ESKOM can afford a living wage

In July 1987, Eskom gave large wage increases, up to 35% for a general worker. General workers suffered a big fall in the buying power of their wages in the late 1970's but now their wages are higher than ever. The graph shows the buying power, also called "real wages", of wages from 1974 to 1987 for grade 1 and grade 5 workers at Eskom in the group 1 non-shift (national) category

Demand Side Management potentials for mitigating energy poverty in South Africa

© 2017 Elsevier Ltd South Africa is severally posited to be Africa's most industrialized nation with an economy heavily reliant on energy. With depleted electricity reserve margin which led to massive load shedding and rationing of electricity in 2008, Eskom has stepped up the construction of additional power plants to cover for growing supply deficits. Emerging trends however favour Demand Side Management (DSM) initiatives as alternatives to building additional supply capacity due to environmental and economic constraints. This research evaluates the electricity per capita for 2007, 2011 and 2016 on provincial basis assuming 100% and 36.8% residential sector consumption of generated electricity to show declining electricity per capita values. A scenario simulation (for 100%, 50% and 30% household participation) of cloth washers and cloth dryers optimal dispatch is then modelled to show the enormous DSM potentials in terms of electricity cost reduction and supply flexibility. A modified genetic algorithm (MGA) is used in the dispatch of participating loads on the Medupi power plant which has been modelled to operate with carbon capture and sequestration (CCS) technology. DSM potentials of 6938.34 MW, 3469.18 MW and 2081.51 MW are computed for 100%, 50% and 30% household participation for cloth washers and cloth dryers

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found..