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NWU School of Business & Governance @NWUSBG YouTube [email protected] pbs.nwu.ac.za http://nwualumni.mobi/ http://pbscourses.co.za
JAARGANG 16 • UITGAWE 22 • SOMER 2016
Een verenigde besigheidskool vir NWU
Bekende ekonoom deel sy loopbaanuitdagings
Alumni who Excel
Inhoudsopgawe • Contents
Redakteur: Marilize Minné, e-pos [email protected] Tel: 018 299 1412
Aan die voorpunt
From the desk of the MBA programme manager
One Business School for NWU
Bekende ekonoom deel sy loopbaanuitdagings
NWU Besigheidskool: 2016-Navorsingsoorsig
Business School overview: Mafikeng Campus
Prof Leon Jackson delivers inaugural address
Lifestyle risk factors for South African long-distance truck drivers
The SBAB’s expertise in fuel industry is internationally acknowledged and in demand
Alumni who Excel
DIRECTOR’S MESSAGE
Prof Tommy du Plessis Aan die voorpuntDie NWU het nou een verenigde Besigheidskool. Die voormalige NWU Potchefstroom Besigheidskool (PBS) en die Nagraadse Skool vir Sake- en Regeringsleierskap (NSSRL) op die Mafikengkampus, funksioneer nou as ’n eenheid wat as die NWU Skool vir Besigheid en Korporatiewe Bestuur bekend staan. Dit is vir my ’n voorreg om hierdie brief van die Alere Flammam as waarnemende direkteur van die nuwe Besigheidskool te skryf.
The School will have three sites of delivery, i.e. in Mafikeng, Potchefstroom as well as in the Vaal Triangle. There will be academic representation as well as academic support at all three sites.
The NWU Business School’s re-accreditation visit by AMBA has to take place in October 2016. This accreditation visit will include all three sites of delivery.
The new level 9 MBA was introduced on 1 January this year. Admission requirements for this programme are, among others, an honours degree or equivalent, or a four-year professional degree plus relevant work experience. We are very excited about the good intake of students for the MBA at all three sites, as well as on the Post-graduate Diploma in Management. From the large quantity of applications we were able to enrol students of the highest quality.
Die Nagraadse Diploma in Bestuur, wat voorheen slegs op ’n voltydse basis aangebied is, se deeltydse eweknie het ook in 2016 afgeskop. Klasse geskied op Saterdagoggende in Potchefstroom in Afrikaans en op Donderdae by Quest in Vanderbijlpark in Engels.
Ons kon ook weer ses MBA-studente finansieel ondersteun, danksy Aspen Pharmacare se oop hand
as donateur vir hierdie beurse. Die gekose kandidate moes aan streng kriteria, akademies sowel as finansieel, voldoen.
The Executive Education programme has on a continuous basis been well supported and is still growing from strength to strength.
We wish all the best for 2016 to our alumni, colleagues, business partners and other stakeholders.
Kind regards
Tommy
MBA NEWS
Prof Ronnie Lotriet
Prof Ronnie Lotriet
From all reports thus far, it points to a very challenging 2016 in the market place, which also implies a tough
fiscal year in the public sector and all its different tiers. Meer as 17 miljoen mense in Suid-Afrika kry sosiale toelaes en werkloosheid is ’n groot uitdaging.
Vir ’n wyle wou dit lyk of die Fed in die VSA ons hoofrisiko vir 2016 gaan word, met Sjina wat waarskynlik veroorsaak dat die kommoditeitsiklus ’n mega-afwaartse momentum handhaaf en dus mynbou met sy oorproduksie-kopsere ’n groot oproep tot innoverende besigheidsoplossings, met die valuta-onstabiliteit en die randwisselkoers op rekordlaagtepunte (waar is die uitvoere nou?) en Europa wat opnuut sy identiteit moet opbou (immigrante, onverdraagsaamheid en politieke nuanses). Die droogte is ’n sosio-ekonomiese krisis wat ’n vermenigvuldigingseffek ver buite landbou gaan veroorsaak en dan is waterkwaliteit oor die algemeen ’n kopseer vir Suid-Afrika en sy mense. Dit gaan inflasie opjaag en die BBP-groeikoers aansienlik rem. Dus, ’n aansienlike aantal “disrupters” met die plaaslike verkiesings wat ook vanjaar plaasvind.
From Sun Tzu (high ranking military general and strategist of the Kingdom of Wu) in the Art of War comes the reminder that “...now the general who wins a battle makes many calculations (deliberations) in his
temple ere the battle is fought. The general who loses a battle makes but few calculations (deliberations) beforehand. Thus do many calculations (deliberations) lead to victory, and few calculations (deliberations) to defeat: how much more no calculation at all! It is by attention to this point that I can foresee who is likely to win or lose...” Makes you think about the importance to innovate and think out of the box! This implies the need to look at various cost saving alternatives and efficiencies. Furthermore, do not forget to engage comprehensively – the people at the factory floor and their ideas and listen to your customers regarding what they want as they represent your most common market indicators! This is what life is about, stretching and improving yourself and your organisation to get the top: success is about effort! You will have to care about every minute of your day; the dream is for free, the effort comes from you to make that true!
Hierdie is vir die Potchefstroom Besigheidskool ook ’n baie uitdagende en interessante jaar – ons het verenig met ons Mafikeng-eweknieë en staan nou bekend as die NWU School of Business and Governance. Met trots kan ons nou aan die mark ’n wyer keuse op ons spyskaart bied en ook baie sinergie ontsluit wat ons nog meer handelsmerkkrag in die mark gaan bied. Ons is baie opgewonde!
Verder wil ons ook met trots die nuwe twee-jaar-2016 MBA-eerstejaars verwelkom en ook die Fase 2- en Fase 3-studente terug verwelkom vir die jaar. Ons verwag van julle om van meet af mee te werk om ’n paradigma van “denkleierskap” te kweek. Verder ook ’n pleidooi vir ons alumni om trotse MBA-vaandeldraers te wees – kommunikeer met ons jul suksesse en appresieer die waarde van die kwalifikasie vir jouself.
We at the NWU Business School firmly believe that you are going to experience the provision of educational experiences designed to improve your individual effectiveness as a manager-leader and in this process also reflecting on your own strengths and weaknesses and accepting responsibility for making improvements wherever. Clever rivals can almost always copy the attributes of a popular product or service, but for your competitors to match the expertise and specialised competitive capabilities over a long period of time is substantially harder to duplicate. That is why the quality MBA of the NWU is fit for purpose.
May you indeed experience a very prosperous 2016!
From the desk of the MBA programme manager
MBA NEWS
The North-West University (NWU) now has one unified business school. This comes after an announcement that the Potchefstroom Business School (PBS) on
the Potchefstroom Campus and the Graduate School of Business and Government Leadership (GSBGL) on the Mafikeng Campus will from now on function as one and will be known as the North-West University School of Business and Governance.
Prof Tommy du Plessis, director of the former Business School in Potchefstroom, announced this during the opening of the MBA Study School on 25 January, which staff and students attended. The special speaker at this year’s opening was Mr Kevin Horlsey, one of only a few people in the world who have received the title of International Grandmaster of Memory.
The announcement about the unified school comes exactly a year after Prof Dan Kgwadi, vice-chancellor of the North-West University, opened the MBA study week on 26 January 2015 in Potchefstroom and challenged the two directors of the PBS and the GSBGL to come up with a plan how to unify the two schools.
They took up the challenge. The North-West University School of Business and Governance will have three sites of delivery – the Mafikeng Campus, Potchefstroom Campus and the Vaal Triangle Campus. “The three sites will differentiate themselves in their marketing and by serving specific market niches,” says Prof Tommy.
The mode of delivery will be part time – on Saturday mornings in Afrikaans in Potchefstroom, Monday evenings in English in Vanderbijlpark at Quest and in English over selected weekends in Mafikeng.
The new business school’s AMBA re-accreditation visit is due in October 2016. “This accreditation is “non-negotiable” as far as the Business School staff and management of the NWU are concerned. “It should be noted that the AMBA accreditation visit will include all three campuses, as all of them are sites of delivery” says Prof Tommy.
“The new level 9 MBA was introduced on 1 January 2016 and is 100% aligned on all three sites of delivery, as is the PGDip (Postgraduate Diploma in Management), which is ±80% aligned (the only differences are the electives). So as far as course
content and assessment are concerned, the three sites offer the same qualifications,” says Prof Jan Meyer, acting director of the former GSBGL.
Lecturing facilities at all sites will be of international standard and will definitely meet the AMBA criteria. This refers to the aesthetic ”look and feel” of the facilities as well as technological advancement of equipment such as Wi-Fi and video-conferencing.
One Business School for NWU
Prof Raymond Parsons tydens die bekendstelling van sy boek Zumanomics Revisited op 20 Augustus 2013 in Potchefstroom.
