Magister Administrationis - MAdmin / Training in the South African public service is a highly needed factor, especially in the process of transformation. In the "rationalisation" of the public service, training cannot be conducted in isolation. At the same time training should be seen as a process not an event. Empowering employees with skills and knowledge is vital because this could ensure that the goals of the organisation are attained. As Andrews (1988) argues, training is a systematic process of altering behaviour, knowledge and motivation of employees in order to increase organisational goal achievement. The study focuses on the South African Parliament's Human Resource Department. Training in this department needs to be examined or evaluated for four main reasons. These are: The non-existence of a training policy, lack of funds, non-existence of trainers and poor evaluation

The Kingdom of Saudi Arabia (the KSA) has a rapidly growing and diversifying economy that has made significant progress in manufacturing, construction, and agriculture. However, the KSA remains a difficult place for the practice of human resources management (HRM) because of, among other factors, a large non-native workforce and a majority of family-owned firms. These complicating factors mean that, in Saudi firms, HRM practices are adopted in a gradual manner and specifically, training programs are conducted with a view to develop talents and improve worker performance. The study explored the current state of HRM practices in KSA, perception on the training programs conducted and training effectiveness captured as ‘Intent to participate’. The study primarily used qualitative as well as quantitative data collected from family-owned business firms. It helps to gain a deeper understanding of how perceptions on training programs vary across different organisations and demography of the trainees that include age, qualification and experience. A framework predicting intent to participate by the perception on training programs was developed based on the review of extant literature. In order to capture the differences in the perception on training programs across different organisations, age, qualification and experience, Multivariate Analysis of Variance (MANOVA) was used. Results show that perception differed across organisations, age, qualification and experience. In order to predict intent to participate by perception on training programs, multiple regression analysis was used. Results show that perception on identification of training needs, clarity of objectives, training design, behavioural modification and performance improvement predict intent to participate. The researcher also explored perception on training programs in family-owned business firms by conducting an interview with 33 HR managers using a semi-structured interview schedule. The HR managers belong to those companies where the employees hail from. The schedule was developed and standardised using content validity and reliability. The study also gained insights into various areas of training required by the employees in order to achieve their business results. It further provides inputs in terms of HR concerns and suggested HR Interventions to make the management training function better aligned and integrated. The study concludes with a set of recommendations for firms on implementing management training effectively. Ultimately, the study proposes a model of training for family-owned businesses in the KSA.