This paper presents the outcome of two case studies and a survey of manufacturing and engineering industries in the Eastern Cape, to explain their environmental education and / or training needs. The methods involved in case studies were interviews, observation and document analysis and for the survey a postal questionnaire. Respondents were generally able to identify their companies' environmental impacts and most thought that education and/training has a role to play in helping them deal with those impacts. While respondents identified environmental awareness for workers as the main role that education and / or training can play, it also has to help management understand its environmental role in dealing with environmental management systems and legislation, as well as supporting education and training. Education and/or training should take both managers and workers beyond the superficial understanding of the concept of environment. In-house and external trainers were identified as potential trainers as this would both overcome a current lack of capacity and make continuity possible when external trainers cease training. Trainers should be environmentally qualified. Respondents have mostly shown support for learning-on-the-job but less so on special environmental courses or including an environmental component in all training programmes. Some training sections consider their sections as already overladen and unable to accommodate other training programmes. The problem is therefore more logistic than environmental.

Afrikaans text / The researcher was approached by the security industry to identify leadership shortcomings and to design a leadership course aimed at supervisory level. The research question YJas: "Is it possible to identify shortcomings in individuals in respect of leadership qualities and to address these shortcomings by means of a leadership training model?" After a background study, a leadership training model was developed ·and a bottom-up needs analysis was executed. The developed questionnaire was distributed and the response was statistically processed and interpreted. The target group was identified. The course was designed, presented and evaluated. The impact of this course will be determined through research after a period of 12 to 18 months by comparing and interpreting personnel statistics on aspects like absence without leave, personnel turnover, sick leave and a number of disciplinary hearings. / Die navorser is deur 'n sekuriteitsmaatskappy genader om leierskap­ tekortkominge te identifiseer en 'n kursus te antwerp en aan te bied wat op toesighouervlak gerig is. Die navorsingsvraag is : "Is dit moontlik om tekortkominge ten opsigte van leierskapkwaliteite te identifiseer en deur middel van 'n leierskap­ opleidingsmodel aan te spreek?" Na afloop van 'n agtergrondstudie, is 'n leierskapmodel ontwikkel en 'n onder-na-bo-behoeftebepaling uitgevoer. Die ontwikkelde vraelys is versprei en die terugvoere is statisties verwerk en ge'interpreteer. Die teikengroep is ge'identifiseer. Die kursus is antwerp, aangebied en geevalueer. Die impak van die kursus sal deur middel van verdere navorsing na 'n periode van 12 tot 18 maande getoets word deur die vergelyking en interpretering van personeelstatistieke met betrekking tot afwesighede sander verlof, personeel omset, siekteverlof en die aantal dissplinere verhore. / Curriculum and Instructional Studies / M. Ed. (Didaktiek)

