefinancialviabilityandcontribution of centres are reviewed quarterly. this process will require substantial analysis and engagement within the Faculty in the course of 2014 for implementation towards 2015. the Faculty’s trust funds has decreased from R122 to R117 million from 2013 to 2014 because of capital investments in Global excellence and Stature initiatives, notably talent management.

the Faculty management committee expresses sincere appreciation towards members of staff for their contribution to responsible intrapreneurship and thoughtful stewardship of the Faculty’s resources inthepastfiscalyear.


total Revenue R 60 093 248 16%

teaching Subsidies R 12 432 733 8%

Research Subsidies R 4 644 141 51%

tuition Fees (Subsidised programmes) R 26 870 128 22%

tuition Fees (cpD programmes) R 17 500 745 27%

Grants -R 1 354 500 -11%

Salaries -R 52 998 476 43%

operating expenses -R 9 668 822 53%

proportional contribution to uJ Academic Staff expenses

-R 1 477 736 2%

proportional contribution to uJ Academic Support Staff expenses

-R 9 431 650 9%

trust Fund Allocation R 280 064 -1%

total expenditure -R 73 576 682 22%

Difference

total Revenueteaching Subsidies (38% of revenue)Research Subsidies (3% of revenue)

tuition Fees (Subsidised programmes) (34% of revenue)tuition Fees (cpD programmes) (19% of revenue)

Grants , commercial income (5% of revenue)Salaries (42% of revenue)

operating expenses (8% of revenue)proportional contribution to uJ Academic Staff expenses (21% of revenue)

proportional contribution to uJ Academic Support Staff expenses (27% of revenue)transfer to Faculty trust Funds (6%)

total expenditureRevenue - expenditure

R 426 191 612

R 13 795 445R 150 764 436

R 81 565 895R 11 342 270

R 175 087 443R 28 023 919R 92 891 446

R 118 985 944R 25 590 581

R 414 988 752 R 11 202 860

R 168 723 566

2014 Faculty of Management revenue and expenditure

R 156 290 833R 9151 304

R 123 894 308R 64 065 150R 12 696 769

R 122 088 967R 18 355 098R 91 413 710

R 109 554 294R 25 870 645

R 341 412 070R 24 686 294

2013 Faculty of Management revenue and expenditure

teaching Subsidies (43% of revenue)Research Subsidies (2% of revenue)

tuition Fees (Subsidised programmes) (34% of revenue)tuition Fees (cpD programmes) (17% of revenue)

Grants (3% of revenue)Salaries (33% of revenue)

operating expenses (5% of revenue)proportional contribution to uJ Academic Staff expenses (25% of revenue)

proportional contribution to uJ Academic Support Staff expenses (30% of revenue)transfer to Faculty trust Funds

