Organisations are often faced with many challenges when they attempt to implement an entire workforce to a technologically advanced and complex platform that will alter the skill-set requirements for performance. Training can be ä very effective intervention strategy to implement this organisational change. However, theorists have proposed that training can also enhance organisational effectiveness, and it is believed that individual outcomes from training that emerge upward to achieve organisational objectives vertical transfer would strengthen the link between training effectiveness and organisational effectiveness. Using these theories as a foundation, this case study examined the effectiveness of an organisation's training to achieve performance objectives. Expansion from these theories was possible as this case study presented the multiple influences involved during successive interdependent team training to support the performance of safety-critical operations for a new working platform. In achieving interdependent team vertical transfer in emergency management during this training, results have revealed that training must first focus on individual level skill proficiency and collective enabling process skills horizontal transfer as they are a critical antecedent to ensure cohesion in interdependent team performance. Findings have further identified that the training content and methods must both support and determine the achievement of individual required skills. While simulation training that reflected the working platform benefits both learning and performance. Conclusions can also be drawn from this exploratory case study that the efforts by individuals upward through to teams and across teams has enhanced training performance outcomes. This empirical case study has shown that a multitude of factors and cumulative events that occurred prior to training and during training influenced the effectiveness of team training from multiple levels. Thus, this case study has been able to verify and expand current postulated models to provide foundation support for the design and delivery of interdependent training.

The aim of this study is to investigate the effectiveness of the ”accelerated” development training programme by using two specifically compiled in-basket exercises equivalent in complexity. A pre- and post-evaluation were performed to determine whether learning transfer actually took place-that is, whether competencies developed. The research focused on the following competencies: action orientation; planning and organising; analysis and problem solving; teamness; and impact. From the statistical analysis conducted, significant differences were obtained for three competencies, impact, action orientation and problem solving. The separation of variables proved to be problematic and the results could not be attributed directly to the training programme. The results are explained, the design of the evaluation critically reviewed and recommendations made to improve the design of the evaluation. The value of the study is discussed and directions for possible future research provided. / Industrial and Organisational Psychology / M. A.(Industrial and Organisational Psychology)

The aim of this study is to investigate the effectiveness of the ”accelerated” development training programme by using two specifically compiled in-basket exercises equivalent in complexity. A pre- and post-evaluation were performed to determine whether learning transfer actually took place-that is, whether competencies developed. The research focused on the following competencies: action orientation; planning and organising; analysis and problem solving; teamness; and impact. From the statistical analysis conducted, significant differences were obtained for three competencies, impact, action orientation and problem solving. The separation of variables proved to be problematic and the results could not be attributed directly to the training programme. The results are explained, the design of the evaluation critically reviewed and recommendations made to improve the design of the evaluation. The value of the study is discussed and directions for possible future research provided. / Industrial and Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Thesis (M. Dev.) -- University of Limpopo, 2015 / Although a number of studies have recognised the relationship between human resource development (HRD) and organisational performance, the mechanisms through which HRD leads to school performance remain still unexplored. The purpose of this study is to clarify the significance of human resource development and its effect on school performance in the White Hazy Circuit, in Mpumalanga Province. HRD plays a critical role in directing school programmes and the realisation of the set goals. Educators and the management of the schools are the engines in the operation of the school. Alignment of the individual goals to the school goal creates a comprehensive working environment. The purpose of HRD is to build a capacitated workforce that will enhance school performance. Performance management does not entail one activity only, it is part of the employee development life cycle. The results of the survey indicate that performance management and the development processes should not be underestimated. School managers should ensure that goals are clearly communicated. Thus, this study does not only support that HRD has a positive influence on school performance but also explains the mechanisms through which HRD improves school performance.

To date, there has been little, if any, holistic evaluation of one of the BankSETA programmes that bank employees are nominated to attend, the Certificate in Management Development (CMD). The programme began in 2010 with the aim of increasing the pool of skills in entry-level management occupations in the banking and micro-finance sector (BankSETA, 2016). In order to verify whether the CMD programme has achieved the purpose for which it was instituted by the BankSETA, it is important that a programme evaluation be conducted. The main aim of this study was to undertake a holistic evaluation of the CMD programme to determine students’ perceptions, their increase in knowledge, their ability to apply on-the-job learning and the impact of the programme on the organisation. It also aimed to identify any barriers or obstacles and to provide recommendations to the BankSETA. Kirkpatrick’s (1996) four-level model of reaction, learning, behaviour and results was used as the theoretical framework for this study. A convergent parallel design was used to gather and analyse the data. The convergent design allowed the researcher to use quantitative and qualitative data-collection methods simultaneously, prioritising the methods equally and keeping each phase independent during analysis, and to then mix the results during the overall interpretation of the findings. The findings of this study highlight the importance of programme evaluation and how indispensable this practice is to the success of any programme. Even though positive results were conveyed at every phase of the study, there are certain areas that can be improved upon in order to maximise the outcomes of the CMD programme. / Business Management / M. Com. (Business Management)