PROFIEL
Bekende ekonoom deel sy loopbaanuitdagings
In hierdie uitgawe gesels ek met prof Raymond Parsons wat al drie jaar by die NWU Skool vir
Besigheid en Korporatiewe Bestuur werksaam is.
Wanneer mens aan prof Parsons dink, kom sy openbare profiel op nasionale televisie, radio en gedrukte media dadelik by jou op.
Sy beheptheid met aktuele verwikkeling in die ekonomie oor baie jare maak van hom volksbesit in die nasionale ekonomiese-analise en -voorspellingswêreld. As ekonoom is hy alombekend vir sy kundigheid en welsprekendheid. Hy was bekend as spreekbuis vir die georganiseerde sakewêreld by SABEK en BUSA. Sy loopbaan sluit onder andere betrokkenheid by NEDLAC in, asook dat hy op die raad van die Suid-Afrikaanse Reserwebank gedien het.
Betroubare bronne sê dat een van die belangrike redes hoekom hy in 2012 by die NWU Skool vir Besigheid en Korporatiewe Bestuur aangestel is, nie net vir akademiese redes was nie, maar ook
om die Skool se uitreik-strategie te versterk. Hierdie mandaat het hy met oorgawe aangespreek. Prof Raymond het verledejaar erkenning deur die Institusionele Kantoor van die NWU, vir sy beduidende mediadeelname in die algemeen en vir die Skool in besonder, ontvang.
Hierdie openbare profiel rus egter op ernstige akademiese pilare. Reeds het prof Raymond erkenning deur van sy akademiese eweknieë gekry vir sy rol as president van die Ekonomiese Vereniging van Suid-Afrika wat hy ’n paar jaar gelede met grasie volgestaan het. (Dit is ’n rare verskynsel om ’n praktiese ekonoom en nie ’n suiwer akademiese ekonoom in hierdie hoedanigheid aan te stel nie). Prof Raymond beskik ook oor ’n eredoktorsgraad by NMMU.
Hy skryf graag akademiese artikels en sy onlangse boek: “Zumanomics Revisited” het die ekwivalent van 4.5 artikels behaal. Dit opsigself is ’n noemenswaardige prestasie.
Nog ’n brokkie belangrike navorsing wat hy met die hulp van prof Waldo Krugell gedoen het, was om Suid-Afrika se eerste beleidsonsekerheidsindeks te ontwikkel. Beleidsonsekerheid is ’n belangrike faktor in die ekonomiese vertoning van enige land en veral Suid-Afrika. Onlangse evaluasies of mediavrystellings vanaf internasionale of plaaslike instellings, die sakewêreld, ekonomiese analiste of kredietgraderingsagentskappe verskyn selde sonder die woorde ‘politieke onsekerheid’ daarin. Gebaseer op oorsese navorsing het prof Parsons nou die indeks ontwerp wat kwartaalliks die verskynsel in Suid-Afrika gaan meet.
Die Vise-kansellier, prof Dan Kgwadi, het die volgende kommentaar hierop gelewer: “Ek is baie bly om Suid-Afrika se eerste beleidsonsekerheidsindeks (BOI) vanaf die NWU se Skool vir Besigheid en Korporatiewe
Profiel saamgestel deur Marilize Minné
Bestuur (SBKB) te kan verwelkom. Die NWU is trots op die promovering van toegepaste navorsing in verskeie sleutelsfere en die ontwikkeling van die BOI deur die NWU SBKB verteenwoordig ’n belangrike toevoeging tot ons begrip van die sosio-ekonomiese- en sake-omgewing.”
Die verwagting is dat as die indeks suksesvol is dit ’n gereelde kapstok vir die Skool sal wees om beleidsanalise binne huidige en toekomstige omstandighede daar te stel. Prof Parsons sê: “Ons moet almal aanvaar dat ekonomiese persepsies en ekonomiese druk nou dominant in Suid-Afrika se toekoms raak”.
Daar was oorspronklik ook van prof Parsons verwag om deel van die AMBA-span (wat die internasionale akkreditasieproses van die Skool dryf) te wees. Een van die uitvloeisels van die AMBA-proses was die noodsaaklikheid om ’n adviesraad te skep om brûe tussen die Skool en die sakegemeenskap te versterk. Gegewe sy lewenslange betrokkenheid by die georganiseerde sakewêreld is hy eenparig as die voorsitter van die Skool se adviesraad verkies.
Prof Raymond sê: “Met die hulp van belangrike sakefigure op die raad, wat as klankbord vir strategiese besluite en die pad vorentoe dien, kan die Skool net hoër hoogtes in die toekoms bereik”. Hy voeg by dat die raad ook ’n sigbare rolvertolking in die dinamika van die samesmelting van die twee skole gespeel het. Die stigting van die verenigde NWU Skool vir Besigheid en Korporatiewe Bestuur is ’n sleutelbesluit vir die toekoms van die instelling.
In ’n ligter luim:Prof Raymond sê hy neem sy werk, die Skool en sy
vakgebied baie ernstig op, maar nie homself nie!
PROFIEL
Die NWU Besigheidskool kyk terug na ’n moeilike jaar in vele opsigte maar ook ’n baie suksesvolle een. Teen dié tyd is die
2015-navorsingsuitsette vir die jaar beskikbaar en kan ’n mens net dankbaar wees vir nog ’n vol jaar met goeie resultate.
Elke personeellid wat betrokke was en bygedra het moet weereens bedank word vir die harde werk, want harde werk is dit verseker. Sewe nuwe PhD-graduandi word verwelkom, agt-en-twintig gepubliseerde uitsette is aangeteken, waarvan twee nasionale konferensievoordragte is en ’n verdere agtien internasionaal aangebied is.
Hierdie navorsingsuitsette behoort teen die agtergrond van voortreflike onderrig gesien te word en dit dikwels deur dieselfde personeel. Meer merkwaardig is dat die bestuursopleiding ook
buitengewoon goed gevaar het. Uitvoerende leer teken ook nuwe hoogtepunte aan uit verlede jaar!
Bogenoemde toewyding en volgehoue fokus maak dan ook dat die Besigheidskool steeds sy doelwitte bereik en ’n instelling word met ’n bewese navorsingsvoetspoor.
Getalle bly belangrik en speel ’n belangrike rol in die Universiteit se befondsingskedule. Die Besigheidskool het aan die einde van 2015 die prestasie behaal om agt-en-twintig artikels in geakkrediteerde akademiese joernale te publiseer.
Ou netwerke is herbesoek en nuwes gebou op die verskillende nasionale en internasionale konferensies. Die navorsingsuitsette word in die onderstaande tabelle weergegee.
NAVORSINGSOORSIG
Prof Christoff Botha NWU Besigheidskool: 2016-NAVORSINGSOORSIG
NAVORSINGSOORSIG
NWU BESIGHEIDSKOOL-NAVORSINGSGESKIEDENIS
Jaartal 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016*
TOTALE UITSETTE 4 6 19 6 31 34 44 56 46 58 58 55
Totale publikasies 0 2 4 2 6 5 11 22 10 32 28 23
Boekbydraes 0 0 0 0 0 1 1 2 0 3 0 4
Gekrediteerde joernale 0 2 4 2 6 4 10 20 10 29 28 19
Totale konferensie-voordragte 3 2 13 4 23 27 29 30 36 20 23 27
Internasionaal 3 1 11 2 19 23 24 22 26 16 19 21
Nasionaal 0 1 2 2 4 4 5 8 10 4 4 6
Voltooide PhD-graduandi 1 2 2 0 2 2 4 4 3 6 7 5
*2016 se totale is ‘n voorspelling
NWU BESIGHEIDSKOOL: PHD-PROGRAM: UITSETTE
Jaar Aantal geregistreer Aantal graduandi Uitsette
2011 12 4 33%
2012 16 4 25%
2013 18 3 17%
2014 21 6 29%
2015 25 6 24%
2016* 29 5 24%
*2016 se totale is ‘n voorspelling
NAVORSINGSOORSIG
NWU BESIGHEIDSKOOL: PHD-GRADUANDI (2015)Van Titel Datum van
gradeplegtigheid Promotor
Abdul-Hamid Z Stress management and its impact on the work performance of educators in Swaziland Mei 2015 Prof CJ Botha
Beneke JD Value-based management for small and medium enterprises in South Africa Mei 2015 Prof I Nel
Dube L A framework to implement lean six sigma in selected large non-manufacturing South African companies Mei 2015 Dr H Botha
Luthuli LT Re-engineering the Copyright dividend in the illegal copyright market: An explorative conversation September 2015 Dr SC Steyn
Imandin L Developing a conceptual framework to analyse engagement and disengagement in the workplace September 2015 Prof CJ Botha
Nel RM Modelling team excellence to sustain emotionally and socially intelligent team performance Mei 2015 Prof JC Visagie
Oelofse R Determinants of the success of Workers Co-operatives as a means of economic and community development in South Africa Mei 2015 Prof JL van der Walt
ARTIKELUITSETTE: 2015BISSCHOFF, C.A. & CLOETE, D. 2015. A measurement and analysis of proactive health management of South African managers in comparison to United States managers’ actions. KASMERA, 43(1):59-83.
