https://ir.unisa.ac.za/handle/10500/21679 2026-05-05T12:51:23Z https://ir.unisa.ac.za/handle/10500/32188 Employee health and wellness for a productive workforce: a case study of the KwaZulu-Natal Department of Social Development Kunene, Caiphus Mhlonipheni The work-related stress is a growing concern within the KZN-DSD that affects not only the health and wellbeing of employees, but also the productivity of employees within the workplace. The limited resources in human and finance is unable to respond to the unlimited needs of the KZN-DSD employees. The work stress is caused by work demands which supersedes the employees’ capacity because the KZN-DSD is not adequately staffed. The employees of the KZN-DSD are under immense pressure because of the work demands that are greater than they can comfortably manage. The employee health and wellness program does not feature prominently in the KZNDSD’s executive management meetings and the unit is not well structured. The impact and significance of employee health and wellness program within the KZN-DSD must not be underestimated. Therefore, it becomes extremely difficult to provide effective health and wellness interventions to the employees of the DSD. The study used a specific set of research method such as a questionnaire to elicit information from the recipients of a health and wellness program. The participants were asked to answer research questions on employee health and wellness. Therefore, the qualitative research method was employed to seeks answers to questions on the implementation of health and wellness program. The most significant findings of the study were, employees cannot be productive at work if stress management, work-life balance, commitment to employee health and wellness are overlooked. The employee health and wellness program cannot be effectively implemented if the unit on health and wellness is not structured and human and financial resources are not adequately provided. The failure of the KZN-DSD in implementing health and wellness programs was largely attributed to the lack of commitment by the top management who fails to consider health and wellness as a significant program to optimise employees’ performance in the workplace. The primary contribution of the study is, it generates new knowledge which seeks to improve the practical implementation of health and wellness program, reduce the impact of stress and increase productivity of employees at work. Abstract and text in English 2024-01-01T00:00:00Z https://ir.unisa.ac.za/handle/10500/31942 Ascension of women to senior management positions : a case of the Department of Water and Sanitation, Gauteng province Ngwenyama, N. P. Inherited colonial and patriarchal laws have created barriers for women to gain entry to employment opportunities and hierarchically advance to senior management positions (SMS). Although government is making strides in promoting women representation and gender equality in the public sector, women remain underrepresented at SMS. The aim of the study was to investigate if women at the Department of Water and Sanitation (DWS) advance hierarchically at the same pace as their male counterparts to SMS. The study applied a qualitative research approach to address the research objectives. Data was collected through desktop research by reviewing secondary data sources available in the public domain. The study found that women at DWS are underrepresented at SMS positions as males predominantly occupy these positions. This further widens the inequality gap, which shows that men continue to enjoy the benefits of patriarchal norms over women. Moreover, the majority of national government departments including DWS have not achieved the set employment equity target of 50% for women at SMS, and the 2% target for persons with disabilities (PWDs). The study revealed that it is a challenge to determine the level of compliance for women with disabilities at SMS as the composition of the gender and racial demographics