In today’s global business environment, multinational companies recognise that expatriate management is a major determinant of success in international business. Expatriates do not only face changes in the work environment but face a full range of cultural, personal and lifestyle changes that influence the success of an international assignment. This study investigates the relationship between cross-cultural training and expatriate adjustment. A quantitative longitudinal study was conducted within two phases to explore a European multinational companies cross-cultural training programme and its effects on expatriate adjustment in South Africa. Overseas experience, language proficiency, spousal adjustment, cultural distance and host country friendships were also explored as antecedents of adjustment. The empirical study included descriptive and inferential statistics. The results showed that there was no statistically significant relationship between cross-cultural training and expatriate adjustment. While previous overseas experience showed a significant positive influence on sociocultural adjustment, it had no significant effect on psychological well-being or culture shock. Cultural distance displayed a significant negative influence on sociocultural adjustment and psychological well-being / Industrial and Organisational Psychology / M. Com.

This study sought to determine the impact of a training and development (T&D) programme on the perceived performance of human resource assistants at a platinum mine in South Africa according to the following four performance dimensions: (i) personal (ii) customer; (iii) internal business; and (iv) learning and growth. A non-experimental design was used for this study, which was predominately quantitative in nature. Data was collected using a structured, self-administered questionnaire, which consisted of closed-ended questions. Based on the results obtained in this study, it was apparent that the T&D programme contributed significantly to an increase in the performance of employees. However, there are certain areas that can be improved in order to maximise and optimise the learning of employees. Recommendations were made regarding areas for improvement and possible future research. / Human Resource Management / M. Tech. (Human Resources Development)

This study sought to determine the impact of a training and development (T&D) programme on the perceived performance of human resource assistants at a platinum mine in South Africa according to the following four performance dimensions: (i) personal (ii) customer; (iii) internal business; and (iv) learning and growth. A non-experimental design was used for this study, which was predominately quantitative in nature. Data was collected using a structured, self-administered questionnaire, which consisted of closed-ended questions. Based on the results obtained in this study, it was apparent that the T&D programme contributed significantly to an increase in the performance of employees. However, there are certain areas that can be improved in order to maximise and optimise the learning of employees. Recommendations were made regarding areas for improvement and possible future research. / Human Resource Management / M. Tech. (Human Resources Development)