BISSCHOFF, C.A. & MOOLLA, A.I. 2015. ’n Vereenvoudigte model om handelsmerklojaliteit van vinnig-bewegende verbruikersgoedere te meet. Tydskrif vir Geesteswetenskappe, 55(4):652-664.
BOTHA, C. & LOTRIET, R.A. Measuring customer engagement of South African farmers in the fertilizer industry.2014. African Farm Management Association Conference, 16-20 November 2015, Cape Town, South Africa.
BOTHA, M.J. & MIDDELBERG, S.L. 2015. Analyzing the water resource management disclosures of South African SRI-indexed companies. Environmental Economics, 6(2):83-90.
BUYS, P. & PILLAY, S. 2015. Investigating the impact of carbon tax on socially responsible motor vehicle manufacturers. Corporate Ownership & Control, 12(2):128-134.
BUYS, P.W. & CRONJE, C. 2015. Perspectives on effective communication of corporate sustainability reporting. Corporative Ownership and Control, 12(4):819-825.
BUYS, P.W. & OOMEN, R. 2015. The role of management accounting in fraud control: The case of the City of Joondalup. Risk Governance and Control: Financial Markets and Institutions, 5(4): In press.
CHUMMUN, B.Z.C. & BISSCHOFF, C.A. 2015. A South African perspective of microinsurance. KASMERA, 43(2):187-210.
CHUMMUN, B.Z.C. & BISSCHOFF, C.A. 2015. Validating a theoretical model to measure the business success of microinsurance (MI) in South Africa. Journal of Social Sciences, 42(1,2):143-155.
DE KLERK, I., BOTHA, D., BOTHA, C.J. & DE KLERK, I. 2015. The perception on women working in core mining environment. Journal for Economics, 6(2):200-211 IBSS Journal.
NAVORSINGSOORSIG
HAMID, Z.A.H., BISSCHOFF, C.A. & BOTHA, C.J. 2015. An analysis of the Swaziland public educational environment and its role-players. Journal of Business Perspectives, 13(2):129-142.
HAMID, ZAH, BISSCHOFF & CA, BOTHA, CJ &. 2015. Work stress and its influence on the work performance of Swaziland teachers in the Swaziland school education system. Journal of Psychology, 6(2):142-157.
HEYNS, M. & ROTHMAN, S. 2015. Comparing trust levels of male and female managers: Measurement invariance of the behavioural trust inventory. SA Journal of Psychology. Sage Publication DOI: 10.1177/0081246315596732.
HEYNS, M. & ROTHMAN, S. 2015. Dimensionality of trust: An analysis of the relations between propensity, trustworthiness and trust. SA Journal of Industrial Psychology, 41(1), #1263, 12 pages.
IMANDIN, L., BOTHA, C.J. & BISSCHOFF, C.A. 2015. Measuring employee engagement of South African managers. Journal of Psychology, 6(2):110-124 IBSS Journal.
IMANDIN, L., BOTHA, C.J. & BISSCHOFF, C.A. 2015. Validating the model to measure employee engagement. KASMERA, 43(2):57-91.
LIEBBRANDT, J.H. & BOTHA, C.J. 2015. Organization, people and skills as an enabler for strategy execution in municipalities in South Africa. International Business & Economic Research Journal, 14(1):15-26. IBSS Journal.
LOTRIET, R.A. & VON WIELLIGH, B.K. 2015. Assessing some lifestyle risk factors for long haul truck drivers in South Africa. 6-10 August 2015. (ABA) – International Academy of Business Administration. Durban Conference.
LOTRIET, R.A. Assessing the economic viability of biogas plants at abattoirs in South Africa.2014. African Farm Management Association conference, 16-20 November 2015, Cape Town, South Africa.
LOTRIET, R.A. & FINLAY, L. 2015. Profiling the migration from print media to digital media: A snapshot strategic assessment, 20-23 Sept. 2015. Victoria Falls, Zambia.
MUTAMBARA, E., BOTHA, C.J. & BISSCHOFF, C.A. 2015. Perceptions of organisational politics at a National Electricity Provider in SADC. Journal of Economics. IBSS Journal.
NIESING, C.M., SCHOLTZ, E.M. & KRUGER, A. 2015. The process of defining the concept of sustainability: A case study of the “Holding Hands” income-generating community projects in the North West Province. International E-Journal of Advances in Social Sciences, 1(2):263-272.
PARSONS, R.W.K. 2015. Economic policy-making: Narrowing the gap between the worlds of ideas and action. Journal for Development and Leadership, 3(2):1-14.
SMIT, A.M. & DIKGWATLHE, P. 2015. Assessing the awareness of environmental management accounting in the mining industry in South Africa. Environmental Economics, 6(4):115-122.
SMIT, A.M. & DU TOIT, F. 2015. Investigating the financial benefits of green buildings. Environmental Economics, 6(3):59-69.
STEYN, R. & JACKSON, L.T.B. 2015. Gender-based discrimination in a selection of South African organisations: A managerial perspective. South African Journal of Labour Relations, 38(2):48-69.
STEYN, R. & JACKSON, L.T.B. 2015. Gender-based discrimination in South Africa: A quantitative analysis of fairness of remuneration. SAJEMS, 2:190-205.
STEYN, R. & JACKSON, L.T.B. 2015. General employee perceptions of gender-based discrimination in a selection of South African organisations. Journal of Contemporary Management, 12:734-756.
ARTIKELUITSETTE: 2015 (verv)
NAVORSINGSOORSIG
DIE NEGENDE INTERNASIONALE BESIGHEIDSKONFERENSIE, ZAMBIË
Die negende Internasionale Besigheidskonferensie was ’n reuse sukses. Nege lande was op die konferensie verteenwoordig. Elkeen van die referate word dubbelblind beoordeel, en ’n aantal internasionale evalueerders maak deel van die proses uit. Die konferensie verdien dan ook subsidie elke jaar vir sy deelnemers en hul instellings.
’n Groot aantal voordragte is gelewer deur Besigheidskoolpersoneel, wat insluit van hul afgestudeerde MBA-studente se navorsing. Die ander opwindende sessie is met groot entoesiasme ondersteun deur voornemende PhD-studente en voordragte is gelewer voor ’n uitgelese paneel van ervare promotors wat dan ook hulp en
leiding verskaf het vir die beoogde studie. Vir die voornemende PhD-studente wat deelgeneem het, was dit baie leersaam.
Personeel asook studente van die NWU Besigheidskool en van ander fakulteite van die NWU het deelgeneem en in totaal is elf voordragte gelewer.
Soos voorheen reeds genoem, het die NWU Besigheidskool se finale jaar-MBA-studente sewe-en-sewentig skripsies ingedien, maar alle uitslae is nog nie beskikbaar nie.
NAVORSINGSOORSIG
In die onderstaande tabel word aangedui watter internasionale referate gelewer is.
BISSCHOFF, C.A. & BASSON, S. 2015. A conceptual model to measure a brand loyalty programme on a premium pet food brand. 9th International Business Conference. 20-23 September 2015.
BISSCHOFF, C.A. & CHUMMUN, Z.B. 2015. A theoretical model to measure the profitability of low-income insurance cover. 9th International Business Conference. 20-23 September 2015.
BISSCHOFF, C.A. & NEETHLING, A. 2015. Brand loyalty of livestock farmers in South Africa. International Farm Management 20th Congress. 12-17 July 2015.
BISSCHOFF, C.A. & CLOETE, D. 2015. An analysis of patient reactiveness in selected areas of South Africa. 9th International Business Conference. 20- 23 September 2015.
BOTHA, C.J. & ALBERTS, G. 2015. A managerial model for mergers in local government at municipalities in the Free State Province. Paper presented at the International Academy of Business Administration Conference held in Durban 6-10 August 2015.
BOTHA, C.J. & LEIBRANDT, J.H. 2015. Policies, processes and procedures as an enabler for strategy execution in municipalities in South Africa. 9th International Business Conference. 20-23 September 2015.
BOTHA, M.J. 2015. Evaluating the adequacy of water-related reporting by mining companies in South Africa. 9th International Business Conference. 20-23 September 2015.
COETZEE, J.C. 2015. E-discovery and information governance. A matchmakers dream? 9th International Business Conference. 20-23 September 2015.