total expenditureRevenue - expenditure

Sheldon olsen

Faculty Financial Business partner


2014

OPERATING BUDGET: SUBSIDISED PROGRAMMES

REVENUE 333 283 447 100%

Subsidy 182 519 011 55%

teaching Input 125 978 967 38%

teaching output Actual 42 744 599 13%

Research output Actual Graduate 13 795 445 4%

Research output Actual publications & uRc 0%

Tuition Fees 150 764 436 45%

tuition Fees - Subsidised programmes 158 699 406 48%

tuition Fees- professional Development programmes - 0%

operational unit - StH 0%

less Bad Debt 7 934 970 2%

DIRECT EXPENSES 171 438 252 100% 51%

Salaries 156 755 500 91% 47%

Academic Staff 92 986 245 54% 28%

Academic Support Staff 23 847 322 14% 7%

temp - Academic Staff 15 401 135 9% 5%

temp - Academic Support Staff - 0% 0%

Ad Hoc Salary payments 714 509 0% 0%

mec Initiatives 20 458 962 12% 6%

external - 0% 0%

tutors 3 252 248 2% 1%

overtime 95 079 0% 0%

Operating Expenses (2014) 14 682 752 9% 4%

GROSS MARGIN 161 845 195 100% 49%

Proportional contribution to UJ Academic Staff Expenses 67 300 865 42% 20%

Bursaries 13 278 366 8% 4%

library Books & periodicals - 0% 0%

library (excluding books & periodicals) 11 073 052 7% 3%

computer labs - operating 5 240 088 3% 2%

computer labs - computer leases 4 884 826 3% 1%

ADS 15 798 618 10% 5%

Research 9 809 909 6% 3%

publications to faculty - 0% 0%

transfer to Faculty trust Funds - 0% 0%

Academic Staff Admin 7 216 006 4% 2%

FACULTY CONTRIBUTION 94 544 330 100% 28%

Nett Institutional Expenses 97 489 652 103% 29%

uJ levy on third stream revenue - 0% 0%

Space occupied 38 995 806 41% 12%

other services 58 493 846 62% 18%

(DEFICIT) / SURPLUS (2 945 322) -0,88%


2014

THIRD STREAM REVENUE

REVENUE 92 908 165 100%

Subsidy - 0%

teaching Input - 0%

teaching output Actual - 0%

Research output Actual Graduate - 0%

Research output Actual publications & uRc - 0%

tuition Fees 92 908 165 100%

tuition Fees - Subsidised programmes - 0%

tuition Fees- professional Development programmes 81 565 895 88%

Interest/Grants/Sponsorships/memberships, Sales & Services 11 342 270 12%

less Bad Debt - 0%

DIRECT EXPENSES 31 673 110 100% 34%

Salaries 18 331 943 58% 20%

Academic Staff 5 030 893 16% 5%

Academic Support Staff - 0% 0%


temp - Academic Support Staff 2 617 789 2% 3%

Ad Hoc Salary payments - 0% 0%

mec Initiatives - 0% 0%

external 109 656 0% 0%

tutors 78 992 0% 0%

overtime 23 458 0% 0%


GROSS MARGIN 61 235 055 100% 66%


Bursaries (2010) - 0% 0%


library (excluding books & periodicals) - 0% 0%

computer labs - operating - 0% 0%

computer labs - computer leases - 0% 0%

ADS - 0% 0%

Research - 0% 0%


transfer to Faculty trust Funds 25 590 581 42% 28%

Academic Staff Admin - 0% 0%



uJ levy on third stream revenue 21 496 292 60% 23%

Space occupied - 0% 0%

other services - 0% 0%

(DEFICIT) / SURPLUS 14 148 182 15,23%


2014

FACULTY OF MANAGEMENT COMBINED BUDGET

REVENUE 426 191 612 100%

Subsidy 182 519 011 43%

teaching Input 125 978 967 30%

teaching output Actual 42 744 599 10%

Research output Actual Graduate 13 795 445 3%

Research output Actual publications & uRc - 0%

Tuition Fees 243 672 601 57%

tuition Fees - Subsidised programmes 158 699 406 37%

tuition Fees- continuing education programmes 81 565 895 19%

other income 11 342 270 3%

less Bad Debt 7 934 970 2%

DIRECT EXPENSES 203 111 362 100% 48%

Salaries 175 087 443 86% 41%

Academic Staff 98 017 138 48% 23%

Academic Support Staff 23 847 322 12% 6%


temp - Academic Support Staff 2 617 789 1% 1%

Ad Hoc Salary payments 714 509 0% 0%

mec Initiatives 20 458 962 10% 5%

external 109 656 0% 0%

tutors 3 331 240 2% 1%

overtime 118 537 0% 0%


GROSS MARGIN 223 080 250 100% 52%


Bursaries (2010) 13 278 366 6% 3%


library (excluding books & periodicals) 11 073 052 5% 3%

computer labs - operating 5 240 088 2% 1%

computer labs - computer leases 4 884 826 2% 1%

ADS 15 798 618 7% 4%

Research 9 809 909 4% 2%


transfer to Faculty trust Funds 25 590 581 11% 6%

Academic Staff Admin 7 216 006 3% 2%



uJ levy on third stream revenue 21 496 292 17% 5%

Space occupied 38 995 806 30% 9%

other services 58 493 846 45% 14%

(DEFICIT) / SURPLUS 11 202 860 2,63%


the Faculty of management would not function without committed, hardworking administrators who take a broad view of the university, the Faculty and our students’ best interests. the Head of Faculty Administration, lee-Anne Govender,leadstheFacultyOfficeAdministrative team, including four SeniorFacultyOfficers,fiveFacultyandfiveAdministrativeAssistants.

this team provides indispensable support to Heads of Departments, the Vice-Deans and Dean in managing admissions, examinations and graduations, and working closely with other uJ student services. Faculty Administration offers a one-stop shop to over 8 000 enrolments ranging from Diploma up to phD level.

GoVeRnAncethe Faculty takes pride in its governance standards. we ensure consistency and fairness in decision making through strict adherence to uJ governance procedures and by participating in the various university committee structures to ensure the smooth operation of administration.

Faculty Administration was evaluated bytheCentralAdministrationOfficeto ensure compliance with the university governance principles and received a favourable report.

Faculty Administration GRADuAtIonthe Faculty hosted nine graduation ceremonies during 2014 including over 2 000 graduates. the graduation ceremonies portrayed both professionalism and a human touch. we ensured that our graduates felt special by being warmly welcomed and ensuring that our graduation ceremonies run like clockwork. Faculty graduations are purposefully organised from Diploma to phD level to demonstrate continuous learning.

StAFF DeVelopment AnD wellneSSFive staff members completed the qualificationstheywereregisteredforandfivestaffmemberswouldbepursuing further studies in 2015.

In keeping with staff development, two staff members attended the Higher education Faculty Administrators Forum conference during may 2014. the focus of the conference was on how technology and the information system support service delivery in Faculty Administration. the staff who attended this conference were equipped with knowledge on how to utilise technology to improve Faculty Administration and enhance service delivery to relevant stakeholders.

the Faculty Administration team regard their customers as essential components of their work and are constantly seeking ways of offering an improved service. to acknowledge the importance of customer service, a workshop was held for the Faculty Administrators emphasising the importance of quality customer care.

the Faculty also regards staff wellness as crucial to the working environment and invested in a wellness day. the wellness day highlighted the importance of a balanced lifestyle, healthy eating habits, the importance of exercise and how all these factors impact on the work environment. the Faculty Administrators also participated in afun-filleddayofbowlingtofostercamaraderie and a good team spirit.

StAFF RecoGnItIonIt is vital for staff to note that each individual contributes to the overall success of Faculty Administration. the Faculty hosted a staff recognition and awards ceremony to recognise the great work done by the administrators throughout the year. three categories were identifiedtodistinguishthekeycontribution made by administrators


on different levels. nine nominations were received for the various categories. the winners for the variouscategoriesareasfollows:

• Distinguished Administrative Assistant ms lavern van lodewyk

• DistinguishedFacultyOfficerI ms portia mashinini

• DistinguishedFacultyOfficerIII ms charlene eloff

wAY FoRwARDthe Faculty of management’s future-fitadministratorsfollowclearguidelines on the processes and procedures of how systems operate to ensure that each student has a positive student experience. the Faculty Administration team are continuously striving to improve and provide innovative ideas to enhance administration.

Lee-Anne Govender (seated)

Head of Faculty Administration and senior administrators


the Faculty marketing committee, representing all departments, schools and centres; meets regularly to ensure consistency in marketing and pR output and shared brand adherence. In supporting the UniversityandFaculty,we:

• safeguard and strengthen the university’s brand and reputation as an international university of choice, anchored in Africa, dynamically shaping the future;

• support and promote the Faculty’s mission in developing future-fitleadership,positivelycommunicating this within the university and to external stakeholders;

• manage a range of events, activities and services important to the life, reputation and smooth running of the Faculty.

Activities include marketing and brand management, public and media relations, advertising, marketing undergraduate and postgraduate opportunities, web management, executive Dean’s events and co-ordinating and supporting departmental marketing. committee members received skills development and guest speakers were invited to share relevant topical insights and information in 2014 in supporting the committee’s development.

Faculty MarketingOur marketing manager and marketing co-ordinator supports the brand and sustainability of the Faculty of Management, communicating our value proposition through a variety of Faculty and University of Johannesburg channels, activities and events.

