Abstract:
It is essential that business responds to the threat presented by HIV/AIDS, not only for economic sustainability, but for the sustainability of society at large. Consequently, the National Strategic Plan for HIV&AIDS and STIs for 2007- 2011 has called for the private sector’s involvement in a multi-sectoral response. This research set out to validate the premise that strong and decisive leadership of large scale organisational change is required for a successful business response. The research also sought to identify the reasons for the change and the power bases employed. The research was undertaken in two phases. Ten experts in the HIV/AIDS field were consulted to determine a judgemental sample of ten companies with successful HIV/AIDS workplace interventions. In-depth interviews were conducted with the manager responsible for HIV/AIDS at each company. The interviews were structured around organisational change, leadership and power base theories. The change efforts were found to be motivated by a combination of a moral obligation and humanitarian conscience, and a persuasive business case. That large scale change was indeed required was only realised post event. The output of this research culminated in a model that can be applied in organisations that have implemented, or intend to implement, HIV/AIDS workplace interventions. The model illustrates the elements which have proven successful in HIV/AIDS workplace interventions. It comprises nine stages of change - four dimensions of the strategy for change and four factors that influence change and the leadership thereof. Commitment from the most senior leadership in the organisation was identified as a prerequisite for success, with nine out of ten CEOs being mentioned by name with their contributions acknowledged. It was found that of the five power bases, Legitimate and Expert power were most commonly leveraged and that the use of Coercive/Punitive power to gain compliance was inappropriate in this context. Copyright