HEYNS, M. & BADENDHORST, G.W. 2015. An assessment of hope within an agri-business. The JvR Africa Congress of Psychology. 17-20 May 2015.
HEYNS, M. & SONO, J.H. 2015. The effect of feedback on lower-level employees’ empowerment and motivation in a selected production company. The JvR Africa Congress of Psychology. 17-20 May 2015.
HEYNS, M. 2015. A comparative study on physiotherapist’s job satisfaction in the private and public health facilities of Gauteng province. The JvR Africa Congress of Psychology. 17-20 May 2015.
JACKSON, L.T.B. & THERON, H.M. 2015. Job satisfaction in a chemical industry production unit. 9th International Business Conference. 20-23 September 2015.
JACKSON, L.T.B. 2015. The role of job demands and resources in employee attitudes. 9th International Business Conference. 20-23 September 2015.
JORDAAN, J.A. & MAHARAJ, H. 2015. Perceptions of the impact of real-time performance measurement on operations improvement in a manufacturing plant. 9th International Business Conference. 20-23 September 2015.
LOTRIET, R.A. & FINLAY, L. 2015. Profiling the migration from print media to digital media: a snapshot strategic assessment. 9th International Business Conference. 20-23 September 2015.
NEL, I. & ELS, L. 2015. Valuation of agricultural property from a wealth creation perspective. 9th International Business Conference. 20-23 September 2014.
SCHOLTZ, E.M. & VAN DER WALDT, M. 2015. Exploring the relationship between emotional intelligence and resistance to change in a pharmaceutical company in South Africa. 9th International Business Conference. 20-23 September 2015.
SMIT, A.M. & DIKGWATHLE, P. 2015. An analysis of physical and monetary environmental information in the mining industry. 9th International Business Conference. 20-23 September 2015.
VAN DER MERWE, S. & KLOPPER, Y. 2015. An assessment of the relationship between the entrepreneurial orientation and business success of women-owned businesses. 9th International Business Conference. 20-23 September 2015.
NAVORSINGSOORSIG
Dit is met groot leedwese dat die NWU Besigheidskool moes afskeid neem van prof Jos Coetzee wat oorlede is. Sy uitstaande kundigheid gaan baie ernstig gemis word veral met die leiding van PhD-studente. Hy was ’n baie ervare studieleier en promotor vir die Besigheidskool en die leemte gaan nie gou gevul word nie. Sy ervaring en kennis van 40 jaar is onvervangbaar.
Prof Stephan van der Merwe se referaat, getiteld: “An assessment of the relationship between the entrepreneurial orientation and business success of women-owned” business” het die eersteplek behaal.
NAVORSINGGENOOT – PROF JOS COETZEE EERSTE PLEK VIR REFERAAT
Dan is dit reeds 2016…Die 10de Internasionale Besigheidskonferensie word alreeds beplan en weer georganiseer. Dié internasionale besigheidskonferensie is steeds toenemend besig om ’n konferensie van keuse te word onder nasionale sowel as internasionale akademici.
Kwaliteit bly vir die NWU Besigheidskool van die allergrootste belang. Daarom sien ons weer uit na ’n vol navorsingsjaar vir alle personeellede en studente.
Baie sterkte vir 2016.
DIE 27STE SAIMS-KONFERENSIE: KaapstadSAIMS het in 2015 die 27ste konferensie in die mooie Kaapstad gehou op die UCT-kampus. Die konferensie-organiseerders het dan ook weer ’n baie suksesvolle konferensie aangebied en dit so ’n onvergeetlike gebeurtenis gemaak.
Van die NWU Besigheidskool is twee referate gelewer en soos in die volgende tabel gesien kan word, is dit baie aktuele en relevante onderwerpe.
BISSCHOFF, C.A. 2014. An analysis of South African patients’ attitudes as behavioural drivers towards proactive health care. 27th SAIMS Conference in Cape Town from 30 Aug – 01 Sept 2015.
VAN DER MERWE, S.P. & AGBENYEGAH, A.T. An assessment of the challenges facing small businesses in rural areas in South Africa 27th SAIMS Conference in Cape Town from 30 Aug – 01 Sept 2015.
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Exhibit 1: Leopard Park facility entrance
In order to complete the SBG (Mafikeng Campus) facility to the complete and full standards required for CHE and AMBA (and other international certifications) implies adding more breakaway rooms (4) and adding one more large lecture theatre (seating 100), a library plus accommodation for the academics (therefore a total addition of approximately 400m²). This addition to the existing building can be done without any disruption to the operations of the SBG (Mafikeng Campus). In both these instances (the purchase and addition) will imply 100 parking bays to be included, but all transfer costs excluded.
Leopard Park facility
MBA NEWS
Business School overview: Mafikeng Campus
Pre-2016: The Graduate School of Business and Government Leadership (GSB&GL)
The then Graduate School of Business and Government Leadership (now known as the NWU School of Business and Governance Mafikeng Campus) was established in 2002 to accommodate and deliver the Doctor of Philosophy (PhD), Master of Business Administration (MBA), Postgraduate Diploma in Management (PDGM), and short learning programmes in business and management.
These programmes, with specific reference to the MBA, existed before the establishment of the Graduate School. The MBA is a result of capacity building initiatives by the Department of Developmental Government and Housing as part of a United Kingdom Department of International Development (DFID) consultancy project to create development in the North West Province.
Following these initiatives, an agreement was reached between the University of the North-West and the University of Liverpool (UK) in 1997 to offer a career oriented, professional and interdisciplinary MBA/MPA programme at the then University of the North-West. This resulted in the University of the North-West adapting its existing MPA programme with a view to responding to demands from the provincial government, employers and individuals for up-to-date employer-based graduate business and management education for both the public and private sector.
Therefore, the Graduate School empowered successful and aspiring managers who want to develop their careers, develop as leaders and positively contribute to the growth of their organisations and their communities. The aim was to prepare and develop leaders who are committed to making a difference both personally and professionally.
Further events in 2004, as initiated by the DHET (SAQA), initiated the re-alignment of all qualifications whereby institutions had to comply with the local design, accreditation and registration by CHE and no third party offering was allowed unless these were accredited by the CHE. This led to the Graduate School initiating and registering its own MBA programme with elective options and a distinct focus on the public sector, while the Potchefstroom Business School remained focused on the private sector.
The MBA offered by the then GSB&GL went through the re-accreditation phase in 2013/2014 as per the DHET/SAQA requirement, which led to the establishment of a single MBA programme at NQF level 9 under the professional master’s category.
MBA NEWS
This programme is to be offered by both Potchefstroom and Mafikeng Campuses, with both sites of delivery retaining their unique focus and niche area. However, also to be considered at this time is the unification of three NWU campuses and within this, the unification of the two business schools. Under this unification, the proposed new name of the business schools is “NWU School of Business and Governance”. This proposed name was approved by University structures on both campuses. With regard to the PhD programme, no changes were affected but with regard to the PGDM, the two sites of delivery are 80% aligned with Mafikeng, offering three electives to major in.
Current status and situation of the GSB&GL
A single MBA programme is offered by both Potchefstroom and Mafikeng Campuses. Both points, however, will retain their unique focus and niche area. At this time, the Graduate School of Business and Government Leadership is located on campus in the Base Building area, but with its academic staff (6 permanent academic members of staff) distributed throughout the Faculty office space. The administrative staff (13 permanent members of staff) are relatively centralised, and located around the single office, which serves as the administrative hub of the GSB&GL. These staff and this office currently service 237 post-graduate students (PhD, MBA and PGDM) from registration, through examination, venue allocation and other student support activities. To date, the NWU School of Business & Governance (Mafikeng Campus) has delivered 18 PhD, 477 MBA and 413 PGDM graduates.
Within the current situation and disposition and with due consideration of the target market and market niche of the Graduate School, there is no unique differentiator to distinguish the SBG (Mafikeng Campus) from the rest of the Campus, with potential and registered post-graduate students having to share parking, meals and other amenities with undergraduate students. The facilities, although recently upgraded, are over-utilised and insufficient for the volume and uniqueness of the post-graduate study requirements. At this time, there are only two 30-seat venues, one 20-
seat IT laboratory and no breakaway rooms. The existing facilities are supplemented by the broader campus central lecture buildings (CLBs) which are not in a good state or conducive to lecturing or hosting students at MBA level.
New facility
Internationally, the practice is to locate the graduate or business school away from the main campus. This placement is considered essential and required in order to obtain international certification and accreditation. Following on the general and accepted practice to facilitate the graduate school off campus, thereby establishing a more professional ambiance comparable to the required seniority of the student profile (examples are GIBS (UP) in Sandton, the GSB (UCT) on the Waterfront, and the USB (US) in Stellenbosch), the GSB&GL had embarked on a search for off-campus facilities.