Over the past 12 months, key future-fit priorities included:• an intensive undergraduate

marketing campaign including uJ open Days, uJ orange carpet campaign, Grade nine campaign, the perfect life career expos, GIBS career expo, rural brochure distribution, invitations from schools to attend their parents evenings, metropolitan Academy careers Day the distribution of a Faculty poster and the fresh, new undergraduate Faculty brochure;

• a focus on Honours studies as part of the postgraduate marketing campaign,distributingflyerstoallsecond and third year students;

• an intense and focussed advertising campaign, as part of the postgraduate marketing campaign in collaboration with all Departments;

• the hosting of the third Beeld Jeugberaad at uJ in collaboration with the Faculties of economic

and Financial Sciences and law as well as uJ Schools marketing and Recruitment;

• the Beeld Jeugberaad will be hosted by uJ marketing and uJ Schools marketing and Recruitment to ensure inclusion of all faculties in the university;

• advertising and capturing target markets;

• public engagement;

• media liaison;

• upgrading and maintaining of the Faculty website;

• supporting of departmental events, lectures and conferences;

• hostingFuture-fitProfessors’Forums;

• hostingofFuture-fitDoctoral and cum laude master’s Graduate events;

• hostingofFuture-fit Students Forums;

• co-hostingthefirstUJmen’s event in collaboration with the library and Faculty of Health Sciences;


• hosting two senior Faculty leadership brainstorming sessions in vision of the Faculty strategy towards 2020;

• hostingNewFuture-fitStaff on the Block welcoming event;

• distributionoftheFuture-fit Blitz, a newsletter from the executive Dean’s desk;

• upgrade and expansion of Faculty Facebook page;

• tweet at events/updating on twitter about events.

looKInG FoRwARDthe marketing team embraces the Faculty’s strategic intent towards 2016, contributing innovation and maintain high standards of management and delivery.

r. ronel Toerien (seated, middle)

Faculty marketing manager and the marketing team


Research OutputSummARY oF 2014 ReSeARcH output output Type Credits

IBSS Journals 39.55

ISI Journals 18.05

SA Journals 45.45

conference proceedings 46.19

Books 11.3

chapters 5.05

Total Credits from research output 165.59


FAcultY oF mAnAGement - 2014 IBSS JouRnAlSTitle of journal Article Title 1st

Affiliated Author’s Depart-ment

1st Author 2nd Author All other authors

Journal of African Business

the idle state of information and communication technology project management

AIS Joseph, n erasmus, w marnewick, c

Journal of entrepreneurship

Entrepreneurshipandcompetitivestrategy:An integrative approach

Bm Dhliwayo, S

problems and perspectives in management

An evaluation of an on the job training program at a uK based public health care company

Bm Dhliwayo, S nyanumba, lK


the role of age and business size on small business performance in the South African small enterprise sector

Bm Dhliwayo, S Radipere, S

African Journal of Business ethics

media reported corporate governance transgressions in broad-based black economic empowerment deals in the South African mining sector

Ippm thomas, A

Gender and Behaviour

the inferences of gender in workplace bullying:Aconceptualanalysis

Ippm leo, l Reid, R Geldenhuys, m & Gobind, J

Journal of economcis motivating factors for cargo diversion from nigerian ports to neighbouring ports

Ippm chikere, cA Ibe, c Stephens, mS, nze, o & ukpere, wI

Journal of Governance and Regulation

Strategic restructuring for effective police system in nigeria

Ippm ogbo, A obi-Anike

Happiness, o

Agbaeze eK & ukpere, wI

Journal of Governance and Regulation

the strengths and weaknesses of the transformational change management process in the South African Department of CorrectionalServices:Acriticalanalysis

Ippm mdletye, m coetzee, J ukpere, wI

Journal of psychology in Africa

positive work experience and life satisfaction:themoderatingroleofgender

Ippm williamson, Jc Geldenhuys, m


Re-establishing the psychological contract as a precursor to employee retention

Ippm Dhanpat, n Brijball parumasur, S

Risk Governance & Control:Financialmarkets & Institutions

Financial deepening and economic growth inNigeria(1981-2012):Amanagerialeconomic perspective

Ippm Igwe, A edeh, ce ukpere, wI

Banks and Bank Systems

customers’ adoption and use of e-banking services:theSouthAfricanperspective

mm maduku, DK

Investment management and Financial Innovations

Behavioural intention towards mobile banking usage by South African retail banking clients

mm maduku, DK

management Dynamics

precursors and outcomes of satisfaction in businessrelationships:Areplicationstudy

mm mpinganjira, m Bogaards, m Svensson, G & mysen, t

Journal of contemporary management Issues

understanding online repeat purchase intentions:Arelationshipmarketingperspective

mm mpinganjira, m

Journal of policy Analysis and management

Whatworksbestandwhen:Accountingformultiple sources of pure selection bias in program evaluations

pmG pirog, m Jung, H



the art and science of scholarly publishing pmG pirog, m


Data will drive innovation in public policy and management research in the next decade

pmG pirog, m

Journal of Social Sciences Interdisciplinary Reflectionofcontemporary Society

Barriers to women’s promotion in primary school management positions

pmG uwizeyimana, De modiba, nS mathevula, nS

Bulletin of Geography Socio-economic Series

AgrotourismdevelopmentinGhana:Astudy of its prospects and challenges at Adjeikrom cocoa tour Facility

StH eshun, G tettey, c


the making of South African timeshare industry:spatialstructureanddevelopmentchallenges

StH pandy, w Rogerson, cm


the role of state - business relations in the performance of Zambia’s food processing sub-sector

StH Hampwaye, G Jeppesen, S


Community-basedecotourism:Itssocio-economic impacts at Boabeng-Fiema monkey Sanctuary, Ghana

StH eshun, G tonto, Jnp


water quality awareness and barriers to safe waterprovisioningininformalcommunities:A case study from ndola, Zambia

StH lidde, eS mager, Sm nel, e


Agrotourism and local economic development in South Africa

StH Rogerson, cm Rogerson, Jm


Rethinkingslumtourism:TourisminSouthAfrica’s rural slumlands

StH Rogerson, cm


Small enterprise development in South Africa:Theroleinbusinessincubators

StH masutha, m Rogerson, cm


IndianforeigndirectinvestmentsinAfrica:Ageographical perspective

StH Anwar, mA


CulturalTourism:Newopportunitiesfordiversifying the tourism industry in Botswana

StH Saarinen, J moswete, n monare, mJ

Bulleting of Geography. Socio-economic Series

Reframing place-based economic developmentinSouthAfrica:Theexampleof local economic development