Esta dissertação mostra como a organização empresarial pode oferecer educação e aprendizagem para alcançar os objetivos da própria organização e, ao mesmo tempo, os objetivos da formação do empregado como cidadão. Inicia apresentando, historicamente, que o ensino para o trabalho não é criação recente. Ao contrário, encontra raízes nas civilizações antigas. A história aponta relatos do ensinar para o trabalho, treinamento para aprender a fazer ou outras denominações equivalentes, já no Egito antigo, considerado o berço da civilização atual. Na Grécia, tida como origem da civilização ocidental e que traz aspectos da civilização egípcia e, em Roma, encontram-se registros mais abundantes do ensino para o trabalho dirigido às classes sociais dos trabalhadores, dos produtores, dos escravos. O ensino para o trabalho continuou na mesma perspectiva na Idade Média e adentrou na Revolução Industrial, chegando até os anos mais recentes, então com a denominação de Treinamento e Desenvolvimento (T&D). Essa modalidade, T&D, ainda persiste nos dias atuais, direcionada ao desenvolvimento de habilidades para a execução de tarefas e procedimentos operacionais. E, em determinados segmentos de organizações, continua como “ferramenta” exclusiva de capacitação de pessoas. Porém, no século XX, principalmente a partir da segunda metade, organizações mais atentas às mudanças, aos avanços tecnológicos e às inovações, de forma geral, passaram a perceber a necessidade de uma educação mais abrangente. Ingressaram fortemente no ensino da construção do conhecimento, que faz a diferença; que é a alavanca para a expansão corporativa e de mercado. Para elas o conhecimento tornou-se o principal recurso econômico. O novo cenário econômico da informação, do conhecimento e dos avanços tecnológicos levou-as a buscarem a implementação do ensino e da aprendizagem por inteiro. Isto é, o ensino ministrado com correção pedagógica, que estimule o indivíduo a aprender, a aprender a aprender, e a aprender continuadamente, como ser integral, e que, além dos aspectos profissionais e da obtenção do melhor resultado econômico, leve em conta o homem como sujeito de si, como cidadão. Assim, e nessa compreensão do ensino e aprendizagem no ambiente organizacional, a dissertação defende a ideia de que, na organização empresarial, realiza-se de fato a aprendizagem voltada para os interesses da organização e, igualmente, para a formação do cidadão. / Submitted by Ana Guimarães Pereira (agpereir@ucs.br) on 2015-09-29T17:52:33Z No. of bitstreams: 1 Dissertacao Nestor Basso.pdf: 979063 bytes, checksum: cccb260f54f627c8121dcecdec472ab1 (MD5) / Made available in DSpace on 2015-09-29T17:52:33Z (GMT). No. of bitstreams: 1 Dissertacao Nestor Basso.pdf: 979063 bytes, checksum: cccb260f54f627c8121dcecdec472ab1 (MD5) / This essay shows how an entrepreneurial organization can offer education and learning to achieve the goals of the own company and, at the same time, the goals of the employees' formation as citizens. It starts presenting, historically, that teaching how to work is not a recent creation. On the contrary, its roots are found in the old civilizations. History has shown accounts of teaching how to work, training for learning how to do it or other equivalent denominations already existent in old Egypt, which was considered the origin of civilization. Greece, seen as the origin of western civilization also brings aspects of Egyptician civilization and in Rome are found abundant registries of teaching how to work addressed to different walks of life such as: workers, manufacturers and slaves. The teaching how to work continued with the same perspective in Middle Age and got into Industrial Revolution, getting to the recent years with the denomination of Training & Development (T&D). This modality, T & D still persists nowadays, directed to skills development to carry out tasks and operational procedures. In some companies’ segments, it continues being an exclusive “tool” of people's capability. However, in the 20th century, mainly from its second half on, organizations that were more aware of changes at large, started perceiving the need of a wider education. They strongly started building up the knowledge construction, which makes the difference; and is the lever to corporative expansion and market. Knowledge became the main economic resource to them. The new information economic scenery, knowledge and technological advances made them to seek for the implementation of teaching and learning as a whole. That is, teaching with pedagogical guidance that encourages the individual to learn how to learn constantly as an essential part, and besides professional aspects and the acquisition of better economic output, it also takes into consideration the individual as a citizen. So, in this teaching and learning process within an organization environment, this essay supports the idea that inside an entrepreneurial organization, it is in fact, carried out the learning turned to the organization’s interests and the citizen formation as well.

Thesis (MTech(Human Resource Management)-- Cape Peninsula University of Technology, 2011 / While the relationship between training and organisational commitment has to some extent been widely researched, most of the information available in literature is based on studies done in western countries. The aim of the study was to determine the relationship between the research variables of employee perceptions of training (measured by perceived availability of training, perceived supervisor support for training and perceived co-worker support for training) and organisational commitment (measured by affective and continuance commitment) an their impact on turnover intentions among employees of SMMEs within the hotel sector of the Cape Metropole area of the Western Cape Province of South Africa.A quantitative descriptive approach to research was adopted through the use of survey questionnaire to elicit relevant information from the respondents. In the absence of a sample frame (comprising only small hotels within the Cape Metropole area) and in order to meet the criteria laid down by the National Business Act for small business, non-probability judgemental sampling was deemed appropriate and was used to identify 10 SMME hotels to participate in this study. A total 127 respondents were drawn from across the 10 hotels. The research variables were measured using validated instruments from prior studies.