A facility was found on the Leopard Park Golf Estate (exhibit 1) that, with amendments and additions, is suitable to serve the needs of the SBG (Mafeking Campus) and comply with both the CHE and AMBA accreditation criteria. The existing facility is approximately 400m², and will be delivered to the NWU (SBG Mafeking Campus) configured in two x 50-seat lecture theatres with four break-away rooms, a reception area, which doubles as the administrative hub, and accommodation for the administrative/operational staff only. With this option, the academics will remain based at the main campus.
In order to complete the SBG (Mafikeng Campus) facility to the complete and full standards required for CHE and AMBA (and other international certifications) implies adding more breakaway rooms (4) and adding one more large lecture theatre (seating 100), a library plus accommodation for the academics (therefore a total addition of approximately 400m²). This addition to the existing building can be done without any disruption to the operations of the SBG (Mafikeng Campus). In both these instances (the purchase and addition) will imply 100 parking bays to be included, but all transfer costs excluded.
Prof Leon Jackson delivers inaugural address
As he stood behind the podium on the night of Thursday 15 October, Professor Leon Jackson of
the Potchefstroom Business School at the North-West University surveyed those in attendance at the Senate Hall. It was a typical early summer night. Outside the hot but not yet scorching day was slowly morphing into a lovely, temperate evening. He smiled more inward than outward before starting his inaugural address. He smiled, because that is what one does when reflecting on the trials and tribulations of almost half a century and for the goal he achieved that many would have thought, given his childhood, was never in his reach.
His eyes found those of his wife Sharon, the mother of his three daughters Shanice, Leonie, Chelsea and son Leon, Jr. She gave him a knowing look, one filled with love and pride.
He then tapped the sheets of paper held loosely in his hands softly on the podium to get each one symmetrical to the other. The top one read: The mediating role of personal resources in the relationship between transformational leadership and employee attitude.
Jackson proceeded to that thank his loved ones for their unwavering support and his colleagues, those both there and not, for helping him reach this point in his career.
It was 49 years ago when the late Benjamin and Lorna Jackson laid their eyes on their first son, Leon. It was 47 years ago when young Leon and his family
were forcibly removed from their home of Willem Klopperville in Potchefstroom to Promosa. He attended Primosa Primary and Secondary, refusing that his impoverished surroundings dull a fire that would burn as bright as his ambitions, and his ambitions only, would allow.
He matriculated in 1994 and enrolled in 1996 for a National Teachers’ Diploma at the then Rand College of Education (RCE) in Johannesburg. He obtained the National Senior Primary Education Diploma in 1998 and returned to Promosa where he taught at Promosa Secondary School until 1999 when he accepted a position as a lecturer at the then Potchefstroom University for Christian Higher Education (PU for CHE).
All his under and post graduate courses were completed on a part-time basis. In 1991 he enrolled for a BA (Human Resource Management and Development) at the PU for CHE which he obtained in 1994. In 1995 he enrolled for the Honours degree in Industrial Psychology which he obtained in 1996, also from PU for CHE. Based upon the advice from one of his lecturers, he enrolled for an MBA in 1997 which he obtained in 1999. He was a member of the group that was also awarded the ‘Best Performing MBA Group’ trophy over three years.
After accepting the position as lecturer at the PU for CHE, 2000, he enrolled for his MA in Industrial Psychology which he obtained in 2001. After completion of his internship he registered with the Health Profession Council of South Africa (HPCSA) as an Industrial Psychologist in 2002. He also enrolled for his PhD in Industrial Psychology in 2002 which he obtained in 2004.
After joining the School of Human Resource Sciences as a lecturer in 2000, he soon became programme manager for Industrial Psychology and school director thereafter.
His accolades are numerous, his acclaim and praise universal. For as Prof Leon Jackson stood on that podium on the night of 15 October, he personified more than just a brilliant academic, more than just a hardworking colleague. He personified the indomitable spirit of those unwilling to let their circumstances dictate their future.
INAUGURAL LECTURE
Prof Ronnie Lotriet
Lifestyle risk factors for South African long-distance truck driversRonnie Lotriet, North-West University Potchefstroom Business School, SA; Bernie von Wielligh, financial manager, large SA transport company, SA
BACKGROUND
Truck drivers must endure all sorts of challenges every day; these challenges include physical and mental challenges that may get the better of any driver. Personal lifestyle and working conditions are closely linked for
long-distance truck drivers. The health of long-haul truck drivers in industrialised countries has mainly attracted public interest in relation to traffic accidents. In South Africa, it led to an announcement that in response to the rising death toll that the Department of Transport is going to pass a law banning heavy trucks from roads during certain hours (News24, 2015). Long-distance truck drivers are exposed to working conditions with whole-body vibration, heavy lifting, climbing on to heights, diesel fumes, dust and various other fumes and particles that can be inhaled. They work under stress arising from working long hours; demands to keep to their work schedule despite traffic jams; irregular meal times as well as and sleep patterns. Long-distance truck driving is also characterised by working long hours at indifferent times, work away from home for long periods at a time and also their away at work living conditions. These mentioned factors are called lifestyle risk factors and it is part of the everyday life of a long-distance truck driver. By helping to manage truck driver health, company managers can improve their well-being and contribute to improved road safety (Publicity Update, 2014).
PROBLEM STATEMENT
Long-distance truck driving is a strenuous and hazardous occupation and is part of the problem of many accidents in South Africa. Long-distance truck drivers adapt to their occupational conditions with certain lifestyle patterns. These lifestyle patterns are accompanied by risks and hazards that influence drivers’ physical and mental health and lead to judgement and other failures. This is a serious problem that needs to be addressed, not only from a social responsibility perspective, but also taking into consideration the drivers’ lives.
OBJECTIVE OF THE STUDY
The purpose of the paper is to assess some of long-distance truck drivers’ lifestyle risks, because the role of trucking in health factors in South Africa has not really been researched yet. The research will also profile the typical driver in this industry and identify some physical and psychological health risk factors.
RESULTS
SECTION A: BIOGRAPHIC PROFILE OF DRIVERSThe biographic profile of drivers is described in the statistical analysis obtained from the 150 respondents.
1. Gender Male 97.9% Female 2.1%
2. Race group White 20.0% African 72.1% Indian 3.6% Coloured 4.3%
3. Country of birth SA 91% Zimbabwe 5.5% Namibia 0.7% Mozambique
0.7%
4. Marital status Married 64.3% Unmarried 10.5% Single 23.8% Partner 1.4%
5. Age <25y 9.8% 25-35: 28.7% 36-45: 31.5% >46: 30.1%
6. Experience(1-4y): 13.8% (5-9): 33.1% (10-14): 21.4% (15-19): 11.7%
(20-24): 7.6% (25-29): 5.5% (30-34): 6.9%
7. QualificationsGrade 7: 10.7% Grade 8: 12.1% Grade 9:12.1% Grade 10:18.6%
Grade11: 17.9% Grade 12: 25.7% Other: 2.9%
8. Children? (1): 16.3% (2): 28.9% (3): 25.2% (4): 29.6%
9. Length?(<1.5m): 2.1% (1.5-1.6m): 25% (1.6-1.7m): 30% (1.7-1.8m): 30.7%
(1.8-1.9m):7.1% (1.9-2.0m): 5%
10. Weight?(<60kg): 4.1% (60-70kg): 22.6% (70-80kg): 28.1% (80-90kg): 19.2%
(90-100kg) 15.1%
(100-110kg):8.9%
(110-120kg):1.4% (>120kg): 0.7%
11. Exercise p/w Once = 40% Twice = 27.7% 3X = 22.3% 4X = 10%
RESEARCH
Most of the drivers hail from South Africa with a percentage of 91% and in second place are drivers from Zimbabwe with 5.5%. Smaller transport companies employ Zimbabwean drivers, so as to not register them at the NBC or for Pay-as-You-Earn (PAYE) or Unemployment Income Fund (UIF) (Chiumia, 2014).
Respondents’ ages were mainly between 25 and 55 years old. Most of the respondents are between 36 and 45 years old (31.5%), followed by drivers between 25 and 35 years old (28.7%) and 46 and 55 years old (23.1%). Correlating with the drivers’ age is their years of experience as a truck driver. Section A shows that 33.1% of respondents have five to nine years of experience and 21.4% have 10 to 14 years of experience as a driver. Taking into consideration that most insurance companies have extra excess amounts if the driver is 25 years and younger, transport companies are therefore reluctant to employ long-distance drivers under the age of 25. Therefore, describing a typical long-distance driver from the sample population can be done by setting up the following driver profile:
• Male – 97.9%• Black African – 72.1%• South African born – 91%• The black African male, born in South Africa is married – 64.3%• Their age is between 25 and 55 years old – 83.3%• They have experience as a long-distance driver between five and 19 years: 66.2%• Most of them do not have matric (Grade 12): 71.4%• 135 of the 150 drivers have children, with 83.7% who have more than one.• Their average length is between 1.6m and 1.8m: 60.7%, with an average
weight of between 60 and 90kg: 69.9%• Working with averages, their calculated BMI is +/-26 (above the norm of below
25) – this emphasises that the average driver only exercises once per week: 40%• 59% of drivers always wanted to be a truck driver
The typical long-distance driver profile is therefore: A black African male, who is between 1.6m and 1.8m tall, who weighs between 60 and 90kg, was born in SA, is married, with children (more than one), is between the age of 25 and 55 years old with between five and nine years of experience as a long-distance truck driver, who always wanted to be a truck driver and exercises once a week.
