Employers and governments on the African continent were forced to implement flexible work arrangements (FWAs) to curtail the spread of coronavirus (COVID-19) without adequate preparations. This study investigated employees' perceptions of FWAs adopted by employers in selected African countries during the pandemic.Design/methodology/approach: A cross-sectional survey research design rooted in a quantitative approach was adopted for this study. Hence, a combination of purposive sampling and snowball technique was adopted to gather valid information on the use of FWAs, employers' support and safety precautions, information technology (IT) support and productivity in Africa during the lockdown. An online survey link was provided to respondents who were working from home in selected African countries. Data were analysed using a covariance-based structural equation modelling via SmartPLS. Findings/results:The study found that employers' support and safety precautions, as well as IT support, exert significant influence on the use of FWA in African countries. Therefore, the use of an FWA during the lockdown in selected African countries mediates the relationship between the employer and IT supports, and employees' productivity.Practical Implications: Employers' backing and IT support are fundamental for the effective implementation of FWAs and enhancement of employees' productivity in African countries.Originality/value: There is a shortage of studies on the adoption of FWAs during a pandemic in Africa. This study provides empirical evidence on the use of an FWA and its effect on employees' productivity during a pandemic in Africa.

Rewards are a function of job satisfaction and morale. As a result, it is generally accepted that dissatisfaction with intrinsic and extrinsic rewards offered by the employer results in employee reduced job satisfaction and morale. This paper endeavors to contribute to an understanding of the effect of extrinsic and intrinsic rewards on the job satisfaction and resultant morale of employees in an organization. The paper focuses on a case study organization that adds value in the South African context. The paper reviews theoretical and empirical rewards literature and their relationship with the job satisfaction and morale of employees (n = 265). A quantitative research design approach which is rarely used in this type of research was adopted. A self-administered Job Descriptive Index (JDI) was utilized in collecting data. The JDI measures people’s satisfaction with five (5) different aspects of the job, which are detailed in this paper. Data were processed using Software Package for Social Sciences (SPSS) version 23. The study revealed that both extrinsic and intrinsic rewards significantly influenced the job satisfaction and morale of public TVET educators in Western Cape public TVET institutions. Besides extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself, supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were found to be also instrumental in enhancing the job satisfaction and morale of educators.

This paper assessed the operational efficiency as well as the use of valuable resources and strategic capabilities within the rail transport industry/sector in Namibia, with specific reference to TransNamib Holdings Limited. This paper also focuses on the long-term direction of the rail transport sector as well as the causes of poor performance in the sector. The researchers analysed the questionnaires using descriptive statistics. The researchers explored and presented the individual variables to show specific values, highest and lowest values, trends, propositions and distribution values. The major findings from the data collected revealed that available resources and strategic capabilities are effectively utilized to optimize operational efficiency and that the top management does not pay much attention to development of strategic capabilities, customer value, new strategies, corporate governance, risk management, communication, benchmarking, knowledge management etc. It is also evident from that findings that the main causes of poor performance are the lack of strategic direction and long-term objectives, decline in volumes transported, lack of new technologies to create value, lack of funding or financial assistance from the shareholders, lack of performance agreements and measures as well as the aging and poor rail transport infrastructure. It is recommendable that TransNamib Holdings Limited develop strategies to turn around the current situation to transform the company into self-sustaining and profitable organization. The rail transport sector needs restructuring to streamline the business operations, with more focus on core business, secure funding, enhanced customer services, enhance value proposition for road-to-rail strategy, and enhancing stakeholder and shareholder relations.

Educator turnover intentions and prolonged tenure is a huge problem in Public TVET institutions in the Western Cape in South Africa. Educator turnover and prolonged tenure intentions is interconnected to educators' dissatisfaction with rewards (intrinsic and extrinsic). Public TVET educators' dissatisfaction with rewards result in increased turnover and lack of the desire to prolong tenure among educators. In 2006 educator turnover increased by 5.6%. Due to this problem the South African government was forced to replace about 20 000 educators annually in the education sector in all provinces. The major problem encountered by the government was that during this period of time, was that it was not producing enough teachers to fill in the gaps created increased educator turnover. As a result, high turnover experienced in educational institutions had a negative effect on the quality of service delivery. A structured self-administered Job Descriptive Index (JDI) questionnaire was utilized in collecting data. Data was processed using Software Package for Social Science (SPSS) Version 23. Results revealed that dissatisfaction with rewards (extrinsic and intrinsic) increased turnover and lack of a desire to prolong tenure among Public TVET educators in Public TVET institutions in the Western Cape. Recommendations were that Public TVET institutions needed to improve rewards (intrinsic and extrinsic) to manage increased turnover and lack of a desire by educators to prolong tenure. Therefore, it was recommended that Public TVET had to adopt the Total Rewards model invented by World at Work to manage the problem of increased Public TVET educator turnover.

This paper articulates the implementation of new Public Procurement Act (No.15, 2015) in the Local Authorities (municipalities) in Namibia. This paper explores the concept of implementation with specific focus on how the decisions and plans based on the new procurement process were executed in practice within the Local Authorities in Namibia. Quantitative questionnaires were used and the numerical data obtained was analysed and presented in the form of numbers and statistics. The major findings of this paper show that the implementation process was not successful as the municipalities and its employees were not ready for the implementation of the new Public Procurement Act (No.15, 2015). The need for proper planning prior implementation was emphasized. It was found that key factors such as leadership and management aspects, communication, training of employees should be considered before implementation. This research adds great value as it addresses the need for a proper communication of the new system and leadership development to drive and manage the implementation process. The research also contributes to the body of existing knowledge as it alludes to people, as the most intangible components of readiness and when they are not ready, the results of implementation would be negative. Recommendations were made as outcomes of conclusions drawn from the data gathered during the research and are considered to have potential for improved and successful implementation of the new Public Procurement Act within the municipalities in Namibia.