StH Rogerson, cm

Bulleting of Geography. Socio-economic Series

Newmodesofindustrialmanufacturing:India’s experience with special economic zones

StH Anwar, mA

Geographia polonica Tourismgeographies:Connectionswith human geography and emerging responsible tourism geographies

StH Saarinen, J

Geographicsche Rundschau

Hier,dortunddazwischen:Here,thereandin between. Rural-urban migration and translocal livelihoods in South Africa

StH Steinbrink, m perth, SA

local economy the catalyst of small town economic developmentinafreemarketcountry:Acase study in new Zealand

StH nel, e Stevenson, t


media, culture and Society

the network society, power and the print mediainpost-apartheidSouthAfrica:Thecase of media contestation in Druban for environmental justice

StH leonard, l

politikon participatory democracy against industrial risks:EnvironmentaljusticeinDurban,SouthAfrica

StH leonard, l

SocialDynamics:Ajournal of African studies

characterising civil society and its challenges in post-apartheid South Africa

StH leonard, l

South African Review of Sociology

Reconsideringthe‘risktheory’intheSouth:the case of civil society actions against a proposed idustrial risk facility in Durban, South Africa

StH leonard, l

tourism Review International

community expectations from rural tourism development at lekhubu Island, Botswana

StH lenao, m mbaiwa, J Saarinen, J


Tourismvisioning:Implementingaprimarystakeholder approach

StH paris, c Knopf, Rc Andereck, K


VFRtravelandsecondhometourism:Themissing link? the case of South Africa

StH Rogerson, cm Hoogendoorn, G


competitve advantage for brand positioning:ThecaseofSunCityinSouthAfrica

StH ezeuduji, Io lete, pm correia m, & taylor, A

urban Forum Reflectionson25yearsofUrbanForum StH Visser, G Rogerson, cm

urban Forum Decent work in the South African tourism industry:Evidencefromtouristguides

StH De Beer, A Rogerson, cm Rogerson, Jm

urban Forum perceived authenticity of iconic heritage sitesinUrbanTourism:Thecaseofconstitution Hill, Johannesburg, South Africa

StH Ivanovic, m

urban Forum A decade in progress in African urban tourism scholarship

StH Rogerson, cm Visser, G

urban Forum the diffusion and impacts of information and communication technology on tourism in the western cape, South Africa

StH Anwar, mA carmody, p Surborg, B & corcoran, A

urban Forum Slumtourismandurbanregeneration:touring inner Johannesburg

StH Frenzel, F

urban tourism urban tourism and evolutionary economic geography:Complexityandco-evolutionincontested spaces

StH Brouder, p Ioannides, D

urbani Izziv Re-Spatializingdevelopment:Reflectionsfrom South Africa’s recent re-engagement with planning for Special economic Zones

StH nel, e Rogerson, cm

urbani Izziv the evolution and consolidation of the timeshare industry in a developing economy:TheSouthAfricanexperience

StH pandy, w Rogerson, cm

urbani Izziv UrbantourismdestinationsinSouthAfrica:Divergent trajectories 2001-2012


urbani Izziv Smallbusinessincubators:Anemergingphenomenon in South Africa’s Smme economy

StH masutha, m Rogerson, cm

european countryside Beyondpost-productivism:Fromruralpolicy discourse to rural diversity

StH Almstedt, A Brouder, p Karlsson, S & lundmark, l


FAcultY oF mAnAGement - 2014 ISI JouRnAlSTitle of journal Article Title 1st



Supply chain Management:AnInternational Journal

prioritisation of performance indicators in aircargodemandmanagement:Aninsightfrom industry

Bm may, A Anslow, A ojiako, Gu, wu, u, marshall, A & chipulu, m

International Journal of operations and production management

exploring the impact of cultural values on projectperformance:Theeffectsofculturalvalues, age and gender on the perceived importance of project success/failure factors

Bm chipulu, m ojiako, u Gardiner, p, williams, t, mota, c, maguire, S, Shou, Y, Stamati, t & marshall, A

SA Journal of Information management

A survey of online social networking used to support health awareness campaigns in the city of Johannesburg metropolitan municipality

IKm eloff, K niemand, cJp

International Journal of Information management

Adding knowledge cafes to the repetoire of knowledge sharing

IKm Lefika,PT mearns, mA

South African Journal of psychology

operationalizing burnout in the maslach BurnoutInventory-Studentsurvey:Personalefficacyversuspersonalinefficacy

Ippm morgan, B De Bruin, Gp De Bruin, K

Service Business market segmentation variables as moderators in the prediction of business tourist retention

Ippm Swart, mp Roodt, G

Journal of Research in personality

Beyondagreeableness:Social-relationalpersonality concept from an indigenous and cross-cultural perspective

Ippm Valchev, VH Van de Vijver, JR meiring, D, nel, JA, Hill, c, laher, S & Adams BG

Journal of cross-culturla psychology

Identity in description of others across ethnic groups in South Africa

Ippm Adams, BG Van de Vijver, JR De Bruin, Gp & torres, cB

AsiaPacificJournaloftourism

HeritageTourisminMalaysjia:Fosteringacollective national identity in an ethnically diverse country

StH Butler, G Khoo-lattimore, c

mura, p

Sustainability Criticalsustainability:Settingthelimitstogrowth and responsibility in tourism

StH Saarinen, J

tourism Geographies TourismandMillenniumdevelopmentgoals:perspectives beyond 2015

StH Saarinen, J Rogerson, cm

tourism Geographies using indicators to assess sustainable tourismdevelopment:Areview

StH torres-Delgado, A

Saarinen, J

tourism Geographies Evolutionaryeconomicgeography:Anewpath for tourism studies

StH Brouder, p

tourism Geographies evolutionary economic geography and tourismstudies:Extendstudiesandfutureresearch directions