SECTION B: OCCUPATION ASPECTS
The questions in this section focuses on long-distance driving as occupation.
N=150 Strongly agree Agree Disagree Strongly disagree
1. Happy? 20.3% 40.6% 18.8% 20.3%
2. Well treated? 17.6% 35.2% 26.1% 21.1%
3. Happy with salary? 7.6% 21.5% 38.9% 31.9%
4. Been in accident? Yes = 24.1% No = 75.9%
5. Reasons for accident?
Fell asleep (33.9%)
Road condition (28.6%)
Vehicle condition 7.1%
Another party 30.4%
6. Hours p/day driving? (6-7h): 5.7% (8-10h): 25% (11-12h):15.7%
(13-14h): 15%
(15-16h): 38.6%
7. Driving time with- out stopping?
(2-3h): 17.7% (3-4h): 21.3% (4-5h): 19.1% (5-6h): 14.2%
(6-7h): 8.5% (7-8h): 2.1% (8-9h): 5.7% (>10h): 11.3%
8. Working days p/month
(21days) 10.6% (22days) 13.5% (23days) 3.5% (24days) 7.1%
(25days) 5.7% (26days) 15.6% (>26days) 44%
9. Hours of sleep p/day?
(3h): 17.1%(4h): 30% (5h): 25% (6h): 13.6%
(7h): 14.3%
10. Hours of sleep during day time of total sleep?
(1/2hour):15.8% (1h): 34.2%(1.5h): 7.5% (2h): 17.5%
(2.5h): 1.7% (3h): 23.3%
11. Days at home p/month?
(1 day): 16.9% (2 days): 26.1% (3days):13.4% (4days):18.3%
(5days):7.7% (6days):4.2% (7days):4.2% (8days):9.2%
12. Monthly kms of driving?
(5-7000km) 6.4%
(7001-9000km) 2.9%
(9001-11000km) 8.6%
(11001-13000km)
11.4%
(13001-15000km) 9.3%
(15001-17000km)
15.7%
(17001-19000km)
15.7%
(>19000km) 30%
13. Injury on duty? Never 65.2% Fell of trailer: 27.7%
Fell getting out of truck: 6.4% Other: 0.7%
RESEARCH
Long-distance truck driving is a dangerous occupation, with many factors that can harm and/or put the driver’s life in danger. One of these factors is truck accidents with 24.1% of the respondents who have been in an accident before. These truck accidents may be caused by numerous factors. The most common reasons include falling asleep behind the wheel, the condition of the road, the condition of the vehicle or trailer/s and default from another party. According to the respondents, falling asleep behind the wheel (33.9%) and the actions of a third party (30.4%) are the biggest contributors to accidents. Concurring with the biggest reason for accidents, which is falling asleep behind the wheel of a truck, 53.6% of the respondents drive 13 to 16 hours per day (which includes 38.6% who drive 15 to 16 hours per day). The combination between constant concentration when driving long distances and the hours that they work, affects the drivers because it leads to fatigue and drowsiness. Many (72.3%) of the respondents are driving between two to six hours without stopping; 54.6% are driving three to six hours without stopping to rest. The biggest concern is that 11.3% of the respondents are driving 10 hours and more without stopping. According to the table, 59.6% of the respondents work 26 days and more per month.
The alarming data in connection with how many days the long-distance drivers work per month must not be viewed in isolation, but in conjunction with the hours per day and the amount of kilometres done per month, which requires extensive concentration. Another contributor to fatigue is the number of hours respondents sleep on average per day. From the research, it was evident that most drivers sleep in their trucks at truck stops or next to the road. Therefore, it is not only that they sleep very little per day, but also that the respondents sleep in a confined space and with all the night noise coming from trucks coming and going. The hours slept during day time is another problem – if one sleeps during daytime, a person’s pineal gland does not secrete higher levels of melatonin to ensure good sleep.
Corresponding to statistics in the table above, 74.7% of the respondents spend one to four days at home per month (with the biggest percentage that spends only two days at home per month with 26.1%). This increases stress on family life and can be harmful to long-distance drivers’ emotional and mental health. From the research, it follows that this constant emotional stress can lead to depression. Adding to the fact of the number of days a driver is working, they work hard as well – 61.4% of the respondent drivers do between 15 000 and 19 000 and more kilometres per month.
Correlating with the construct that shows that the biggest cause of accidents are falling asleep behind the wheel, with that which shows the number of hours
respondents are driving, with that which shows how many hours drivers are driving without stopping, with that which shows the number of days driver are working per month, with that which shows how little sleep respondents get per day on average, with that which shows the number of kilometres respondents are driving, and reading from the literature study, what the causes of fatigue, sleep apnoea and drowsiness while driving is, it is evident that most of the respondents are suffering from fatigue and sleep apnoea. Furthermore, this may cause drivers to get drowsy and fall asleep behind the wheel, causing accidents that cannot only cost the driver his/her life, but also other innocent road users.
The next issue focuses on factors that cause the long-distance driver the most stress. Most of the stressors are just below the 50% mark, but when the study tested the more personal stressors such as remuneration, 55% of the respondents claimed that their salary gave them stress. Taking into consideration the respondents who answered that they are not sure or who are undecided on what factors gave them stress and taking it from the calculation, it is evident that all of the above factors give the majority of respondents stress. This is evident from the statistics as illustrated in Figure 2 below.
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Figure 2 below.
FIGURE 2: STRESS FACTORS
Working with the responses (strongly agree and agree) that confirm that the different factors give the respondents stress, the following inferential statistics were generated: 44.1% of the respondents say that the truck layout gives them stress, with 35% who are not sure. 60.2% of the respondents are stressed by other road users, with 22.5% who are not sure or undecided 47.1% of respondents claim that long hours of driving give them stress, with 19.6% who are not sure. A lessor percentage (37.9%) are stressed by their manager/operator, with 25.8% that are not sure. The biggest percentage of respondents only spend one to four days at home, leading to 43.4% claiming that their
family lives give them stress, with 19.1% not being sure. 41.8% of respondents claim that the long boring road gives them stress, with 26.2% who are not sure. 45.7% of respondents claim that the loading and off-loading give the respondents stress, with 24.3% who are not
sure. From the data, it is evident that the majority of the respondents are not happy with their salaries, i.e. 55%, and
17.1% who are not sure.
A contradiction is found in the response of 58.6% never feeling drowsy, which is hard to believe after reviewing the hours per days and the number of days they work per month. Another contradiction is found in the response that almost all drivers take some form of action when they are feeling drowsy, and that according to the above statistics confirm that they do feel drowsy from time to time. To counter the drowsy feeling, 65.9% of the respondents stop and walk around the truck; 12.1% turn up the air conditioner; 7.6% open a window; 5.3% turn up the radio; only 3.8% take a power nap with 5.3% doing nothing. Another occupational hazard of being a long-distance truck driver is being hijacked or robbed when sleeping at truck stops or when they go away from their vehicle to buy food. Almost a third (27.9%) of the respondents claim that they have been robbed. Analysing Section B, it is significant to the study to emphasise the following: From the Cronbach alpha value (0.81) and mean value (2.62) on the construct of job satisfaction (B1-B3), it is
evident that the respondents are not satisfied in their jobs. Respondents show that 24.1% have been in an accident and 34.8% have had an injury on duty. The main contributors to the above regarding accidents is falling asleep while driving (33.9%), which is an evident
sign of fatigue. Fatigue, sleep apnoea, metabolic syndrome and other lifestyle risk factors from the literature study are evident as
a result of the following data: o Drivers work between 11 and 16 hours per day (69.3%) and between 24 and 26 days and more per month
(72.4%)
0.0010.0020.0030.0040.0050.0060.0070.00
Perc
enta
geStressors
Stress contributor
FIGURE 2: STRESS FACTORS
Working with the responses (strongly agree and agree) that confirm that the different factors give the respondents stress, the following inferential statistics were generated:• 44.1% of the respondents say that the truck layout gives them stress, with 35%
who are not sure.• 60.2% of the respondents are stressed by other road users, with 22.5% who are
RESEARCH
RESEARCH
not sure or undecided • 47.1% of respondents claim that long hours of driving give them stress, with
19.6% who are not sure.• A lessor percentage (37.9%) are stressed by their manager/operator, with 25.8%
that are not sure.• The biggest percentage of respondents only spend one to four days at home,
leading to 43.4% claiming that their family lives give them stress, with 19.1% not being sure.