Esta dissertação mostra como a organização empresarial pode oferecer educação e aprendizagem para alcançar os objetivos da própria organização e, ao mesmo tempo, os objetivos da formação do empregado como cidadão. Inicia apresentando, historicamente, que o ensino para o trabalho não é criação recente. Ao contrário, encontra raízes nas civilizações antigas. A história aponta relatos do ensinar para o trabalho, treinamento para aprender a fazer ou outras denominações equivalentes, já no Egito antigo, considerado o berço da civilização atual. Na Grécia, tida como origem da civilização ocidental e que traz aspectos da civilização egípcia e, em Roma, encontram-se registros mais abundantes do ensino para o trabalho dirigido às classes sociais dos trabalhadores, dos produtores, dos escravos. O ensino para o trabalho continuou na mesma perspectiva na Idade Média e adentrou na Revolução Industrial, chegando até os anos mais recentes, então com a denominação de Treinamento e Desenvolvimento (T&D). Essa modalidade, T&D, ainda persiste nos dias atuais, direcionada ao desenvolvimento de habilidades para a execução de tarefas e procedimentos operacionais. E, em determinados segmentos de organizações, continua como “ferramenta” exclusiva de capacitação de pessoas. Porém, no século XX, principalmente a partir da segunda metade, organizações mais atentas às mudanças, aos avanços tecnológicos e às inovações, de forma geral, passaram a perceber a necessidade de uma educação mais abrangente. Ingressaram fortemente no ensino da construção do conhecimento, que faz a diferença; que é a alavanca para a expansão corporativa e de mercado. Para elas o conhecimento tornou-se o principal recurso econômico. O novo cenário econômico da informação, do conhecimento e dos avanços tecnológicos levou-as a buscarem a implementação do ensino e da aprendizagem por inteiro. Isto é, o ensino ministrado com correção pedagógica, que estimule o indivíduo a aprender, a aprender a aprender, e a aprender continuadamente, como ser integral, e que, além dos aspectos profissionais e da obtenção do melhor resultado econômico, leve em conta o homem como sujeito de si, como cidadão. Assim, e nessa compreensão do ensino e aprendizagem no ambiente organizacional, a dissertação defende a ideia de que, na organização empresarial, realiza-se de fato a aprendizagem voltada para os interesses da organização e, igualmente, para a formação do cidadão. / This essay shows how an entrepreneurial organization can offer education and learning to achieve the goals of the own company and, at the same time, the goals of the employees' formation as citizens. It starts presenting, historically, that teaching how to work is not a recent creation. On the contrary, its roots are found in the old civilizations. History has shown accounts of teaching how to work, training for learning how to do it or other equivalent denominations already existent in old Egypt, which was considered the origin of civilization. Greece, seen as the origin of western civilization also brings aspects of Egyptician civilization and in Rome are found abundant registries of teaching how to work addressed to different walks of life such as: workers, manufacturers and slaves. The teaching how to work continued with the same perspective in Middle Age and got into Industrial Revolution, getting to the recent years with the denomination of Training & Development (T&D). This modality, T & D still persists nowadays, directed to skills development to carry out tasks and operational procedures. In some companies’ segments, it continues being an exclusive “tool” of people's capability. However, in the 20th century, mainly from its second half on, organizations that were more aware of changes at large, started perceiving the need of a wider education. They strongly started building up the knowledge construction, which makes the difference; and is the lever to corporative expansion and market. Knowledge became the main economic resource to them. The new information economic scenery, knowledge and technological advances made them to seek for the implementation of teaching and learning as a whole. That is, teaching with pedagogical guidance that encourages the individual to learn how to learn constantly as an essential part, and besides professional aspects and the acquisition of better economic output, it also takes into consideration the individual as a citizen. So, in this teaching and learning process within an organization environment, this essay supports the idea that inside an entrepreneurial organization, it is in fact, carried out the learning turned to the organization’s interests and the citizen formation as well.