for the 2% is not clearly defined by government. The study also found that barriers exist within the public sector which hinder the advancement of women, such as glass ceiling, glass cliff, patriarchal practices, gender stereotypes, gender bias and discrimination, exclusion of women in strategic decision-making structures, unequal salaries, harassment, bullying and intimidation, and unaccommodated disability needs, amongst others. The lack of support programmes and empowerment interventions for women to strive and self-actualise their potential to assume leadership positions has also been found to be amongst the barriers. The study recommends that for gender equality to be achieved, DWS should provide support programmes and empower women through skills development, nurturing talent, mentorship, coaching, gender mainstreaming, and provision of a gender-focused budget. Other recommendations brought forward are the inclusion of men in gender forums to drive transformation, development of gender-neutral policies, supervisor-subordinate support, and flexible policies to enable women to achieve a work-life balance. Text in English 2024-05-07T00:00:00Z https://ir.unisa.ac.za/handle/10500/31803 Relocation of functions in the free state department of police, roads and transport Chap, Zolile Isak The relocation of functions in the public sector is being initiated as part of structural changes to configure the structures of public institutions. It is implemented as part of initiatives that are aimed at assisting public institutions to achieve their policy commitments, promote coherence, coordination, efficiency, and effectiveness. They are intended to redesign and realign institutional structures of public institutions to enable them to be initiative-taking in serving the society. The process of relocation of functions involves various stakeholders who at times have conflicting goals and decision-making roles. By instituting the relocation of functions, these stakeholders seek to create conducive institutional cultures, clarify roles and responsibilities (redesign), build capacity for effective performance (development) and to improve service delivery performance. For the purpose of this study, the research activities were undertaken at the Free State Department of Police, Roads and Transport (DPR&T), a provincial government department consisting of a staff compliment of two thousand, two hundred and seventy-one (2271) employees. From this target population, a probability sampling method was used to select a representative sample of eighty-six (86) respondents to whom a research questionnaire was administered. The findings of this study reveal that most respondents were professionally qualified and experienced African males aged between 50 and 59 years who had served DPR&T as Assistant Directors. Most of these respondents understood the reasons for the relocation of functions and were aware of changes it has had on the functioning, structure, and strategy of DPR&T. They however were not content about the degree to which they were consulted about the process of relocation of functions. As far as how conditions were during the relocation of functions, most respondents held the view that it was not associated with transfers, early retirement packages and retrenchments (job losses), and there were no threats that emanated from the proposed structure. These respondents thought that vacancies were filled as and when they became vacant and that there was job security. However, they reported that the process was stressful as their workload had increased, with lack of clarity about roles and responsibilities, limited support by supervisors and unrealistic performance expectations. As such, most of them felt they were underpaid for their job responsibilities and reported having contemplated resigning from DPR&T at some stage. ii Most respondents were concerned about uncertainties that existed during the relocation of functions in DPR&T and according