Engaging employees to build a performance culture in Telkom's NCC division
- Authors: Goliath, Elize
- Date: 2007
- Subjects: Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8591 , http://hdl.handle.net/10948/1051 , Performance -- Management , Quality assurance -- Management , Organizational effectiveness , Telkom (Firm : South Africa)
- Description: Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.
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- Date Issued: 2007
The effect of commercialisation, privatisation and liberalisation on universal access in South Africa
- Authors: Gardner, Sean Patrick Newell
- Date: 2004
- Subjects: Telkom (Firm : South Africa) , Telecommunication , Telecommunication -- South Africa , Privatization -- South Africa , Trade regulation -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3431 , http://hdl.handle.net/10962/d1002885 , Telkom (Firm : South Africa) , Telecommunication , Telecommunication -- South Africa , Privatization -- South Africa , Trade regulation -- South Africa
- Description: From the 1990s onwards, significant developments have occurred in the international telecommunications sector that have affected the South African telecommunications industry and peoples’ access to the network. Rapid developments in Information and Communication Technologies and the reorganisation of telecommunications operators through commercialisation, privatisation and the effects of market liberalisation have resulted in monopoly operators moving away from their public service mandates. Globalisation and adherence to World Trade Organisation rules are causing operators to rebalance their tariffs closer to cost. Long-distance rates are decreasing while the cost of local calls is increasing. High-end users of telecommunications services are benefiting while low-end, largely residential users are being priced off the network. The end result is a negative effect on universal access to telecommunications services. This study examines the extent to which commercialisation, privatisation and liberalization are affecting the provision of telecommunications services and the government’s goal of achieving universal access in South Africa. Qualitative research methods were utilised to establish that the state owned operator, Telkom, has transformed itself from a public service operator to one that is fully commercialised and prepared for an Initial Public Offering and competition. Telkom no longer attempts to ensure that its tariffs are affordable for all people. However, positive developments presented themselves in the form of an increasingly competent regulator, a reorganised and dedicated Universal Service Agency, and the popularity of cellular telephony. The primary discovery of this study is that the liberalisation of the South African telecommunications sector cannot be assumed to have a negative effect on the provision of service. This study finds that liberalisation will most likely benefit the country through the role out of new infrastructure, the provision of new services and ultimately the reduction of those services themselves. In order for universal access to be achieved in this country the study recommends that the resources of the Independent Communications Authority of South Africa be enhanced to enable the regulator oversee the industry effectively. Secondly, the Universal Service Agency must provide clear definitions of universal access and universal service as well as manage the Universal Service Fund with greater efficiency. Lastly, the two bodies mentioned above must ensure that services are affordable for all people of this country.
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- Date Issued: 2004