The objectives of this study are: first, to draw conclusions in regard to the extent the National Youth Administration, the National Defense Training Program, and the Industrial Arts departments of the Texas State Teachers Colleges are making "trainees" of the first two programs and graduates and students of the last division more employable in the several industries that make up our national defense manufacturing mechanism; second, to show by the presentation of the college programs whether or not the colleges are presenting the courses of industrial arts which are most needed by youth in this time of crisis and national defense preparation.

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)

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The introduction of Affirmative Action Programmes in South Africa has left managerial development at the centre of management focus with the growing realisation that there is no quick fix. It is argued that, in order to make a substantial contribution to the managerial development process, management should not only seek to obtain the goals of the organisation, but first to obtain the goals of the individual within the organisation after which the first will follow. Against this background mentoring has been used successfully to develop high potential managers to build a diverse organisation and to foster the management of change. The study aimed to highlight not merely the many benefits to be gained from successfully implemented mentoring programmes, but also the many complexities inherent to the process. In the final analyses, mentoring programmes can only add value if the process and underlying critical success factors are understood. It is hoped that this research will result in more mentoring programmes being implemented across a broader spectrum of employees in order to create a sustainable and competitive advantage through the retention of knowledge and increased competencies of employees. The cost of such programmes is relatively low compared to their value if implemented correctly and may well hold the key to unlocking a wealth of talent. / AFRIKAANSE OPSOMMING: Die implementering van Regstellende Aksie Programme in Suid Afrika het bestuursontwikkeling op die voorgrond geplaas met die toenemende besef dat daar geen maklike oplossing voor is nie. Ten einde 'n substansiële bydrae tot die gebied van bestuursontwikkeling te maak sal bestuur nie alleenlik die doelwitte van die organisasie moet nastreef nie, maar ten eerste die doelwitte van die individue binne die organisasie moet nastreef waarna die eerste vanself sal volg. Teen hierdie agtergrond is mentorskapprogramme al suksesvol gebruik om potensiële bestuurders te ontwikkel, om diverse organisasies te bou en om die bestuur van verandering suksesvol te fasiliteer. Die werkstuk sal nie alleenlik die voordele van suksesvol geïmplimenteerde mentorskapprogramme uitlig nie, maar ook die komplekse aard daarvan onderstreep. Mentorskapprogramme kan slegs waarde toevoeg indien die proses en onderliggende kritiese suksesfaktore verstaan word. Die doel van die werkstuk is om mentorskapprogramme as bestuursontwikkelingstrategie te bevorder en sodoende 'n breër spektrum van werknemers te bereik ten einde volhoubare kompeterende voordeel te bewerkstellig. Die koste verbonde aan sulke programme is relatief laag in verhouding tot die waarde wat toegevoeg kan word indien dit korrek geïmplimenteer word en daar bestaan geen twyfel dat dit 'n belangrike bydra tot bestuursontwikkeling kan maak deur die talent wat wel bestaan te ontsluit nie.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Nampak is the industry leader in the paper and packaging industry. There are over 20 divisions which fall under the Nampak banner, supplying a diverse range of primarily packaging material, from plastic carrier bags to glass bottles. A few years ago top management realised the need to move the Nampak group into the realm of world class. This paradigm shift required a substantial education and training initiative, and so the Nampak "Colleges" were created to support and underpin the World Class Manufacturing & Services ethic that each and every division would adhere to. All Nampak training interventions or processes are based on experiential learning. Candidates are introduced to concepts and theory, given opportunities to analyse case studies, conduct plant-level audits and give feedback to the general managers of the plants. In addition each delegate is given a project to be completed in the work