Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

<strong>Orientation:</strong> The information technology industry is faced with a shrinking pool of skilled employees causing demand to increase for these employees. This places organisations under pressure to devise retention strategies to retain these employees. This study was conducted in the Information Technology Division of a South African Bank.<p><strong>Research purpose:</strong> To understand the challenges faced by the bank’s information technology leadership team to retain employees.</p><p><strong>Motivation for the study:</strong> To understand the challenges faced in attracting and retaining information technology professionals, and how this can serve as input for reducing skills shortages in Information Technology Divisions.</p><p><strong>Research design, approach and method:</strong> An interpretive approach employing a case study strategy and qualitative methods was employed. Semi structured interviews were conducted with thirteen senior managers and four directors of the bank’s Information Technology Division, who were selected on a purposive basis. Data were subjected to Creswell’s four stage data analysis process.</p><p><strong>Main findings:</strong> Findings indicate that employee turnover is the main contributor of skills shortages within the studied division. The lack of a retention strategy is making it difficult for leadership to identify crucial skills that must be retained.</p><p><strong>Practical/managerial implications:</strong> Evidence suggests that this bank, although they would like to retain information technology professionals, is not creating an environment conducive to do this, as little attention is paid to the unique demands of this group of employees.</p><p><strong>Contribution/value-add:</strong> This study investigates a specific group of employees for which a unique retention strategy does not exist. In understanding the challenges that impact on attracting and retaining information technology professionals, this study can contribute to the development of a retention strategy for these employees.</p><p><strong>How to cite this article:</strong> Mohlala, J., Goldman, G.A., &amp; Goosen, X. (2012). Employee retention within the Information Technology Division of a South African Bank. <em>SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 10</em>(2), Art. #438, 11 pages. http://dx.doi.org/10.4102/sajhrm.v10i2.438</p>

The phenomenon exists that organisations do not do much to ensure the institutionalisation of business ethics in general, and more specifically, to facilitate employees’ ethical behaviour. The possibility that mentoring may be utilised as a vehicle to institutionalise corporate ethical practices is proposed as a possible solution to the aforementioned problem. By means of a qualitative study, interviews were conducted to determine whether mentoring is used to institutionalise business ethics, and if not, how it can be utilised. An integrated model of mentoring in the institutionalisation of business ethics was generated. It highlighted the compatibility of the mentoring- and institutionalisation of ethics processes. The implications are discussed

Orientation: This article discusses the extent to which human under-development in South Africa and the consequent societal problems of poverty and inequality are addressed by the work of HR practitioners.Research purpose: The purpose of the study was to provide empirical evidence of the appropriateness of current HR practice in South African socio-economic conditions and to make suggestions for improvement.Motivation for the study: Societal problems caused by human under-development are impacting more and more on organisations in South Africa. It is currently not known to what extent and in what way HR work contributes to the improvement of this situation.Research design and method: An interpretive approach was adopted. Qualitative methods within a basic qualitative study strategy were used, including interviewing and a focus group. A sample of 50 individual HR practitioners at various organisational levels was interviewed. Data were analysed by means of thematic analysis.Main findings: Societal problems caused by human under-development impact tremendously on the daily work of HR practitioners. Many HR practitioners do play an Employee Advocate role within the workplace but do not see this role as extending further to any degree. Some role models of more strategic responses were found.Practical/managerial implications: HR practitioners would better fulfil their mandate to work for the success of their organisation if they took pro-active steps to accelerate human development outside their organisations.Contribution/value-add: Empirical evidence is presented to support efforts to broaden the focus of HR work to human development. This linkage has not previously been researched

Orientation: Mentoring is considered to be such an important contributor to accelerated people development in South Africa that structured mentoring schemes are often used by organisations. There are at present few sources of development and support for coordinators of such schemes.Research purpose: The aim of this research is to discover what the characteristics of coordinators of structured mentoring schemes in South Africa are, what is required of such coordinators and how they feel about their role, with a view to improving development and support for them.Motivation for the study: The limited amount of information about role requirements for coordinators which is available in the literature is not based on empirical research. This study aims to supply the empirical basis for improved development and support for coordinators.Research design and method: A purposive sample of 25 schemes was identified and both quantitative and qualitative data, obtained through questionnaires and interviews, were analysed using descriptive statistics and thematic analysis.Main findings: Functions of coordinators tend to be similar across different types of mentoring schemes. A passion for mentoring is important, as the role involves many frustrations. There is little formalised development and support for coordinators.Practical/managerial implications: The study clarifies the functions of the coordinator, offers a job description and profile and makes suggestions on how to improve the development of the coordinator’s skills.Contribution/value-add: An understanding of what is required from a coordinator, how the necessary knowledge and skills can be developed and how the coordinator can be supported,adds value to an organisation setting up or reviewing its structured mentoring schemes.