Managers’ knowledge and perceptions of the firm’s HIV/AIDS policy and programme

Mabuza, Mbuso (2010-03)

Thesis (MPhil (Industrial Psychology. Africa Centre for HIV/AIDS Management))--University of Stellenbosch, 2010.

Thesis

ENGLISH ABSTRACT: A number of firms fail in their endeavours to run successful HIV/AIDS workplace programmes and as a result they incur not only an unmitigated risk but also the costs and opportunity costs of the projects. The purpose of this study is to explore senior managers’ knowledge of, feelings about, and perceptions towards their firm’s HIV/AIDS Policy and Programme, in order to identify strategies to gain their support for successful implementation. A qualitative research study was carried out from 21 to 24 December 2009. Semi-structured interviews were used to collect data from the 12 senior managers purposively selected. The results indicate that only 8.3 per cent of the senior managers have a good grasp of the firm’s HIV/AIDS Policy and they also express positive feelings about the policy. There are 16.7 per cent of the senior managers who have incomplete basic knowledge of the firm’s HIV/AIDS Policy and they also express positive feelings about the policy. 75 per cent of the senior managers have no knowledge of the firm’s HIV/AIDS Policy. As far as the firm’s HIV/AIDS prevention and care programmes are concerned, 75 per cent of the senior managers perceive the firm’s HIV/AIDS prevention and care programmes as value-adding to the business and as the responsibility of the Human Resources department through the Employee Assistance Programme or the clinic. The remaining 15 per cent of senior managers perceive the firm’s HIV/AIDS prevention and care programmes as non-value-adding to the business. The rather poor knowledge of the firm’s HIV/AIDS Policy and the lack of ownership of the firm’s HIV/AIDS prevention and care programmes by senior management suggest that considerable work still needs to be done to ensure that the firm implements an effective and sustainable management of HIV/AIDS. It is recommended that the firm’s HIV/AIDS Programme must be transformed into a broader Wellness Programme covering a wide range of health and wellness issues affecting staff. The workplace Wellness Programme must be driven by a sense of ownership between the company and employees.

AFRIKAANSE OPSOMMING: Menige firma se poging om ʼn suksesvolle MIV/vigs-werkplekprogram te bedryf, loop op ʼn mislukking uit. Sodoende loop dié ondernemings nie net ʼn risiko nie, maar verkwis ook die projekgeld en -geleenthede. Hierdie studie was dus daarop toegespits om senior bestuurders se kennis en opvattings van, en gevoelens oor, hulle firma se MIV/vigsbeleid en -program te ondersoek, ten einde strategieë te bepaal om die bestuurders se steun vir die suksesvolle inwerkingstelling van sodanige programme te bekom. Vir hierdie doel is ʼn kwalitatiewe navorsingstudie vanaf 21 tot 24 Desember 2009 onderneem. Semigestruktureerde onderhoude is gebruik om data van die 12 doelbewus gekose senior bestuurders in te win. Die resultate toon dat slegs 8,3% van die senior bestuurders betreklik vertroud is met, en positief voel oor, die firma se MIV/vigs-beleid. Sowat 16,7% van die navorsingsgroep beskik oor ʼn onvolledige basiese kennis van die firma se MIV/vigs-beleid, hoewel ook húlle positiewe gevoelens oor die beleid het. Driekwart van die senior bestuurders blyk geen kennis van die firma se MIV/vigs-beleid te hê nie. Wat die onderneming se MIV/vigs-voorkomings- en -sorgprogramme betref, reken sowat 75% van die senior bestuurders dat die firma se programme waarde toevoeg tot die onderneming, maar dat dit die verantwoordelikheid van die Departement Menslike Hulpbronne deur die werknemerbystandsprogram of die kliniek is. Die orige kwart van die senior bestuurders glo nie dat die firma se MIV/vigs-voorkomings- en -sorgprogramme enige waarde tot die onderneming toevoeg nie. Die bestuurders se bra power kennis van die firma se MIV/vigs-beleid, en hulle gebrekkige verantwoordelikheidsbesef met betrekking tot die firma se MIV/vigsvoorkomings- en -sorgprogramme, dui daarop dat ʼn aansienlike hoeveelheid werk nog gedoen moet word om te verseker dat die onderneming MIV/vigs doeltreffend en volhoubaar bestuur. Daar word aanbeveel dat die maatskappy se MIV/vigs-program in ʼn algemene welstandsprogram omskep word wat ʼn wye reeks gesondheids- en welstandskwessies met betrekking tot personeel dek. Dié program moet aangevuur word deur ʼn verantwoordelikheidsbesef by sowel die maatskappy as die werknemers.

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