place. The aim of this research is to assess the effectiveness of the Nampak WCM&S College 5 using an evaluation framework. The literature was reviewed in order to: • develop an evaluation framework; • establish an evaluation process; • facilitate the construction of a relevant test format. The test instrument was designed based on the principles of test construction and Kirkpatrick's model for evaluation. Data was collected for pre and post-tests for phase 2 and phase 3, analysed using descriptive statistics and reported on at the beginning at each phase as well as at the Trade Show. The evaluation results proved to be very positive and the evaluation process was incorporated into the design of all future College interventions. / AFRIKAANSE OPSOMMING: Nampak is die nywerheidsleier in die papier en verpakkingsbedryf. Daar is meer as 20 afdelings wat deel van Nampak uitmaak wat 'n diverse omvang van hoofsaaklik verpakkingsmateriaal verskaf, insluitend plastiek draagsakke en glas bottels. 'n Paar jaar terug het hoofbestuur besef dat Nampak tot wêreldklas status moet aandryf. Hierdie paradigma verandering het 'n aansienlike opvoedings- en opleidings-fokus benodig en die Nampak "Colleges" is geskep om die "WCM&S" etiek te ondersteun wat elke afdeling by sou bly. Alle Nampak opleiding tussenkomstes of prosesse word gebasseer op experiential geleerdheid. Kandidate word aan konsepte en teorieë voorgestel word geleenthede gegee om gevalstudies te analiseer, fabriek oudite te doen en terugverslag te gee aan die algemene bestuurders van die fabrieke. Elke afgevaardigde word ook 'n projek gegee om by die werk te voltooi. Die doel van hierdie navorsing is om die doeltreffendheid van die Nampak WCM&S College 5 te evalueer deur middel van 'n evalueeringsraamwerk. Die leesstof was hersien om 'n evalueerings raamwerk te ontwikkel; 'n evalueerings proses te vestig; die konstruksie van 'n toepassende toetsformaat aan te help. Die toets-instrument was ontwerp gebaseer op die beginsels van toets konstruksie en die Kirkpatrick model vir evalueering. Data is bymekaar gemaak vir voor- en na-toetse vir fases 2 en 3, geanaliseer deur middel van beskrywende statistieke en daar is verslag daarop gedoen by die begin van elke fase asook by die Handeisskou. Die evalueering resultate was baie positief en die evalueerings proses is saamgebring by die ontwerp van alle toekomende College tussenkomstes.

Study project (MBA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The one factor in the current business environment that provides an organisation with a competitive advantage, is human capital. It can make the difference between success and failure. In an organisation like Rex Mining it is especially important for a strong human capital base to meet the challenges that the marginal diamond mines present. It is not a question of finance. Human capital development is determined by the people management practices in an organisation, things they already do. The difference between building and breaking down human capital is just a matter of quality and appropriateness of these practices. The measurement of the ability of an organisation to develop human capital was always problematic because of the nature of it. Buckingham and Coffman developed an easy and valid measuring instrument to help organisations measure this very important factor. The questionnaire they developed now makes it possible for every organisation to make a determination of where it stands in terms of its ability to develop human capital. An investment in human capital will always give a return on the investment. The size of the return will be determined by the time and energy spend on the investment by the organisation. This investment does not depreciate. An investment in human capital will ensure optimal productivity, efficiency and effectiveness in the organisation and that targets will be reached and exceeded. Healthy people management practices are the basis upon which the development of human capital rests. In a changing South Africa different demands are made upon organisations in terms of their human capital. Each individual has his own goals and career plans and if the organisation cannot satisfy those demands the employee will offer his services to the employer that can satisfy his needs. / AFRIKAANSE OPSOMMING: Menslike kapitaal is in die hedendaaqse sakewêreld die een faktor wat aan 'n organisasie die kompeterende voordeel gee. Dit kan die verskil tussen sukses en mislukking bepaal. In 'n organisasie soos Rex Mining is dit