StH Brouder, p

Development Southern Africa

Integrating tourism to rural development and planning in the developing world

StH Saarinen, J lenao, ml

Scandinavian Journal of Hospitality and tourism

nordic perspectives on tourism and climate change issues

StH Saarinen, J


mobilities performing expatriate mobilities in Kuala lumpur

StH Butler, G Hannam, K

Koedoe Tourismandprotectedareas:Agrowingnexus of challenge and opportunity

StH mccool, SF Spenceley, A

current Issues in tourism

Flashpacking and automobility StH Butler, G Hannam, K

Annals of tourism Research

Journeysofinspiration:Workingartists’reflectionsontourism

StH whiting, J Hannam, K

current Issues in tourism

Eliteinterviews:Criticalpracticeandtourism StH Darbi, wpK Hall, cm


expectations, outcomes and attitude change of study abroad students

StH paris, cm nyaupane, Gp teye, V


Impact of personality traits and involvement on prior knowledge

StH Huang, l Gursory, D xu, H

International Journal of contemporary Hospitality management

theoretical examination of destination loyalty formation

StH Gursory, D chen, JS chi, cG

Geographical Journal Communitydevelopmentatthecoalface:networks and sustainability among artisanal mining communities in Indwe, easter cape province, South Africa

StH nel, e Binns, t Gibb, m


Developments and key issues in tourism StH Hannam, K Butler, G paris G

tourism management Segmentation by motivation for rural tourism activities in the Gambia

StH Rid, w ezeuduji, Io probstl-Haider, u

International Development planning Review

How pro-poor is business tourism in the global South

StH Rogerson, cm

FAcultY oF mAnAGement - 2014 SoutH AFRIcAn JouRnAlSTitle of journal Article Title 1st



Acta commercii Thebusinesscase:Themissinglinkbetweeninformationtechnologybenefitsand organisational strategies

AIS marnewick, c

South African Journal of Information management

Information and communications technology adoption amongst township microandsmallbusiness:ThecaseofSoweto

AIS marnewick, c

Acta commercii Enterpriseriskmanagementandfirmvaluewithin china’s insurance industry

Bm Li,Q wu, Y ojiako, u, marshall, A & chipulu, m

Acta commercii thematic elements underlying risk perception amongst small and medium enterprise owner-managers

Bm ojiako, u chipulu, m marshall, A & Baboolall, p

Indilinga African Journal of Indigenous Knowledge Systems

on the development of uniquely African management theory

Bm Goldman, GA


Journal of contemporary management

Inter-organisational relationships with large enterprises as a source of competitve advantage for small and medium enterprises

Bm Rensburg, Sm nieuwenhuizen, c

De Bruyn, Hec

Journal of transport and Supply chain management

optimisation of key performance measures in air cargo demand management

Bm may, A Anslow, A ojiako, u, wu, Y, marshall, A & chipulu, m

the Independent Journal of teaching and learning

the appropriateness of curriculum in promoting small business development

Bm Bounds, mm Goldman, GA

South African Journal of Information management

Aligning web content and organisational strategy:Towardsincreasingfunding

IKm maahlo, Kc Ratsoana, ml mearns, mA

Journal for new Generation Sciences

Developing creative and innovative thinking and problem-solving skills

Ippm De Jager, c muller, A Roodt, G

Journal of economic and Financial Sciences

Anti-competitive behaviour in the agri-food and steel value chains in the South African manufacturing sector

Ippm Kupka, J thomas, A

SA Journal of Human Resource management

A global central banker competency model Ippm Brits, Dw Veldsman, t


principles in selecting human capital measurements and metrics

Ippm chrysler-Fox, p Roodt, G


changing domains in human capital measurement

Ippm chrysler-Fox, p Roodt, G


total reward strategy for a multi-generationalworkforceinafinancialinstitution

Ippm Bussin, mHR Van Rooy, D


Understandingtalentattraction:Theinfluenceoffinancialrewardselementsonperceived job attractiveness

Ippm Schlechter, A Hung, A Bussin, mHR


Totalrewards:Astudyofartisanattractionand retention within a South African context

Ippm Schlechter, A Faught, c Bussin, mHR

SA Journal of Industrial psychology

the development and investigation of psychometric properties of a burnout scale within a South African agricultural research institution

Ippm Asiwe, Dn Jorgensen, lI Hill, c


meaningful work, work engagement and organisational commitment

Ippm Geldenhuys, m laba, Venter, cm


examining the construct validity of the Basic traits Inventory and the ten-Item personality Inventory in the South African context

Ippm metzer, SA De Bruin, Gp Adams, BG


exploring the contemporary ethical challenges in coaching psychology in South Africa

Ippm Simon, ce odendaal, A Goosen, x

Acta commercii the use of storytelling in quantitave researchreports:Amarketingresearch firmperspective

mm maritz, V petzer, DJ De meyer, cF


Comparativeanalysisoffactorsinfluencingcustomers’ attitude towards internet and cell phone banking services

mm maduku, DK

Southern African Business Review

TheinfluenceofelevenPs:Aninternalmarketing and brand awareness perspective in a service environment

mm conradie, eS Roberts-lombard, m

Klopper, HB


the Retail and marketing Review

the relationship between key variables and customer loyalty within the independent financialadvisorenvironment

mm Roberts-lombard, m

Van tonder, e pelser, tG & prinsloo, JJ


Theinfluenceofonlinestoreinteractivityon customers’ shopping experience; an empirical investigation

mm mpinganjira, m

Administratio publica International best practice in public private partnerships and Risk management

pmG nel, D

Administratio publica Best practices to regulate gifts in the South African public sector

pmG Jones, V Bezuidenhout, H

Administratio publica Anexusbetweenpublicfinancialmanagement and public leadership

pmG majam, t

Administratio publica exploring the cultural roots of the poverty and underdevelopment in Africa

pmG ukwandu, D

Administratio publica Assessment of the intervention of the national Government in the limpopo province of South Africa (2011-2013)

pmG uwizeyimana, De

Administratio publica theretical and philosophical considerations in the realm of the Social Sciences for public Administration and management emerging researchers

pmG Auriacombe, cJ Holtzhausen, n

Administratio publica civil society participation in a democracy towards the fostering of good governance

pmG mavee, SeA

Administratio publica perceptions of the role of teacher unions in education in two secondary schools in Soweto

pmG paddy, S Jarbandhan, DB

Administratio publica considerations for the implementation of the national Health Insurance Health worker Shortages

pmG toyana, m Auriacombe, cJ

Journal of public Administration

the evolution of environmental stewardship as a leadership philosophy for the South Africanpublicsector:Criticalconsiderations

pmG Jarbandhan, DB

South African Journal of Human Rights

the right to stand as an independent candidate in national and provincial elections:MajolavthePresident

pmG wolf, lc

African Journal of Hospitality, tourism and leisure

the uneven Geography of tourism in South Africa

StH Rogerson, cm


Tourismpolicyanalysis:Thecaseofpost-independence namibia

StH nyakunu, e Rogerson, cm


Agrotourism,entrepreneurshipandskills:A case of poultry farms in the Kumasi metropolis, Ghana