to them, timeframes for implementation were not communicated, there was lack of clarity of roles and responsibilities, there were no opportunities for employees to give input and the working conditions were unfavourable with regard to their active and productive participation. In as far as the roles of leaders and managers are concerned, most respondents held the view that leaders and managers consulted employees, communicated clear and precise messages, were transparent, they implemented consolidated policies and procedures and that they had appointed an independent service provider (change agent) to manage the process of relocation of functions. In so far as the impact of relocation of functions on DPR&Ts and employees’ performance is concerned, most respondents agreed that it has impacted on turnover, employees’ workload, safety, degree of commitment to DPR&T and availability of skilled employees to enhance service delivery. Lastly, the majority of respondents held the view that the relocation of functions impacted on employees’ morale, their performance (productivity) and degrees of certainty about career prospects and roles and responsibilities in DPR&T. Respondents further reported that the relocation of functions has impacted on the ability of employees to learn new skills and to effectively perform their work, thereby increasing the levels of anxiety amongst them.; Tšhutišo ya mešomo go lekala la setšhaba e tlhamilwe bjalo ka karolo ya kagoleswa go beakanya dikarolo tša diinstitšhušeni tša setšhaba. E tsenywa tirišong bjalo ka boitlhamedi bjo maikemišetšo a wona e lego go thuša diinstitšhušeni tša setšhaba go fihlelela merero ya dipholisi, go šoma ka mokgwa wo tee, ka tšhomišano, botsebi le bokgoni. Maikemišetšo ke kagoleswa ya makala a diinstitšhušeni tša setšhaba gore di kgone go šomela setšhaba gabotse. Tšhutišo ya mešomo e akaretša batšeakarolo ba go fapana bao ka nako e nngwe ba ka se kgone go tšea diphetho ka lebaka la maemo, mešomo ya bona le maikarabelo a mangwe. Ka tšhutišo ya mešomo, batšeakarolo ba go nyaka go thlamaleswa maitshwaro a institšhušeni, go agaleswa dikarolo le maikarabelo a bašomi ka maikemišetšo a go godiša bokgoni go kaonafatša mošomo wa go aba ditirelo. Dinyakišišo tša thuto ye di dirilwe Freistata go Kgoro ya Maphodisa, Ditsela le Dinamelwa (DPR &T), kgoro ya mmušo wa profense ya goba le maloko a 2271 a bašomi. Go šomišitšwe mokgwa wa dinyakišišo wa lenaneopotšišo go sampola baemedi ba bašomi ba go lekana 86. Diphihlelelo tša dinyakišišo di bontšhitše gore bontšhi bja batšeakarolo bao ba nago le maswanedi a dithuto ke banna ba Afrika bao ba nago le mengwaga ye 50 le 59 bao ba šomilego DPR&T bjalo ka batlatša balaodi. Bontšhi ba batšeakarolo ba be ba kwešiša mabaka a tšhutišo ya mešomo le ka mokgwa wo se se tlilego go fetola tsela ya go šoma, sebopego le leano la DPR&T. Le ge go le jwalo, a se ba kgotsofalela mokgwa wa ditherišano le mokgwa wa tšhutišo ya mešomo. Go ya ka maemo a nako ya tšhutišo ya mešomo, bontšhi ba batšeakarolo e be ba gopola go re se se ka se ba ame ka go šutišwa lefelong la mošomo, go lokollwa mošomong pele ga nako (tahlegelo ya mešomo) le gore a gona matšhošetši ao a lego gona go sebopego se se šišintšwego. Batšeakarolo ba be ba gopola gore dikgoba tša mošomo di tlatšwa ge di e ba gona gomme mešomo ya bona e bolokegile. Le ge go le jwalo ba begile gore tshepedišo ye be e na le kgatelelo ya mogopolo, mešomo e okeditšwe ntle le hlalošo ya dikarolo le maikarabelo go bona, a go na thekgo ya mošomo gotšwa go balekodi le go letelwa go dira iv mešomo ye e sa kgonagalego. Bontšhi ba be ba re ba lefelwa ka fase ga maikarabelo a maswa a mešomo ye ba e dirago gomme ba gopola go tlogela mošomo. Bontšhi bja batšeakarolo ba amilwe ke tshepedišo ya go tsenywatirišong ga diphetogo tše, gomme ba re a se ba tsebišwa nako ya tšhutišo, a se ba hlalosetšwa dikarolo le maikarabelo a maswa, a se ba fiwa sebaka sa go tšeakarolo, gomme dibaka tša go šoma a se tša maleba. Mo go karolo ya baetapele