juis belangrik dat menslike kapitaal sterk moet wees ten einde die geweldige uitdagings wat die marginale diamantmyne stel, die hoof te kan bied. Dit is ook nie 'n kwessie van finansies nie. Menslike kapitaalontwikkeling word bepaal deur die mensebestuurspraktyke in 'n organisasie, dinge wat elke organisasie reeds doen. Dit is net die kwaliteit en toepaslikheid van hierdie praktyke wat die verskil maak tussen die opbou en afbreek van menslike kapitaal. Die meting van die vermoë van 'n organisasie om menslike kapitaal te ontwikkel, was altyd problematies vanweë die aard daarvan. Buckingham en Coffman het egter 'n baie maklike en geldige meetinstrument daargestelom organisasies te help om hierdie baie belangrike faktor te meet. Die vraelys wat hulle ontwikkel het, maak dit nou moontlik vir elke organisasie om 'n bepaling te maak ten opsigte van die organisasie se vermoë om sy menslike kapitaal te ontwikkel. 'n Belegging in menslike kapitaal sal altyd 'n opbrengs lewer. Die grootte van die opbrengs sal afhang van die hoeveelheid tyd en energie wat die organisasie bestee het aan die belegging. Hierdie belegging verloor ook nooit sy waarde nie. 'n Belegging in die menslike kapitaal van 'n organisasie sal verseker dat produktiwiteit, effektiwiteit en doeltreffendheid optimaal sal wees en dat die organisasie altyd doelwitte sal behaal en oorskry. Gesonde mensebestuurspraktyke is die basis waarop die hele ontwikkeling van menslike kapitaal berus. In die veranderende Suid-Afrika word nuwe vereistes aan organisasies gestel in terme van hulle menslike kapitaal. Elke individu het sy eie doelwitte en loopbaanplanne en as die organisasie waar hy of sy werk, nie hieraan kan voldoen nie, sal die werknemer sy dienste aan 'n werkgewer bied wat wel sy behoeftes kan bevredig.

Thesis (MA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: In the current South African context the Government places a great deal of emphasis on the importance of adult training and development as a solution for addressing many social and economic problems. It is therefore important to investigate all aspects regarding the training context in order to optimise learning. The trainer plays an integral part within this system. Although literature regards the trainer as very important for training success, very little substantial research has been documented with regards to the influential factors on the training style orientation that trainers use when training adults. In order to investigate this problem, a study of the relevant literature is done. The following topics are examined for this purpose: The training system and the components thereof, andragogy and pedagogy as training style orientations, several trait theories of personality as the basis of the study, locus of control as a personality trait, and the influence of personality and more specifically locus of control within work-related settings. Three questionnaires were administered on a sample of 100 respondents, i.e. a Demographic questionnaire, the Training Style Inventory and the Locus of Control Inventory in order to generate data to investigate the research problem and hypotheses. The Demographic Questionnaire collected data regarding gender, age, qualifications, training experience, ethnicity, subject area of the training content, and type of organisation. The Training Style Inventory measured the training style orientation of the trainer respondents, and the Locus of Control Inventory was used to measure the locus of control of respondents. The results indicate support for the hypothesis that there is a statistical significant correlation between locus of control and training style orientation. More specifically, there is a statistically significant correlation between internal locus of control and the andragogical training style orientation, and also between external locus of control and the pedagogical training style orientation. The main objectives of this study were successfully achieved and documented. Conclusions and recommendations for further research are made. It is recommended that future research replicate the study with a greater and random sample of respondents, within the South African context. Also, investigating the effectiveness of the trainers as a result of their locus of control and training style orientation is an interesting possibility for future research. / AFRIKAANSE OPSOMMING: DIE VERBAND TUSSEN LOKUS VAN BEHEEROPLEIERS EN OPLEIDINGSTYLORIËNTASIE Die Suid-Afrikaanse regering plaas groot klem op die belangrikheid van volwasse opleiding en ontwikkeling in die huidige Suid-Afrikaanse konteks as 'n moontlike oplossing vir etlike sosiale en ekonomiese probleme. In 'n poging om leer te optimeer, is dit dus noodsaaklik om alle aspekte binne die opleidingskonteks deeglik in oënskou te neem. Die opleier speel 'n baie belangrike rol in die sukses van die opleidingsintervensie. Alhoewel die opleier binne die literatuur wel as In belangrike rolspeler in die sukses van opleidingsintervensies geag word, is daar baie min navorsing gedokumenteer oor die faktore wat die opleidingstyl wat opleiers tydens intervensies gebruik, beïnvloed. 