StH eshun, G Agbadze, pe Asante, pc


ThenexusofAgrotourismandMarketing:A case study of poultry farms in Kumasi metropolis, Ghana

StH eshun, G Segbefia,Ay Acheampong, JY


Workintegrallearninginhighereducation:partnerships:Acontinuingevolution

StH Van der westhuizen, pH

Kesa, H


using a portfolio of evidence in a community-based project module; reflectioninperspective

StH Van der westhuizen, pH

Kesa, H


maximising the local development potential of nature tourism accommodation establishments in South Africa




newtown cultural precinct driving tourism led urban regeneration within the Johannesburg inner-city

StH mbhiza, m mearns, K


Geographical information systems database of cultural heritage resources of osogbo and their tourism potential

StH olukole, to


employability development in Higher Educationinstitutions:Atourismstudentperspective

StH wakelin-theron, n


public transport policy implementation in SouthAfrica:QuoVadis

tScm walters, J


the application of a selection of decision-making techniques by employees in a transport work environment in conjunction with their percieved decision-making success practice

tScm oosthuizen, tFJ


the alignment of product strategy to supply chain practices of craft businessess in Gauteng province, South Africa

tScm Voortman, tc makhitha, Km


Reducing risky driver behaviour through the implementation of a driver risk management system

tScm luke, R Heyns, G


An investigation into the effectiveness of public entities’ procurement practices

tScm mofokeng, m luke, R


Domestic airport passenger access mode choice decisions in a multi-airport region of South Africa

tScm carstens, S


multi-stakeholder dialogue on formal and informal forms of public transport in Harare, Zimbabwe:Convergenceordivergenceperspective

tScm mbara, tatenda Dumba, S mukwashi, t

South African Journal of Science

NelsonMandela’sdefence:Apsychologicalcapital documentary analysis

Ippm Van wyk, R

FAcultY oF mAnAGement - 2014 conFeRence pRoceeDInGSTitle of Proceeding

Title of Contribution 1st Affiliated Author’s Depart-ment


12th Australian Information Security management conference

the impact of social constructivism on eRp systemssecurity:Acriticalsocialreview

AIS njenga, K

6th International conference on computer Support education

Software systems versus intellectual propertyrights:Amoralandethicalchallenge for higher education in developing nations

AIS toko, G

edmedia 2014, world conference on educational media & technology

An investigation into the performance of firstyearprogrammingstudentsinrelationto their Grade 12 computer Subject Results

AIS Barlow-Jones, G Van der westhuizen, D

coetzee c



Implementing metacognition skills for learners studying computer programming

AIS chetty, J Van der westhuizen, D


toward a pedagogy centering on computer programmingforlearnersinSouthAfrica:An educational desgin research approach

AIS chetty, J Van der westhuizen, D

Fourth International conference on Advanced computing and communication technologies

partition access of data streams (pADS) AIS Kuthadi, Vm

ISte International conference on mathematics, Science and technology education

Studentcompetencyamongfirstyearslearningcomputerprogramming:Expectthe unexpected?

AIS chetty, J

ISte International conference on mathematics, Science and technology education

toward an authentic set of programming strategies for teaching-and-learning computer programming

AIS chetty, J

2014 pmI Research and education conference

Structured education modeling for determining Ict project success factors

AIS Joseph, n marnewick, c

2014 pmI Research and education conference

Improving the competence of project Managers:Takinganinformationtechnology project audit

AIS marnewick, c erasmus, l

31stPan-Pacificconference

An analysis of innovation in South African organisations according to the innovation category, -type and process

Bm nieuwenhuizen, c


the seven dimensions of the Risk and Return paradox

Bm Janse van Rensburg, l


networking and goal setting for sustainable small and medium enterprises in the Johannesburg metropole

Bm mbuya, m Bounds, m Goldman, GA


Gendermanagers:Theinfluenceofrewardsas a motivator

Bm mlilo, t


the impact of major global sporting events on the host nation’s organisation’s four main managerial functions; a case-study of the Saxon hotel

Bm Kramer, c Saldsman, t Schachtebeck, c

8th International Business conference

the role of It in a decentralised vs centralised operating model within a financialservicesorganisation

Bm mpala, tc chiloane, pt Drotskie, A & Gatsheni, B


customer experience management at the industrialdevelopmentcorporation:anexploratory study

Bm Shuping, t Roberts-lombard, m

Drotskie, A & Van tonder, e


Theimportancelevelofspecificskillsandknowledge perceived by small business owners

Bm Bounds, mm


the perceptions of small and medium owners business owners towards consultants

Bm Kennedy, c Bounds, m Goldman, GA


A case study analysis of risk liquidity in banks

Bm ojijako, J chipulu, m obokoh, l & Yuen, D



Theeffectsofmicrofinancebanksonindigenous manufacturing Smes access to financeinNigeria

Bm obokoh, l ojijako, J monday, J


Information and communication technology outsourcing:Thedeterminacyofservicelevel rating (SlR) on customer satisfaction rating (cSR)

Bm Aliyu, mK Bbenkele, ec

International conference for Advanced Research in Business

estimating the informal sector activities in Gauteng province

Bm Bbenkele, ec Kasanganit, R

managing in an interconnectedworld:pioneering business and technology excellence, 2014 GBAtA conference Readings Book

