BackgroundUnderstanding motivators for exercise participation in post-menopausal women may impact retention to exercise programmes and inform intervention trial designs. The purpose of this investigation was to assess self-reported motivational factors influencing adherence and retention to a 24-week progressive resistance training programme.MethodsPost-menopausal females (n = 34) were passively recruited to undertake a 24-week progressive resistance training protocol, in small-group sessions, on three non-consecutive days of the week. Attendance was recorded by the researcher. Qualitative reports were sourced from the sample for four phases of the study: pre-study (prior to week 1), recruitment (week 1), during study (weeks 2 – 24), and post-intervention (beyond week 24). Responses were categorised according to ten descriptors: specific health index improvement, education, flexibility of time, social contact, conscience (loyalty to the researcher), wellness, weight management, organisation parameters (pertaining to the study programme) and enjoyment of the exercises.ResultsOf the initial sample, 76.5% (n = 26) met the specified ≥80% attendance criterion. The primary findings were that motivation to volunteer for the study was driven by a perceived need for a structured exercise programme (50% of respondents). A commitment to the researcher was the primary motivator for continued adherence to the study for 50% of participants. Social contact with other participants was cited by 60% of the sample as the primary reason for adherence for the full duration of 24 weeks. A desire to maintain the “wellness” derived from the programme was cited by 60% as a reason for continuing an exercise routine post-study.ConclusionThis study identified that routine and supervision initially attract women to exercise programmes, while social cohesion of the group setting contributes to retention over time. Understanding the changing nature of motivating factors may contribute to better overall adherence and retention to exercise programmes and interventions.

Objectives. The main purpose of this study was to assess the effect of progressive resistance training on the blood lipid profile in postmenopausal women. Methods. Twenty-six female participants aged 50 - 75 years were selected from the population of Grahamstown, South Africa. All participants were previously sedentary and possessed at least one lipid profile abnormality but were otherwise healthy. Pretests included a sub-maximal stress test, stature, mass, central and limb girths as well as an oral glucose tolerance test (OGTT) and a total blood lipid profile. Participants took part in a 24-week progressive resistance training programme, consisting of three supervised sessions per week, each lasting 45 minutes. Participants were not permitted to lose more than 10% of initial body mass during the 24-week study. All pre-test measures, excluding the stress test and the OGTT, were repeated every 4 weeks for the duration of the study. Results. Body mass, body mass index and waist-to-hip ratio did not change. Girth measures at mid-humerus, chest, waist, hip, mid-quadricep and mid-gastrocnemius all decreased significantly (p<0.05). LDL-cholesterol increased significantly over the course of 24 weeks (3.61 mmol.l-1 to 4.07 mmol.l-1), as did total cholesterol (5.81 mmol.l-1- 6.24 mmol.l-1). Triglyceride concentration remained unchanged and HDL-cholesterol decreased significantly between the pre-test measure (1.55 mmol.l-1) and the measure after 6 months (1.42 mmol.l-1). Conclusion. The blood lipid profile in a sample of postmenopausal women was not positively affected by a progressive resistance training programme over a 24-week period.

In this paper some core dimensions along which corporate culture can be analysed are identified. It is argued that, for large scale studies of corporate culture, personnel managers are the most appropriate sampling base. Using a mailed questionnaire a sample of 199 South African companies was surveyed in order to isolate their cultural attributes as perceived by the personnel manager. The research findings revealed: (i) a strong association between strategic management style and perceived culture strength; (ii) greater perceived performance potential and better labour relations amongst strong culture companies, and (iii) significant differences in perceived culture strength between managerial and non-managerial employees. The implications of these findings are discussed.

The authors investigate opinion leadership at the retail pharmacy level with regard to the purchase of health and beauty aid products. The characteristics of opinion leaders are identified and both pharmacists and pharmacy assistants are assessed in terms of these characteristics. The proposition that both the pharmacist and the pharmacy assistant qualify as opinion leaders is confirmed using a sample of 251 white, female consumers of health and beauty aid products. The implications of this finding for both pharmacy retailers and the manufacturers/marketers of health and beauty aid products are discussed.

There is a considerable degree of uncertainty regarding the precise role of the board of directors in corporate strategic planning. With reference to the South African Company Law and practice the objectives of this paper are (i) to isolate and categorize possible alternative relationships between top management and the board of directors in matters of corporate strategy; (ii) to identify the level at which the board should become involved in corporate strategy; (iii) to suggest which elements of strategy should be the legitimate concern of the board; (iv) to propose procedural guidelines which will facilitate optimal board involvement in corporate strategy. The author concludes that the board of directors, in terms of its mandate, should not only become involved in strategy evaluation but also in the formulation and implementation of strategic plans. This is particularly true within the context of the current socio-economic and political environment in South Africa. The implications of this conclusion for the composition of the board and for the conducting of board affairs are discussed.