le balaodi bao ba amegago, batšeakarolo ka bontšhi ba arabile gore baetapele le balaodi ba boledišane le bašomi, ba ba file melaetša ye e nepagetšego, ba šomile ka go hloka sephiri, ba tsentšetirišong dipholisi le maano a tshepedišo, gomme ba thwala moabatirelo yo a ikemego (molaola diphetogo) go laola tshepedišo ya tšhutišo ya mešomo. Batšeakarolo ba dumela gore tšhutišo ya mošomo ya DPR&T e bile le ditlamorago tše di amilego tšweletšo ya mošomo, mošomo, polokego, potego ya bašomi go DPR&T le tahlegelo ya bašomi bao ba nago le bokgoni bja go kaonafatša kabo ya ditirelo. Mafelelong, bontšhi bja batšeakarolo ba re tšhutišo ye e amile boitshepo, tšweletšo ya mešomo, e tlišitše dipelaelo ka kgolo ya bona mošomong, dikarolo le maikarabelo go DPR&T. Ba begile gape gore se se amile bokgoni bja go ithuta dithuto tše di mpsa go ba kgontšha go šoma gabotse, gomme se se ba šiile le matshwenyego a mantšhi.; Ukuthuthwa kwemisebenzi emkhakheni kahulumeni kuyaqalwa njengengxenye yezinguquko zesakhiwo ukuze kumiswe izinhlaka zezikhungo zikahulumeni. Kuqaliswa njengengxenye yezinhlelo okuhloswe ngazo ukusiza izikhungo zikahulumeni ukuthi zifeze izibopho zazo zenqubomgomo, zikhuthaze ukuhambisana, ukudidiyela, ukusebenza kahle kanye nempumelelo. Kuhloswe ngazo ukwakha kabusha kanye nokuhlela kabusha izinhlaka zezikhungo zezikhungo zikahulumeni ukuze zikwazi ukuthatha izinyathelo zokusebenzela umphakathi. Inqubo yokuthuthwa kwemisebenzi ibandakanya ababambiqhaza abehlukene okuthi, ngezinye izikhathi, babe nezinhloso ezingqubuzanayo kanye nezindima zokuthatha izinqumo. Ngokusungula ukuthuthwa kwemisebenzi, laba babambiqhaza bafuna ukwakha amasiko esikhungo afanelekile, ukucacisa izindima zemisebenzi kanye nezibophezelo (ukwakha kabusha), ukwakha amandla okusebenza ngempumelelo (ukuthuthukiswa) kanye nokwenza ngcono ukusebenza kokulethwa kwezinsizakalo. Ngenhloso yalolu cwaningo, imisebenzi yocwaningo yenziwe eMnyangweni wAmaphoyisa, Imigwaqo nezokuThutha eFree State (DPR&T), umnyango kahulumeni wesifundazwe onabasebenzi abayizi-2 271. Kusukela kulesi sibalo sabantu esihlosiwe, indlela yokusampula yamathuba yasetshenziswa ukuze kukhethwe isampula elimele abaphendulile abangama-86 abanikezwa uhla lwemibuzo locwaningo. Okutholwe kulolu cwaningo kuveza ukuthi iningi labaphendulile kwakungabesilisa base-Afrika abaqeqeshiwe nabanolwazi abaneminyaka ephakathi kuka-50 no-59 abake basebenza kwa-DPR&T njengabasizi babaqondisi. Iningi lalaba abaphendulile laziqonda izizathu zokuthuthwa kwemisebenzi futhi belazi izinguquko ezibe nazo ekusebenzeni, ukwakheka namasu e-DPR&. Nokho, abazange baneliswe ngezinga abathintwa ngalo mayelana nenqubo yokuthuthwa kwemisebenzi. Mayelana nokuthi izimo zazinjani ngesikhathi kuthuthwa imisebenzi, iningi labaphendulile libe nombono wokuthi kwakungahlobene nokudluliswa kwezimali, izikhwama zokuthatha umhlalaphansi ngaphambi kwesikhathi kanye nokudilizwa (ukulahlekelwa yimisebenzi), nokuthi azikho izinsongo ezavela esakhiweni esihlongozwayo. Laba vi abaphendulile bebecabanga ukuthi izikhala zomsebenzi zavalwa ngesikhathi zivuleka nokuthi kwakukhona ukuvikeleka komsebenzi. Kodwa-ke, libike ukuthi le nqubo yayicindezela njengoba umsebenzi wabo unyukile, ngaphandle kokucaciswa kwendima zemisebenzi nezibophezelo, ukusekelwa okulinganiselwe kwabaphathi kanye nokulindela ukusebenza okungenangqondo. Ngakho-ke, iningi labo laba nomuzwa wokuthi lalikhokhelwa kancane ngezibophezelo zomsebenzi wabo futhi labika ukuthi lalike licabange ukushiya i-DPR&T ngesikhathi esithile. Iningi labaphendulile lalikhathazekile ngokungaqiniseki okwakukhona ngesikhathi kuthuthwa imisebenzi ku-DPR&T futhi ngokusho kwabo, izikhathi ezimisiwe zokuqaliswa azizange zidluliselwe, kube nokuntuleka kokucaciswa kwezindima zemisebenzi nezibophezelo, awekho amathuba okuthi abasebenzi banikeze imibono, futhi izimo zokusebenza bezingezinhle. Mayelana neqhaza labaholi nabaphathi, iningi labaphendulile linombono wokuthi abaholi nabaphathi baxoxisane nabasebenzi, badlulisele