Ethicalconductinbusinessorganisations:the opinion of American and South African management students

Bm Goldman, GA

the Southern African Institute of management Scientists, contemporary management in theory and practice, proceedings of the 26th Annual SAImS conference

Rewards amongst lower and medium level managers:Acarrotorstick

Bm mlilo, t Bounds, mm


Qualitativereflectionsoftheadventuretourist in the namibian Richtersveld

Bm Goldman, GA prinsloo, JJ


Strategic drivers of Higher education Bm Rossouw, D Goldman, GA


the importance of measuring return on marketing investment in the insurance industry

Bm Bronkhorst, S Seobi, mlp



entrepreneurial leadership in dynamic markets:ASouthAfricanExploration

Bm Davids, Jp Groenewald, D


Buyer-Supplier relationships with large enterprises:Asourceoffinanceandcompetitive advantage for SmeS

Bm magwentshu-Rensburg, S

nieuwenhuizen, c

De Bruyn, H


Dealingwithorganisationalchange:employee perceptions of supervisor support during a merger of tertiary institutions

Bm Bosch, A Reddy, cD


the effect of gender on behaviour and knowledge transfer in small and medium enterprises

Bm Dhliwayo, S Kangisingi, Gm


the relationship between individual knowledge transfer and behaviour in small and medium enterprises

Bm Dhliwayo, S Kangisingi, Gm


Differences in transferable skills expectations of employers of engineering graduates

Bm ojijako, J Dobbs, m chipulu, m & obokoh, l



the effectiveness of growth strategy training for small and micro business owners

Bm Akhalwaya, A


A religious conversation on ethics and competitive behaviour in the South African construction industry

Bm ojijako, J obokoh, l Ash, R


An investigation obstacles that deter city of Johannesburg cooperatives eligibility to preferential procurement

Bm Sibeko, J ncube, o


ethical beliefs and intensions amongst university students - a cultural perspective

Bm, mm Goldman, GA Roberts-lombard, m


patient satisfaction measurment for hosiptal servicesdeliveredbydoctors:Guidelinesforimproving the practice in Africa

Bm, mm Kokou, p Roberts-lombard, m

Van tonder, e


career management practice in the GautengDepartmentofHealth:Acasestudy

Bm, StH mathebula, A thomas, p


the impact of induction and work Integrated learning practices on the employment intentions of South African hospitality management graduates

Faculty Van lill, D


14th Annual Information and Knowledge management Conference:Acasestudy approach

the use of mobile health applications by adoloscents living with type 1 diabetes mellitus

IKm Ben, w mearns, m


Universitystudents’apppreferences: what do they use?

IKm potgieter, A


Information management in a clothing retail outlet

IKm chidavaenzi, RA laughton, pA


Bigdatainastatisticalserviceorganization:a case study

IKm Hendricks, tl laughton, pA


EnterpriseApps:Whatdoconsumersreallythink?

IKm mashiane, S potgieter, A

5th International conference on education and Information management

using peer instruction and clickers to teach informationmanagement:apreliminarystudy

IKm laughton, p

the 3rd International conference on Frontiers of Intelligent Computing:Theoryand Applications (FIctA) 2014

Hybrid technique for frequent pattern extraction from sequential database

IKm Selvaraj, Rl Kuthadi, Vm marwala, t

6th Biennial conference of the Academy of world Business, marketing and Development

Identifying barriers to internal knowledge sharing through online social networks at InfixionMedia

IKm Springer, t mearns, m

conference of the International Journal of Arts and Science

Organizationalchangereflectinganation:the university of Johannesburg’s culture surveys

IKm Barnard, Z

International conference on Business & economic Development (IcBeD)

Fromlocalimperativetoglobalsignificance:the university of Johannesburg scenario

IKm Barnard, Z Van der merwe, D


An Integrated Review of competency Framework

Ippm clark, Suzette Roodt, G chrysler-Fox, pD


Integrating Human capital Value’s competence construct measures

Ippm clark, Suzette chrysler-Fox, pD


the intersect between human resource management measurement approaches and levels of management

Ippm chrysler-Fox, pD Roodt, G


Values and behaviours that lean production philosophy supports

Ippm lotz, GJ Roodt, G


EntrepreneurialIntensity:Acorrellationbetweenfirms

Ippm Hewitt, lmm


MadeinChina:Thecostoffreetradeagreements on South African labour

Ippm Gobind, J



Free trade and the spread of HIV/AIDS Ippm Gobind, J


Firm demographics as antecendent in the entrepreneurial orientation - Firm performance model

Ippm Hewitt, lmm


matching employer-employee data for measuringhumancapital:Aliteraturereview

Ippm magau, mD


A theoretical framework for modelling the monetary value of human capital

Ippm magau, mD


preliminary validation of a collective intelligence

Ippm Van wyk, R morgan, B Vorster, p


positive emotions and its underlying variables

Ippm Van wyk, R


practical training of honors students in research methodology

Ippm Van wyk, R Vorster, p


conceptualising the dynamic between work identity and psychological needs

Ippm muller, Kp Van lill, D


the development of a South African work engagement instrument as a means to improve organizational effectiveness

Ippm Hoole, c

4th organisational Governance conference, Bucharest university of economic Studies

Universitygovernance:Theconsequencesof reporting student plagiarism

Ippm thomas, A


A methodology for stakeholder analysis Ippm engelbrecht, Je thomas, A


the role of HR information in managing HR riskintheSouthAfircanfinancialservicessector

Ippm Joseph, Rm

Acen conference - work Integrated Learning:Buildingcapacity

StudentreflectionsonthepilotWILpartnership capacity building model in a HumanResourceManagementQualification

Ippm Govender, cm taylor, S

Best paper proceedings of the 2nd Biennial conference of the Africa Academy of management