• 41.8% of respondents claim that the long boring road gives them stress, with 26.2% who are not sure.
• 45.7% of respondents claim that the loading and off-loading give the respondents stress, with 24.3% who are not sure.
• From the data, it is evident that the majority of the respondents are not happy with their salaries, i.e. 55%, and 17.1% who are not sure.
A contradiction is found in the response of 58.6% never feeling drowsy, which is hard to believe after reviewing the hours per days and the number of days they work per month. Another contradiction is found in the response that almost all drivers take some form of action when they are feeling drowsy, and that according to the above statistics confirm that they do feel drowsy from time to time. To counter the drowsy feeling, 65.9% of the respondents stop and walk around the truck; 12.1% turn up the air conditioner; 7.6% open a window; 5.3% turn up the radio; only 3.8% take a power nap with 5.3% doing nothing. Another occupational hazard of being a long-distance truck driver is being hijacked or robbed when sleeping at truck stops or when they go away from their vehicle to buy food. Almost a third (27.9%) of the respondents claim that they have been robbed.
Analysing Section B, it is significant to the study to emphasise the following: • From the Cronbach alpha value (0.81) and mean value (2.62) on the construct
of job satisfaction (B1-B3), it is evident that the respondents are not satisfied in their jobs.
• Respondents show that 24.1% have been in an accident and 34.8% have had an injury on duty.
• The main contributors to the above regarding accidents is falling asleep while driving (33.9%), which is an evident sign of fatigue.
• Fatigue, sleep apnoea, metabolic syndrome and other lifestyle risk factors from the literature study are evident as a result of the following data:
• Drivers work between 11 and 16 hours per day (69.3%) and between 24 and 26 days and more per month (72.4%)
• Drivers drive between 13 000km and 19 000km and more per month (70.7%), between 11 and 16 hours per day (69.3%) and between three and six hours without stopping to rest (54.6%)
• Drivers only sleep between three and five hours per day (72.1%), while 50% of respondents sleep between half an hour and an hour of total sleep during daytime, affecting the secretion of melatonin into their bloodstream.
• From the Cronbach alpha value (0.68) and mean value (2.74) on the construct of Stress (B14.1-B14.8), it is evident that the respondents are stressed.
• This fact above is significant to the study. It is further evident that 74.7% of respondents only spend one to four days at home per month. This is a stress contributor because, according to the driver profile, most of the respondents are married with children and do not feel satisfied with their jobs.
SECTION C: HEALTH ISSUES
After analysing the respondents’ profiles and occupational factors in the above constructs, the following issues, focusing on health-related factors, are summarised:
1. Smoke? Yes: 40.4% No: 59.6%
2. Snore? Yes: 24.8% No: 75.2%
3. Regular use alcohol?
Never: 55.8% Every day: 2.2%Weekends only
31.2%Once a week 9.4%
2-3 times p/week: 1.4%
4. Amount alcohol per occasion?
1 drink: 45.1% 2-3 drinks: 17.7% 4-5 drinks: 8.8% 6-7 drinks: 9.7%
8-9 drinks: 5.3% Everything: 7.1% Other: 6.2%
5. Use of stimulants?
Coffee: 50.7% Marijuana: 1.4%
Energy drinks: 41.7%
Other: 2.8%Dagga: 2.8% Cocaine: 0.7%
6. Physical/ mental conditions suffer from?
High blood pressure: 40.6% Depression: 6%
Low blood pressure: 5.3%
Other: 6%Diabetes: 31.6% Lower backache
10.5%
RESEARCH
Smoking and consuming alcohol are bad for long-distance drivers and, as evident from the literature study, these two habits, together with other health conditions add to the development of metabolic syndrome, which occurs in many drivers. The following question tested the fact that most drivers, as from the literature study, use some sort of stimulant or more than one. Respondents also had to choose one or more physical and mental condition(s) they suffer from. The study shows 40.6% have high blood pressure, 31.6% have diabetes, 10.5% have lower backache, 6% suffer from depression, 5.3% have low blood pressure and 6% suffer from another sort of condition. Medical check-ups are very important for long-distance drivers and 35.5% of respondents go once a year for a medical check, and 24.8% go every six months for medical check-ups.
It is significant to the study regarding the respondents that:• 40.4% of respondents smoke• Alcohol is consumed by 44.2% and 92.4% of respondents use stimulants• Respondents have the following health conditions, which correlates with the
literature study: 40.6% have high blood pressure, 31.6% have diabetes, 10.5% suffer from lower backache and 6% suffer from depression.
• Respondents’ often go for medical checks, but 21.3% go fewer than once a year, which is still a problematic figure.
SECTION D: SEXUAL BEHAVIOUR
With regard to this sensitive subject, only four questions were asked, but still very important to understand and to analyse this part of a long-distance driver’s lifestyle with 81.7% respondents knowing their HIV status; 32.8% had intercourse with a sex-worker, with 22.6% having it while they were married and 10.2% while they were unmarried. The data indicate that 38.8% of respondents used a condom when they had intercourse with sex-workers and 3.6% did not use a condom while they had intercourse. Only 12.6% of respondents indicated they have HIV and 87.4% are HIV negative.
CONCLUSION AND RECOMMENDATIONS
This research specifically focused on long-distance truck drivers and the risk factors that accompany their lifestyles on the road. With the increase in road transport and South Africa being a developing country, chances are that road transport will
play an even more significant role in the future and long-distance truck driving as occupation will become more popular. Long-distance truck drivers perform their daily duties in an environment that is detrimental to their health and increases their risk to develop the discussed chronic medical conditions/syndromes. The research clearly indicates how single disease entities can affect the health, safety and lives of long-distance truck drivers. Although some drivers will only be affected by a single disease, it is more common that the drivers will suffer from more complicated diseases/syndromes, as one chronic illness can often lead to another or share certain complications with other chronic illnesses. What is ultimately needed is a stakeholder approach in resolving the issues identified.
Freight carriers usually are on strategic cost-cutting initiatives, but this should not be compromising the lifestyles of the truck drivers. The well-being of truck drivers and road users in general should be of critical importance to long-distance transport companies, big and small. Companies themselves should start taking charge of the rapidly growing health and safety risk profile of their drivers through simple measures such as regular testing. Glucose level monitoring must be conducted at least annually among all drivers. Diabetic conditions in drivers should be controlled by ensuring each has his/her own glucometer in order to test blood glucose levels daily. Guidelines from bodies such as Diabetes SA must be adhered to.
When investigating the daily routine of drivers, it is imperative to take into account the attitude and knowledge of the management and operations of the companies they drive for. This forms an integral part of the change that needs to happen to improve circumstances that are detrimental to the health of long-distance truck drivers:
• Operations managers/fleet operators need to adhere to the set maximum allowed driving hours as set out in the Government Gazette Amendment Draft of 8 June 2012, 35413. This will have an effect on their scheduling and deadlines to deliver goods. This effective due date is this year (2015).
• Companies should refrain from incentive bonuses on overtime driven. The empirical study done for this research shows that 70.8% of drivers are not happy with their salaries. Incentive bonuses will only motivate them to drive longer hours, like paying them per kilometre distance.
• Companies should implement policies that require the drivers to have an annual routine medical examination by a medical practitioner. Should there be any
RESEARCH
pre-existing medical conditions, a six-monthly review should be implemented. At this stage, legislation forces drivers only to have medical examinations when applying for the public driving permit, which is every second year.
• Ensure participation in wellness programmes.• Quarterly information days should be held on the premises of the companies.
These information days should cover health and emotional aspects, for example signs and symptoms of diseases, the importance of diet changes, exercise, enough rest and HIV. The company can invest in obtaining the temporary services of a qualified occupational health sister to assist in preventive risk assessment and assist with questions or refer drivers to a medical practitioner.
• The above-named information days can also be used by the occupational health sister to educate drivers about sexually transmitted diseases, HIV/AIDS, do voluntary counselling and testing and discuss the use of anti-retroviral treatment and its side-effects.
• Need for access to healthcare clinics near truck stops• Companies should implement strict policies regarding regular testing for
substances and alcohol.• Operators/fleet controllers must learn to respect the driver as an important
individual, who is responsible for industry equipment costing millions.• Operators/fleet controllers must learn to understand and earn the drivers’ trust,
as this will eliminate conflict and the driver will experience support in another way.
• From the two previous statements, it is significantly important that a clear set of rules and regulations pertaining to drivers and their operator actions must be available.