M.Phil. / A shortcoming which was identified in the developmental system of career officers in the South African National Defence Force (SANDF) is the basis on which this study was executed. The SANDF expects career officers to comply with all the. Demands and criteria of being an officer as described in Project KINGSROW ("Report on the training and development of permanent force officers", 1987). The demands of being an officer are described under five headings viz. "personal dimension, management skills, communication abilities/skills, military knowledge or background and environmental knowledge" in Section 3 of Project KINGSROW. Only the above four categories are addressed by the formal developmental system of officers. The development of the personal dimension of career officers is not addressed in the formal developmental programme(s). In spite of the omission of the development of the personal dimension in formal programmes, the attributes that constitute this dimension are used as some of the selection criteria when evaluating officers for promotion. This study is aimed at meeting the need in the development of "the personal dimension", with specific reference to the coping skills or personal skills or competencies which function as the building blocks thereof. This can be achieved through the design of development centre(s) as an enabling system within the SANDF. Before any design of evelopmental centres can be undertaken, the categories of the personal dimension, or competencies, which require development need to be identified. The identification of competencies and development thereof, cannot be isolated from effective role behaviour of career officers within the SANDF and include the following organization specific categories of competencies : managerial, intra-personal, interpersonal, contextual mobility, cognitive mobility, leadership, professionalism, process orientation, values orientation, organization climate orientation and an academic development. Within the framework of a qualitative research approach, a constructivist-interpretivist research strategy was designed for this study. The first phase of the strategy includes the description of personal skills/abilities by means of the concept effective maturity and within the framework of the "psychology of personal constructs" (Kelly, 1963). Against this background, a systemic analyses of the SANDF is undertaken by means of the application of "Living System Theory" (Miller, 1978). The "Repertory Grid' technique was utilized as the gathering technique during structured interviews with selected participants. The result of this technique is the deliverance of the effectivity paradigm of participants with reference to their personal competencies which are deemed to be important for effective role fulfillment. These competencies/skills now form the focus areas of development centres as an enabling system in the organisational context of the SANDF, thereby filling the shortcomings in the developmental system for officers in the SANDF.

M.A (Public Administration) / Training in local authorities in South Africa is seen against a background of development problems which include insufficient management skills and, inferior education. These are typical problem of black people in South Africa. It is against this background that, in the present day South Africa, there is a greater sensitivity to the importance of good local government management than ever before. Where skilled local government officials are scarce, as they were in the former black local authorities, they should be developed. Training and development are perhaps the first steps towards that end, though obviously they alone are not enough to solve all the human resource deficiencies within these local government structures. This dissertation identifies the priority training and development needs, describes current training and development efforts in local government and proposes further steps that local government should take to encourage, develop and support appropriate human resource development. Taking cognisance of lessons learned in training and developing elected councillors and appointed officials in local government, a need for a more scientific assessment of participants (councillors/officials) under going training and development was identified thereby ensuring that training becomes more targeted and effective. The original sample targeted for the assessment was 200 participants, being a little more than 20% of the total of potential partic.ipants. Eventually 107 respondents (11.2%) participated in the assessment. The sample is however enough to draw conclusions and make generalisations. The assessment was carried out in five centres: Germiston, Vanderbijlpark, Randfontein, Johannesburg and Pretoria. It was done largely using focus group discussions where open-ended questions gave participants enough opportunity to express themselves in an informal environment this proved to be very effective. The most pressing need identified by the participants was for training on the budgetary processes.

M.Ed. / South Africa needs to spread its available and required competence, skills and educational basis among its broad population (Valchanges, 1992:23). This is reflected in South Africa being rated 43rd out of 47 countries in the human development and skills level, or put differently, 14th out of 15 Group II countries in the World Competitiveness Report of 1992 (Gerber, Nel and Van Dyk, 1995:6). The South African educational system also ranked 14th of the 15 Group II countries in the same report (Gerber, et al, 1995:7). The situation is even worse if the World Competitiveness Report of 1995 is taken into consideration. South Africa ranked. 44th of 46 countries regarding its human resource development (Buffington and Associates, 1996; Rossouw, 1996:3; Pretoria News, 29 May 1996). If the above is taken into consideration it is clear that the start of the National Training Board (NTB) process that began in 1993 was necessary. The initial debates in the process were located within the vocational training context (HSRC, 1995:34). Four stakeholders entered the initial NTB process; namely: The government of the day with official representation by the departments of Education and Labour (called the Department of Manpower at the time); Representatives of different employers organisations; Representatives of organised labour; and Providers of learning. Different concerns from each of the above stakeholders caused a shift in the debate from a concern about vocational training to a broader concept of vocational education and training. This lead to the argument of an integrated approach. Thus: The field of education, training and development should adopt an integrated approach to all activities and systems currently classified as education and training and, unlike the past concentrate on vocational training only (HSRC, 1995:35). As part of such an integrated approach, education, training and development should not be seen as separate entities, but as one unit within the larger field of human resource development, i.e. the development of all those involved in Education, Training and Development (ETD), must be ranked as one of the biggest priorities in South Africa (National Training Board, 1995a:5). In November 1993, Working Committee 3 of the NTB submitted a report on "Trainer Development", under the title of "Education, Training and Development Practitioner" (NTB Annexure A, 1995c:2) thus starting a process of integrating the ETD field. Those involved in ETD were referred to as Education, Training and Development Practitioners (ETDP). The original task given to Working Committee 3 reads as follows: "Develop a South African competency-based model for trainers. Identify requirements for registration, certification, accreditation and recognition of existing qualifications and experience or competency in a national integrated certification/qualification structure." The ETDP competency model must be based on outcomes/outputs as a central focus, that will link the ETDP competency model with the National Qualifications Framework (NQF), thus ensuring registration, certification, accreditation and recognition of existing qualifications and experience (NTB, 1995c:21. To ensure that the ETDP Model complies to the requirements of the NQF (NTB, 1995a:5) it must be described in terms of: Roles; Outputs/Outcomes; Quality Standards; Competencies linked to outputs/outcomes; Range variables; and Levels of complexity.

