Stabmagnet 8x10mm Neodym N45 | neomagnete
Produktinformationen "D8x10mm - N45 Neodym Stab Magnet - NiCuNi" Mangena, Peter Malekhe
ENGLISH ABSTRACT: Why peer education projects fail in the corporate sector
Despite two decades with HIV/AIDS, there continue to be misconceptions and misinformation about proper methods to implement HIV/AIDS projects especially the peer education component.
This study was conducted based on the following reasons: “peer education is regarded by many to be suitable and effective in HIV prevention particularly in the workplace. Peer education programmes focus on members of a given group that are selected and trained to promote change within that group by acting as role models and acceptable informants. Thus, peer education is by definition adapted to the specific cultural context and can be culturally appropriate. Peer education is also a cost-effective intervention strategy, because its use of volunteers makes it inexpensive to implement (UNAIDS 1999).
This study tested the peer education programme at Makro - one of South African biggest retail chain-stores. Makro is owned by Massmart Holdings and trades through twelve large Makro Warehouse Clubs in South Africa. Their HIV/AIDS and STI programme was launched in 2004.
Peer educators from two regions – Gauteng and Port Elizabeth – participated is this study. The aim was that there would be 50% participation – that is, thirty peer educators. Peer educators from six stores within Gauteng participated in the study – as they were in easy reach of the researcher – and 25 out of 50 peer educators were interviewed face to face. However, only 4 out of 10 peer educators from Port Elizabeth responded to the questionnaire send to them through e-mail; thus a total of 29 peer educators participated in the study. The interviewed population were made out of peer educators from different levels within the stores – from human resource management, training managers, receiver managers, supervisors, shop-stewards, etc. The gender breakdown was as follows: Port Elizabeth, 3 female and 1 male; Gauteng, 22 females and 7 males. In terms of race: 1 white, 2 coloured and 26 Africans.
The findings of this study indicate that the Makro peer education programme lacks the support and buy-in of management within the stores and also at executive level. In summary, the following areas were identified from the study as major challenges: selection criteria, supervision, training acknowledgement and incentives, monitoring and evaluation, integration and policy implementation within the workplace. These findings indicate that there is insufficient knowledge on how to go about implementing peer education project with necessary support structures in the workplace.
The study concludes with recommendations that the buy-in at all levels of management is crucial to the programme; that the peer education programme ought to be seen as a vital component of the entire business; but not as a human resource department responsibility; that the peer education programme be integrated with other existing related programmes in the workplace for sustainability; and finally proper training to those who are in charge of the programme AFRIKAANSE OPSOMMING: Waarom portuur opvoeding onsuksesvol in die korporatiewe wêreld is
Ongeag twee dekades met MIV/VIGS is daar steeds verkeerde begrip en misinformasie oor die korrekte metodes oor hoe MIV/VIGS projekte toegepas kan word veral onder portuur opvoeders.
Die uitvoer van hierdie studie is gebaseer op die volgende redes: “portuur opvoeders-programme word deur baie gesien as geskik en effektief in die voorkoming van MIV veral in die werksplek. Portuur opvoeders-programme fokus op lede van n gegewe groep wat gekies en opgelei is om veranderinge binne daardie groep te bevorder deur op te tree as rol modelle en aanvaarbare informasie bronne. Per definisie kan daar gesê word dat portuur opvoeders binne n spesifieke kulturele konteks val en ook kultureel toepaslik is. Portuur opvoeding is ook ‘n koste effektiewe ingrypings strategie wwens die feit dat vrywilliges gebruik word, maak portuur opvoeding billik om uit te voer UNAIDS” (1999).
Hierdie studie het portuur opvoeding program by Makro – een van Suid Afrika se grootste kleinhandels-ketting-winkels – getoets, om te bepaal watter tipe uitdagings ervaar word deur portuur opvoeders in die Makro winkels waar hulle werksaam is. Makro is die eiendom van Massmart Beheermaatskappy en handel deur middel van 12 groot Makro Pakhuis Klubs in Suid Afrika. Hul MIV/VIGS en seksueel oordraagbare siekte programme is in 2004 bekendgestel.
Opvoeders van twee streke – Gauteng en Port Elizabeth – het in hierdie studie deelgeneem. Die doel was om 50% deelname te hê, d.w.s dertig portuur opvoeders. Portuur opvoeders van ses winkels in Gauteng het aan die studie deelgeneem – omdat hulle binne bereik van die navorser was – en persoonlike onderhoude was gevoer met 25 uit 50 portuur opvoeders. Slegs vier uit 10 portuur opvoeders van Port Elizabeth het egter gereageer op die vraelys wat aan hulle deur middel van e-pos gestuur is; dus het. ‘n totaal van 29 portuur opvoeders aan die studie deelgeneem.. Die populasie wat die onderhoud ondergaan het, was verteenwoordigers uit alle werksvlakke naamlik menslike hulpbronne, opleidings bestuurders, ontvangs bestuurders, toesighouers, unie verteenwoordigers ens. Drie gender verdeling was soos volg: Port Elizabeth, sewe vrouens en een man; Gauteng, 22 vroue en 7 mans. In terme van ras: een blanke, twee kleurlinge en 26 swart persone. Die bevindinge van hierdie studie dui aan dat die Makro portuur opvoeders-program ‘n tekort het aan ondersteuning en die inkoop van bestuur binne die winkels en ook op uitvoorraadsvlak. In opsomming, is daar gevind dat die volgende areas groot uitdagings is: seleksie kriteria, opleidings erkenning en aansporings, monitering en evaluasie, integrasie en beleids implimentering binne die werksplek.
Hierdie studie sluit af met voorstelle dat dit belangrik is dat alle vlakke van bestuur moet inkoop by hierdie program; dat die portuur opvoeders programme gesien word as n integrale deel van die totale besigheid maar nie as ‘n verantwoordelikheid van die menslike hulpbron departement nie; dat.dit met ander soortgelyke bestaande programme in die werksplek geintegreer moet word om volhoubaarheid te bewerkstellig. Find Full text