imiyalezo ecacile nenembayo, babeka izinto obala, basebenzise izinqubomgomo nezinqubo ezididiyelwe, futhi baqoke umhlinzeki wensizakalo ozimele (bashintsha umenzeli) ukuphatha inqubo yokuthuthwa kwemisebenzi. Mayelana nomthelela wokususwa kwemisebenzi ku-DPR&T kanye nokusebenza kwabasebenzi, iningi labaphendulile livumile ukuthi ukuthutha kube nomthelela embuthweni, emsebenzini wabasebenzi, ukuphepha, izinga lokuzibophezela ku-DPR&T, kanye nokuba khona kwabasebenzi abanamakhono. ukuthuthukisa ukulethwa kwezinsizakalo. Okokugcina, iningi labaphendulile libe nombono wokuthi ukuthuthwa kwemisebenzi kube nomthelela esimilweni sabasebenzi, ukusebenza kwabo (ukukhiqiza) kanye nezinga lokuqiniseka mayelana namathemba emisebenzi nezindima zemisebenzi kanye nezibophezelo ku-DPR&T. Abaphendulile baphinde babika ukuthi ukuthuthwa kwemisebenzi kube nomthelela ekhonweni labasebenzi lokufunda amakhono amasha nokwenza umsebenzi wabo ngempumelelo, ngaleyo ndlela kwandise amazinga okukhathazeka phakathi kwabo. Abstract in English with Northern Sotho and Zulu translations 2022-03-01T00:00:00Z https://ir.unisa.ac.za/handle/10500/31691 Factors influencing high turnover of millennials with scarce skills: a case of the Limpopo economic cluster departments Letshokgohla, Moloko Phineas This research was conducted to investigate the factors influencing the high turnover of millennial employees who have scarce skills in Limpopo Economic Cluster Departments (hereafter referred to as EC). The research focused on critical job satisfaction needs such as the employment conditions contributing to the turnover, how the EC meets the expectations of millennial employees and the measures that the EC implements to retain millennial employees with scarce skills. A qualitative research design was adopted where an interview guide was used to collect data from ten full-time millennial employees who possessed scarce skills in the Economic Cluster departments and state-owned enterprises of the Limpopo Province using purposive semi structured in-depth interviews. Thematic analysis was used to analyse the qualitative data using ATLAS.ti 22, a computer-assisted qualitative data analysis software package. The research found that among many factors that influence turnover, millennial employees with scarce skills left the EC mainly because of a lack of growth and progression opportunities. Seventy percent of millennial employees confirmed that positions that provided growth and progression were few, and when such posts were advertised, millennials were overlooked despite having relevant experience and qualifications. The research also found that the EC outsourced work to the private sector, despite millennial employees having the required competencies and experiences. Furthermore, the study discovered that when supervisory support was accorded to millennial employees, they were able to overcome difficult situations. Supervisory support included regular meetings with supervisors. Millennials found this encouraging because they could resolve their work-related frustrations. The research further discovered that EC did not have a mentorship programme in place, and as such, there was no skills transfer from Baby Boomers to millennial employees. This situation posed a risk of an erosion of skills and institutional memory when Baby Boomers retired from public service. The research contends that while recruitment of millennials who possess the required competencies and capabilities will also address the challenge of a high unemployment rate among youth in the EC, retention of these workers should also be prioritised by human resources (HR). Filling scarce-skill positions would translate into optimal institutional performance, which would address poor service delivery and prevent unnecessary protest actions by communities. To retain millennial employees with scarce skills, the research recommends that the EC develops a retention policy that includes pay progression and provision for counteroffers