'n Studie van die beskikbare literatuur ondersoek hierdie probleem. Die volgende onderwerpe is vir die doelondersoek: Die opleidingstelsel en die komponente daarvan, andragogie en pedagogie as opleidingstyloriëntasies, verskeie persoonlikheidstrekteorieë as die grondslag van die studie, lokus van beheer as 'n persoonlikheidstrek, en die invloed van persoonlikheid en meer spesifiek lokus van beheer binne die werksplek. Die data wat nodig is om die navorsingsprobleem te ondersoek en die hipoteses te toets, is ingesamel deur 100 respondente elk drie vraelyste te laat voltooi, naamlik 'n Demografiese vraelys, 'n Opleidingstylvraelys en 'n Lokus van Beheer-vraelys. Die demografiese vraelys het inligting ingesamel ten opsigte van geslag, ouderdom, kwalifikasies, opleidingservaring, etnisiteit, onderwerp van die opleidingsinhoud en die tipe organisasie betrokke. Die Opleidingstylvraelys het die opleidingstyloriëntasie van die opleiers wat deelgeneem het aan die studie gemeet, en die Lokus van Beheer vraelys is gebruik om die lokus van beheer van respondente te bepaal. Die resultate bevestig die hipotese dat daar 'n statisties beduidende verband bestaan tussen lokus van beheer en opleidingstyloriëntasie. Daar bestaan verder 'n statisties beduidende verband tussen interne lokus van beheer en 'n andragogiese opleidingstyloriëntasie, en ook tussen eksterne lokus van beheer en 'n pedagogiese opleidingstyloriëntasie. Die hoofdoelwitte van hierdie studie is suksesvol bereik en gedokumenteer. Gevolgtrekkings en aanbevelings vir toekomstige navorsing word ook gemaak. Die aanbeveling is dat toekomstige navorsing hierdie studie herhaal binne die Suid- Afrikaanse konteks. Die studie behoort ook 'n groter en ewekansige steekproef in te sluit. Die effektiwiteit van die opleiers as 'n resultaat van hul lokus van beheer en opleidingstyloriëntasie is ook 'n interessante moontlikheid vir verdere navorsing.

Thesis (MA)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: This study was prompted by two significant aspects within the South African training field. Firstly, the attitude of the South African Government towards training in terms of legislation made it evident that trainers will progressively playa more important role in organisations. Secondly, although literature regard the trainer as one of the important role-players in the training situation, no substantial research has been done on training style as an aspect that can influence the trainer's performance and ultimately the effectiveness of training. In order to address this void, the research was dedicated to determine whether a systematic relationship exists between the personality of a __trainer and his/her training style. The following topics were examined by means of a selective study of the literature: adult learners as the target _ of training programmes; pedagogy and andragogy as orientations to training; the trainer; the definition of training style; the trait theory of personality as the basis of the study; and empirical studies done on the topic prior to this study. In order to gather the necessary information, three questionnaires were administered to a sample of 96 trainers. The 16-PF, which is an established questionnaire, was used to collect data about the personality traits of the respondents. Furthermore, a questionnaire namely the Training Style Inventory was developed to measure the training style of trainers. Trainers were then accordingly grouped in one of five types of training styles. The last questionnaire gathered information regarding demographic aspects of the sample. The study found limited support for the hypothesis that there exists a systematic relationship between personality and training style. However, it was found that certain dimensions of personality do playa role in the manifestation of a certain training style. / AFRIKAANSE OPSOMMING: Hierdie studie was geinspireer deur twee opmerklike aspekte