• Public driving permits are, by law, only required to be renewed every two years. Legislature should be implemented to have drivers undergo annual routine medical examinations by a qualified medical practitioner.
In general, companies using road transport must get a better understanding of what transport is all about. Letting drivers wait in queues to load or off-load because of ineffective planning plays an important role in the sector. Although the drivers did not mention this as a big stressor, it has other complications – if drivers are held up for too long, their operators push them to off-load or the driver pushes himself to reach the destination to have an off-weekend, for example.
Although the study is not representative of the general South African long-distance truck driver, it certainly provides indications of important trends and the results support findings from similar studies. These trends are evident in the literature review as well and correspond significantly with the empirical investigation. The identified factors create working conditions in an environment that is not conducive to a healthy living for truck drivers in SA. Even if all the recommendations can be met, certain lifestyle choices still need to be made by the long-distance driver. Providing them with more information and opportunities to make better choices can only lead to the betterment of their physical and mental health and contribute significantly to safer road conditions in South Africa.
IN-DEPTH INVESTIGATION
The SBAB’s expertise in fuel industry is internationally acknowledged and in demand
The retail fuel industry has an undisputed role in the economic development of any country, illustrated
by the number of retail fuel sites as well as the people employed by the industry. This sector can play a meaningful role in job creation, economic growth, local economic development and economic empowerment. Without the diversity of fuels supplied by this industry, all other industries would come to a standstill. This calls for a continuous supply of high quality fuel at reasonable prices. Certain constraints and restrictions are hampering the natural growth and development of the industry and need to be constantly addressed.
The future profitability of this industry needs to be ensured to secure the survival of fuel retailers. This will also ensure a supply of fuel products in rural areas.
The retail fuel industry is characterised by relatively low gross margins and high stock turnover rates. From the point of view of the fuel retail industry, the industry is highly labour intensive. Gross margin pressures often require serious cost savings to maintain acceptable levels of return. As the wage bill is one of the biggest operating expense items for a fuel retailer, in other countries, reducing the wage bill often reduces site level costs. This
occurs through the reduction in staff numbers and a movement towards self-service models. The viability of manned forecourts is under pressure. The desirability of employing pump attendants as opposed to self-service cannot be questioned; however, it should be weighed up against the advantages of less expensive fuels on the driveway. Taking into consideration the multiple external and internal factors facing the retail fuel industry, this industry has to be recognised as a vital link in the economic system.
As is the case in many other countries, there is a clear shift from the core business, the sale of fuel and related products and services to fuel being the loss leader, the reason for visit, but where other activities are engaged in.
The fuel retail industry has followed the world-wide trend of alternative profit centres at service stations, such as convenience stores, workshops, dry cleaning, PostNet, bank terminals, restaurants, bakeries, fruit and vegetable sales, car rental and other types of diversification.
Some of the major future challenges of the industry will be to maintain a favourable market environment, which
Mr Herman Thom
IN-DEPTH INVESTIGATION
will sustain employment, give room for entrepreneurial development and secure investment in the country. The availability of sufficient supplies of fuel and related products is equally important.
Within an international context, countries require efficient and reliable service station sectors to be globally competitive. The services provided in this regard are important for the smooth and productive functioning of a country or region’s supply chains through which individual firms can obtain their inputs, add value to their inputs, and find sufficient markets for the final outputs.
Due to low margins and high operating costs, net profitability is exceptionally low. This, in turn, gives way to liquidity problems as well as a lack of solvability. The majority of service stations traditionally are characterised by low owners’ contribution in terms of capital and therefore high gearing. This leads to a relatively high return on capital, but severe cash flow problems.
All the above factors make the industry extremely vulnerable against future external factors such as legislation, deregulation and increased pressure from labour expectations and oil companies.
The importance of having independent and reliable information available regarding the cost structure of the fuel service stations is very important to any organisation that must address issues, especially those that will have a financial implication for the industry. The Small Business Advisory Bureau has been involved with various cost studies since 1997 nationally as well as internationally.
During 1997, the South African Department of Minerals and Energy, together with the then Motor Industries Federation (MIF) embarked on a programme to determine the profitability of retail fuel service stations in South Africa. The SBAB was approached to assist in the formulation of a model that could be used in the future to determine an equitable fuel retail margin for fuel resellers. This resulted in the SBAB developing a model, which was accepted by both the Department of Minerals and Energy and the retail fuel industry role players.
During these studies, the importance of having independent and reliable information available regarding the cost structure of the fuel service stations was very evident.
The SBAB’s involvement in the retail fuel industry led to requests from other SADC countries to assist in formulating and implementing similar models for their retail fuel industries.
Since 2004, the SBAB was responsible for implementing a fuel retail margin model in Namibia and Botswana.
During 2015, the SBAB’s mandate for Namibia was expanded to include the modelling and determination of the wholesale margin of fuel for the oil industry in Namibia. This mandate has been extended to 2019.
The Botswana Department of Energy Affairs has just appointed the SBAB for a three-year period to implement the retail margin model as well as the development of an oil industry margin model to be implemented in Botswana.
ALUMNI
Alumni who Excel
Dr Johan Leibbrandt has worked within local government and also as a consultant to governments at local, provincial and national levels, in Kenya and South Africa. He is currently a director with PwC Kenya’s advisory practice and the firm’s Devolution and County Government Specialist Advisor and he also serves on the PwC local government global thought leadership and research team.
Johan has vast experience in local government transformation and devolution and understands the operating models, business processes and systems required to ensure efficient and effective
government service delivery, optimal resource utilisation and performance enhancement. He works closely with the United Nations, the Council of Governors and various counties in Kenya and assists them with the devolution process. He is currently also the project leader assigned to develop the strategic plan (2015-2025) and to implement a performance management system for the Nairobi City County, capital city of Kenya.
Dr Leibbrandt holds an executive MBA and a PhD in Business Administration focusing on strategy formulation and execution in local government.
MANCOSA’s deputy dean obtains her professorship in Novosibirsk, Russia
In 2004, Professor Kiveshni Naidoo joined MANCOSA. It was through nine years of continuous determination, knowledge building and a willingness to assist that Professor Naidoo was appointed as the deputy dean of MANCOSA in 2013.
Professor Naidoo believes in delivering excellent education to all her students and aims at recruiting quality academic staff as well as constantly developing a valuable curriculum. Staff development and upskilling are high on the agenda for all academics and she plays a pivotal role in this regard.
Professor Naidoo has a scholarly record of publications in international journals and has also published a chapter in an
undergraduate textbook. She also sits on the PhD colloquium committee and serves as a mentor for master’s and PhD students.
Towards the end of October 2015, Professor Naidoo visited Novosibirsk State University of Economic and Management (NSUEM) to attain her professorship.
As part of the professorship programme, she was taken through roundtable discussions; presented a paper at the first static congress opening ceremony, which took place after 100 years; as well as company visits to various industries including the clothing, banking and pharmaceutical industries.
MANCOSA takes pride in developing global partners and seeks to continue developing senior managers with quality education and equip them with an efficient and effective skill set.
DR JOHAN LEIBBRANDT
PROF KIVESHNIE NAIDOO
NWU School of Business & Governance @NWUSBG YouTube [email protected] pbs.nwu.ac.za http://nwualumni.mobi/ http://pbscourses.co.za
ALUMNI
Dr Zaheer Hamid studied a BEd degree at UKZN. He received his MBA degree with the University of Bedfordshire in the UK.
He completed his PhD with the NWU Potchefstroom Business School.
Dr Hamid was previously employed as the director of Regent Business School and is currently employed as the director of the MANCOSA Graduate School of Business.
Dr Hamid has attended conferences in Brazil, Turkey, Morocco, India, Egypt and China and has published in various international journals.
He also heads the MANCOSA case study writing division and is an avid contributor to the national dialogue on education-related matters.
He is also a representative of the South African Business School Association.
DR ZAHEER HAMID
PROF ABEL THEKISOProf Abel Thekiso, economic advisor in the office of the Premier (North West Province) has been appointed extraordinary professor at the NWU School of Business & Governance.
From 2012 to 2015, he held the position of chief operations officer at the C-squared Group. Prof Thekiso has held several positions during his career. He has also acted as external and internal examiner at the NWU, where he examined master’s dissertations, MBA mini-dissertations as well as PhD theses.
He started his career in 1987 at SAB as merchandiser.
Involvement & experience: Project co-ordination, project management, organisational diagnosis, organisational design, competency development and assessment, skills training and development, balanced score card development, strategy development and implementation.
Training: Academic (Industrial Psychology), Business training, Professional training, and work experience up to executive level, MANCO and EXCO exposure and experience.
Prof Thekiso also completed his PhD studies at the former NWU Potchefstroom Business School.