to millennial employees. This can be achieved by designing market-related salary structure. The retention policy should include mentoring as it is important in upskilling millennial employees at the EC. Mentorship should form an integral part of the job description and performance agreement of supervisors. The mentorship programme should be designed to harvest and transfer skills from Baby Boomers to millennials. It would also help the EC avoid relying on former employees through contracts and outsourcing services.; Hierdie navorsing is uitgevoer om die faktore te ondersoek wat die hoë omset van millenniërwerknemers wat in Limpopo se ekonomiese klusterdepartemente (economic cluster departments) werk en wat oor skaars vaardighede beskik, beïnvloed. Die navorsing se fokus was op kritieke werksbevredigingsbehoeftes, soos die indiensnemingstoestande wat tot die omsetkoers bydra, hoe die ekonomiese kluster voldoen aan die verwagtings van millenniërwerknemers, en die maatstawwe wat die ekonomiese kluster implementeer om millenniërwerknemers met skaars vaardighede te behou. ’n Kwalitatiewe navorsingsontwerp is gevolg. Halfgestruktureerde doelbewuste onderhoude is uitgevoer om data in te samel by tien heeltydse millenniërwerknemers wat oor skaars vaardighede beskik en in die ekonomiese klusterdepartemente en staatsondernemings van die Limpopo-provinsie werk. ’n Onderhoudhandleiding is gebruik om die proses te lei. Tematiese ontleding is gebruik om die kwalitatiewe data te ontleed deur ATLAS.ti 22, ’n rekenaargesteunde kwalitatiewe dataontleding-sagtewarepakket, aan te wend. Die navorsing het getoon dat, onder vele faktore wat omset beïnvloed, millenniërwerknemers met skaars vaardighede die ekonomiese kluster hoofsaaklik verlaat weens ’n gebrek aan groei- en vorderingsgeleenthede. Sewentig persent van millenniërwerknemers het bevestig dat daar min posisies was wat groei- en vordering bied, en dat wanneer sulke poste geadverteer word, millenniërs oor die hoof gesien word, ten spyte daarvan dat hulle die relevante ervaring en kwalifikasies het. Die navorsing het ook gevind dat die ekonomiese kluster werk na die privaatsektor uitkontrakteer, ten spyte daarvan dat millenniërwerknemers oor die vereiste bevoegdhede en ervaring beskik. Verder het die studie ontdek dat wanneer toesighoudende ondersteuning, insluitende gereelde vergaderings met toesighouers, aan millenniërwerknemers toegestaan is, hulle moeilike situasies te bowe kon kom. Millenniërs het dit bemoedigend gevind omdat dit beteken dat hulle hulle werksverwante frustasies kon oplos. Die navorsing het verder getoon dat die ekonomiese kluster nie ’n mentorskapprogram in plek gehad het nie, en dus was daar geen vaardigheidsoordrag van die naoorlogse generasie (baby boomers) na die millenniërwerknemers nie. Hierdie situasie het die risiko ingehou dat vaardighede en institusionele geheue verlore sal gaan wanneer die naoorlogse generasie uit die openbare diens tree. Die navorsing beweer dat, terwyl die werwing van millenniërs wat oor die vereiste bevoegdhede en vermoëns beskik ook die uitdaging van ’n hoë werkloosheidsyfer onder die jeug in die ekonomiese kluster sal aanroer, die werwing van hierdie werkers ook voorkeur moet kry deur menslike hulpbronne. Om skaarsvaardigheidsposisies te vul sal ook lei tot optimale institusionele prestasie, wat swak dienslewering sal aanroer en onnodige protesaksie deur gemeenskappe sal voorkom. Om millenniërwerknemers met skaars vaardighede te behou, beveel die navorsing aan dat die ekonomiese kluster ’n werwingsbeleid moet ontwikkel wat vergoedingsvooruitgang en voorsiening vir teenaanbiedings vir millenniërwerknemers moet insluit. Dit kan bereik word deur ’n markverwante salarisstruktuur te ontwerp. Die werwingsbeleid moet die gee van leiding insluit aangesien dit belangrik is om millenniërwerknemers se vaardighede op te bou in die ekonomiese kluster. Mentorskap moet ’n integrale deel vorm van die posbeskrywings en prestasieooreenkomste van toesighouers. Die