Meiring, Deon2022-05-302022-05-3020202019*A2020https://repository.up.ac.za/handle/2263/85676Mini Dissertation (MCom (Industrial and Organisational Psychology))--University of Pretoria, 2019.Orientation: State owned enterprises or entities (SOEs) are considered as influential and growing globally at an alarming rate. According to PricewaterhouseCoopers (PwC, 2015) SOEs among the Fortune Global 500 companies grew from 9% in 2005 to 23% in 2014. PwC (2015) further identified the following eight countries as having the highest SOE shares in the world in terms of sales, assets and market values: Brazil, China, India, Indonesia, Malaysia, Russia, Saudi Arabia and the United Arab Emirates. Although South Africa is not counted among these countries, it forms part of the BRICS countries together with Brazil, China, India and Russia. Countries across the world are guided by various laws, regulations, and policy frameworks in terms of managing their SOEs. The Organisation for Economic Co-Operation and Development (OECD) in particular developed guidelines on corporate governance of state owned enterprises (OECD, 2005) aimed at empowering member states to deal with their corporate governance challenges. As part of the global world, South Africa is therefore not immune from experiencing similar corporate governance challenges as other countries. The need to conduct this study was prompted by the challenges that are faced by SOEs in South Africa, particularly those that have received ongoing negative press coverage, faced a backlash from organised labour and political principals and been hauled before a multitude of commissions of inquiries and cabinet committees. A handful of SOEs have been reported as having huge corporate governance challenges. These include ESKOM, the Passenger Rail Agency of South Africa (PRASA), the South African Broadcasting Corporation (SABC), Transnet, the South African Revenue Service (SARS) and the Public Investment Corporation (PIC). According to media reports and various commissions and committees, the challenges facing thse SOEs include corruption, maladministration, corporate governance, political interference, a lack of proper skills, and poor performance and financial management.en© 2021 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria.UCTDboard and CEO roles and responsibilitiescompetency profilesstate owned entitieschief executive officersMini Dissertationu35343699