The study investigated the acceptance of electronic (e-learning) based instruction in selected South African companies based upon the dominants of e-learning acceptance that included computer self-efficacy, perceived usefulness, perceived ease of use and behavioral intention to use. A quantitative research methodology was conducted on a sample of male and female trainees in selected South African companies using e-learning as a mode of instruction (N=191) using the “E-learning Acceptance Measure” by Ong and Lai (2006). Analysis of variance was used to determine whether the biographical characteristic of gender could account for any differences towards the determinants of e-learning acceptance. Multiple stepwise regression was used to determine differences between dominants of e-learning acceptance and gender. The results of the study showed that there were no statistically significant differences in mean between men’s rating of computer self-efficacy, perceived usefulness, perceived ease of use and behavioral intention than that of women. In terms of influences, the results show the existence of influence between certain dominants of e-learning acceptance however no gender differences were found in influence. Recommendations were made based upon these results on how South African companies can help trainees accept and use e-learning.

Submitted in fulfillment of the requirements for the Degree of Masters of Technology: Human Resource Management, Durban University of Technology, 2017. / The purpose of this study was to investigate the effectiveness of staff training on knowledge transfer and employee retention at Servcor Private Limited. Due to increasing levels of competition in staff training and growth opportunities in the Hospitality and Catering industry, Servcor Private Limited faced challenges in retaining its employees, as well as in ways of transferring knowledge. Employees at Servcor Private Limited in Zimbabwe were leaving in pursuit of world-class training and the opportunity for professional development offered in competing organizations, both within and outside the Hospitality and Catering industry. For this study, the target population equated to 240 employees and a sample size of n = 120 was considered as appropriate. The sample was selected by picking every odd number from the sample frame utilizing a systematic sampling technique under the ambit of probability sampling method. The data was analysed using the latest computerised Statistical Package for the Social Sciences 24.0 and the personal method was used to administer the questionnaire to all 120 respondents. Two questionnaires were discarded because the majority of questions were not answered and hence resulted in 118 responses. Therefore, a response rate of 98.3% was obtained. After the study was completed, the researcher solicited the services of a Post-graduate Librarian to run the TURNITIN Program to test the entire thesis for plagiarism which recorded 10%. The non-parametric tests were carried out to test hypotheses utilising the Statistical Package for Social Sciences (SPSS) version 24 for Windows. The Pearson’s Chi-square and Spearman correlation tests were conducted for all fifteen formulated hypotheses to determine whether there was a statistically significant relationship between the variables. The key findings revealed that staff training was insufficient in the organisation and was not coping with constant changes in the surrounding. The findings indicated that respondents felt their superiors were not willing to teach them every aspect of their work. The findings also reflected that employees prefer on-the-job training. The researcher recommended that top management should increase the amount of investment on staff training in order to retain employees. The recommendations highlighted that should ensure that all the equipment and tools that are used for staff training are aligned with prevailing technology. The recommendations also highlighted that top management should promote a culture of knowledge transfer. The study concluded with suggestions for future research in this field. / M