mentorskapprogramme moet ontwerp wees om vaardighede van die naoorlogse generasie te oes en oor te dra na millenniërs. Dit sal ook help dat die ekonomiese kluster nie hoef staat te maak op voormalige werkers wat aangestel word deur kontrakte en uitkontrakteringsdienste nie.; Nyakišišo e dirilwe go nyakisisa dintlha tseo di huetsago letseno la godimo la bašomi ba bafsa bao ba šomago Dikgorong tša Sehlopha Ekonomi (EC) sa Limpopo (Limpopo Economic Cluster) le bao ba nago le mabokgoni ao a sa hwetšagalego bonolo. Dinyakišišo di nepiša dinyakwa tša go kgotsofatša, go swana le maemo a mošomo ao a kgathago tema go tekanyo ya letseno, ka moo EC e fihlelelago ditetelo tša bašomi ba bafsa, le ditekanyo tšeo EC e di phethagatšago go swara bašomi ba bafsa bao ba nago le mabokgoni ao a sa hwetšagalego bonolo. Go šomišitšwe mokgwa wa dinyakišišo wa boleng. Dipotšišo tšeo di nepišago thwii tšeo di beakantšwego le tšeo di se a beakanywago di šomišitšwe go kgobokanya data go tšwa go bašomi ba lesome ba bafsa ba nako ka moka bao ba nago le mabokgoni ao a sa hwetšagale bonolo gape bao ba šomago dikgorong tša Sehlopha sa Ekonomi le dikgwebo tša mmušo tša Profense ya Limpopo. Go šomišitšwe tlhahli ya dipotšiši go sepediša tshepetšo ye. Tshekatsheko ya thematiki e šomišitšwe go sekaseka data ya boleng go šomišwa ATLAS.ti 22, sehlopha sa softwere sa tshekatsheko ya data ya boleng yeo e thušwago ke khomputha. Dinyakišišo di utollotše gore, gare ga dintlha tše dintši tšeo di huetšago letseno, bašomi ba bafsa bao ba nago le mabokgoni ao a sa hwetšagalego bonolo ba tlogetše EC ka gore ga go na dibaka tša kgolo le tatelano. 70% ya bašomi ba bafsa ba kgonthišitše gore dikgoba tšeo di fago dibaka tša kgolo le tatelano ke tše dinnyane, gomme ge dikgoba tšeo di kwalakwatšwa, bafsa ga ba lebelelwe, le ge ba na le maitemogelo le mangwalo a dithuto a maleba. Dinyakišišo di utollotše gape gore EC e iša mošomo ka ntle go lekala la praebete, le ge bašomi ba bafsa ba na le mabokgoni le maitemogelo ao a nyakegago. Le ge go le bjalo, dinyakišišo di utollotše ge thekgo ya bolaodi, go akaretšwa dikopano tša nako le nako le balaodi, di filwe go bašomi ba bafsa, ba kgonne go fenya maemo a mathata. Bafsa ba hweditše se se hlohleletša ka gore se se bontšha gore ba ka rarolla mathata a bona a mošomong. Dinyakišišo di utollotše gape gore EC ga ena lenaneo la botlhahli, ka gona, ga go na phetišetšo ya mabokgoni go tloga go Batho ba Bagolo go ya go bafsa. Maemo a dirile gore go be le kotsi ya tahlegelo ya mabokgoni le segopotšo sa institušene ka ge batho ba bagolo ba rola mošomo mmušong. Dinyakišišo di tšweletša gore, le ge go kalatša ga bafsa bao ba nago le mabokgoni le maitemogelo ao a nyakegago di tla šogana gape le ditlhohlo tša tlhokego ya godimo ya ošomo go bafsa ka go EC, go swara ga bašomi ba go swanetšwe go bewe pele ke methopo ya batho (HR). Go tlatša dikgoba tša mabokgoni ao a sa hwetšagalego bonolo go tla fetolela go phethagatšo ya institušene ya maemo a godimo, yeo e tla šoganago le kabo ya go fokola ya ditirelo le go thibela magato a go ipelaetša ao a sa hlokegego ke setšhaba. Go swara bašomi ba bafsa bao ba nago le mabokgoni ao a sa hwetšagalego bonolo, dinyakišišo di šišinya gore EC e swanetše go dira pholisi ya go swara yeo e akaretšago tatelano ya tefo le sebaka sa dikabo tšeo di dirwago kgahlanong le ye nngwe go bašomi ba bafsa. Se se ka fihlelelwa ka go dira sebopego sa mogolo wo o amanago le mmaraka. Pholisi ya go swara e swanetše go akaretša go eletša ka ge se se le bohlokwa mo go godišeng bašomi ba bafsa mo EC. Botlhahli bo swanetše go dira karolo ye bohlokwa ya tlhalošo ya mošomo le ditumelelano tša phethagatšo tša balaodi. Lenaneo la botlhahli le swanetše go dirwa go tšweletša le go fetišetša mabokgoni go tloga go ba bagolo go ya go bafsa. E tla thuša gape EC go efoga go itshama ka go thwala gape bašomi ba maloba ka mokgwa wa dikontraka le ditirelo tša go iša ka ntle. Text in English with summaries in Afrikaans and Northern Sotho 2024-08-05T00:00:00Z