ZimbabweanTrailingSpouses:ASouthAfrican experience

Ippm wekwete, Vm De Braine, R Bosch, A


Logo-Leadershipdevelopment:Arole-orientation approach

Ippm Scholtz, F crous, F thomas, A



Review of four decades of developing and empirical testing of money attitude dimensions and scales

mm Duh, H


Harnessing the delivery of customer- centric e-government services in African countries:ThecaseofMalawi

mm mpinganjira, m


An exploratory investigation of ethical beliefs and intentions of students in a private higher education institution in Australia

mm Heaney, JG Roberts-lombard, m

Goldman, GA


comparing the perceived risks of online shopping amongst male and female consumers in Gauteng, South Africa

mm Bosman, K Roberts-lombard, m


Guidelines for the marketing of independent schools

mm Immelman, R Roberts-lombard, m


Buzzmarketing’sabilitytoinfluenceconsumers:Anexperimentalstudy

mm Gosling, Rc Vigar-ellis, D Stiehler, B


An investigation of gender differences inshoppingorientation:Implicationsfor online retailing

mm mpinganjira, m


Perceivedriskstoonlineshopping:Anexamination of gender and age differences

mm mpinganjira, m


Exploringtheinfluenceofthe7p’sofinternal marketing on the 4 dimensions of servicequalityataSouthAfricanstaffingbrand

mm Burin, c Roberts-lombard, m

Klopper, HB


Comparingtheperceivedbenefitsandbehaviour of online shopping amongst male and female consumers in Gauteng, South Africa

mm Smit, e Roberts-lombard, m


Informationsourcesinfluencingparents’choice of independent primary schools in Gauteng

mm Immelman, R Roberts-lombard, m



A framework to investigate determinants of household’s electricity conservation

mm Issock, pB Duh, H mpinganjira, m


trackling climate change in the global South:AnanalysisoftheGlobalMethaneInitiative multilateral partnership

StH leonard, l


Cabontradingandenvironmentaljustice:ThecaseoftheBisasarlandfill,Durban,South Africa

StH leonard, l


the world Social Forum as a sub-political spaceforenvironmentaljustice:Thecasefor South African grassroots empowerment within a network society

StH leonard, l


Developing dynamic capabilities for cometitiveness:TheSunCityResortinSouth Africa

StH ezeuduji, Io lete, pm


management implications for rural tourism development in the Gambia

StH ezeuduji, Io Rid, w


nigeria as a core regional source market for SouthAfricanTourism:Ademandanalysis

StH ezeuduji, Io


the challenges of business process outsourcingandoffshoringinSouthAfrica:evidence from the call centre Sector

StH pandy, w Rogerson, c


TourismandclimatechangeinSouthAfrica:policy and perceptions



TimeshareintheGlobalSouth:Evidencefrom South Africa



the potential for civil society leadership in forging a common vision against industrial risks:EnvironmentaljusticeinAfrica

StH leonard, l


civil society and the creation of shared values and goals against market inequalities:ThecaseoftheWorld Social platform

StH leonard, l


catering for children with food allergies in the Hospitality industry

StH Kesa, H Rahmatzadeh, l


practical experience vs tertiary education:Theemployabilityfactor in the hospitality industry

StH Kesa, H Imelmann, A



Evaluatingtheinfluenceofhighvalue,lowimpact tourism strategies on the behaviour of international travellers to Bhutan

StH Dorji, u thomas, p


the supply chain skills required for the co-creation of a common trading future

tScm Heyns, GJ luke, R

33rd Southern African transport conference (SAtc 2014) - leading transport into the Future

the state of transport opinion poll South Africa:Acomparisonofthe2012and2013results

tScm luke, R Heyns, GJ

Ireland International conference on education

employment expectations of supply chain managementstudents:EvidencefromSouth Africa

tScm Heyns, GJ luke, R

FAcultY oF mAnAGement - 2014 BooKSTitle of book 1st



Remuneration and talent management

Ippm Bussin, m

Inclusive organizational Transformation:AnAfrican perspective on human niches and diversity of thought

Ippm Viljoen, R

A legacy of perserverance - NAFCOC:50yearsofleadership in Business

Ippm Kondlo, K

FAcultY oF mAnAGement - 2014 cHApteRSTitle of book Title of Contribution 1st



conseptualising and measuring work identity

Chapter1:Whatthisbookisallabout Ippm Roodt, G Jansen, pGw crous, F


Chapter2:WorkIdentity:Clarifyingtheconcept

Ippm Bothma, Fc lloyd, S Khapova, S


Chapter3:Theprocessofidentitywork:negotiating a work identity

Ippm crafford, A Adams, BG Saayman, t & Vinkenburg, c



Chapter4:Personalandsituationalwork-based identity atecendents

Ippm Roodt, G De Braine, R


Chapter5:Subjectiveandobjectivework-based identity consequences

Ippm Bothma, Fc Roodt, G Van de Bunt-Kokhuis, S


Chapter6:Exploratoryemiricaltestsofwork-based identity atecendents and consequences

Ippm De Braine, R Bothma, Fc Jansen, pGw


Chapter7:Work-basedidentitymodeltesting

Ippm Bester, F Bosch, A Bal, m


Chapter8:Conclusions Ippm De Braine, R Bothma, Fc Bester, F & Jansen, pGw


Chapter9:Movingforward:Practicalandtheoretical implications

Ippm Roodt, G Jansen, pGw Van de Bunt-Kokhuis, S

evaluation management in South Africa and Africa

Chapter2:HistoricalDevelopment&practice of evaluation

pmG mouton, c Rabie, B De coning, c & cloete, F


Chapter3:TheoriesofChangeandprogramme logic

pmG cloete, F Auriacombe, c


Chapter8:EvaluationProfessionalisationand capacity-Building

pmG podems, D cloete, F


Chapter11:StrategicLessonsfortheFutureof Integrated evaluation management

pmG cloete, F Rabie, B De coning, c

the Role of the chief Human Resource Officer:Perspectives,challenges, realities and experiences

Chapter10:RewardandRecognition Ippm Bussin m Smit e


Chapter17:DesigningtheHRFunction Ippm Veldsman t


Chapter18:LeadingHR Ippm Veldsman t


FAcultY oF mAnAGement ANNuAL rePorT 2014

A tribute to sustainable Future-fitnessWearewellawayonourfuture-fitjourney.TheFacultyLeaderTeamexpressesoursincereappreciationto each Faculty student, member of staff as well as every uJ and external stakeholders and partners for investingintothefuture-fitnessaswellastheglobalexcellenceandstatureoftheFaculty.ProudlyUniversityof Johannesburg and South African.

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