binne die Suid-Afrikaanse opleidingsveld. Eerstens, die Suid-Afrikaanse Regering se houding jeens opleiding in terme van wetgewing, het dit duidelik gemaak dat opleiers voortaan 'n toenemend belangrike rol in organisasies sal vervul. Ten tweede het navorsing reeds bevestig dat die opleier een van die belangrike rolspelers in die opleiding situasie is. Daar is egter tot op hede geen noemenswaardige navorsing gedoen op opleidingstyl as 'n aspek wat die werkverrigting van die opleier en uiteindelik die effektiwiteit van opleiding beïnvloed nie. Ten einde hierdie leemte aan te spreek, was die doel van hiedie navorsing om te bepaal of daar 'n sistematiese verband bestaan tussen die persoonlikheid van 'n opleier en syjhaar opleidingstyl. Deur middel van selektiewe literatuurstudie is die volgende ondersoek: die volwasse leerder as die teiken van opleidingsprogramme; pedagogie en andragogie as orientasies tot opleiding; die opleier; definiering van opleidingstyl; die trekteorie van persoonlikheid as die basis van die studie; en empiriese studies oor die onderwerp wat hierdie navorsing vooraf gegaan het. Om die nodige inligting in te samel is drie vraelyste deur 'n steekproef van 96 opleiers ingevul. Die 16-PF wat as 'n gevestigde meetinstrument bekend staan, is gebruik om inligting in te sameloor die persoonlikheidstrekke van die respondente. Voorts is 'n vraelys naamlik die Training Style Inventory ontwikkelom die opleidingstyl van die opleiers te meet. Opleiers is daarna ooreenkomstig gegroepeer in een van vyf opleidingstyle. Die laaste vraelys het inligting ingesamel aangaande die demografiese aspekte van die steekproef. Die studie het beperkte steun gevind vir die hipotese dat daar 'n verwantskap bestaan tussen persoonlikheid en opleidingstyl. Daar is egter gevind dat sekere dimensies van persoonlikheid wel 'n rol speel in die verklaring van die manifestering van 'n sekere opleidingstyl.

Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Graduate School of Business. / Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The purpose of this study is to investigate diversity management practices as discussed in the literature and practiced in a South African manufacturing organisation, with the aim to determine key components of a diversity management model. Furthermore, the study aims to discuss diversity and the related concepts to create a clear understanding. The study reviews the rationale in creating and managing a diverse workforce and explores the benefits for the organisation. The study provides a synopsis of components of diversity management initiatives and diversity models from the literature with the view to include components in the proposed diversity management model. A qualitative methodological research design was selected with a single case study at Coca-Cola Canners. The case study examines in detail the diversity management practices at Coca-Cola Canners, which has applied diversity concepts. Through interviews with managers and employees data was collected and contrasted with theoretical premises on diversity management. The study found that although participants had a reasonable knowledge of diversity, misunderstandings still exist on the dimensions of diversity to be included and the relation of diversity with concepts such as affirmative action and equity legislation. Clarification on these concepts is essential before debating diversity management initiatives. Furthermore a real commitment from leadership to agree that valuing diversity can be leveraged to benefit both the organisation and the individual is required. The organisation needs to identify the transition to the ideal situation of a multicultural organisation, where differences are valued. Full integration exists structurally and informally. The key components identified in the study are integrated into a conceptual model that supports the desired outcomes. The study recommends that diversity management transcend above equity and affirmative action and requires a culture change that values differences and include all employees in the organisation. This process requires an integrated and ongoing strategy. Critical components include determine the status of the organisation, train ing and awareness workshops, re- establish internal systems and procedures, evaluation, communication and change management practices. Internal systems such as performance management, training, development planning and succession planning are critical to motivate and support employees. Specific focus on training diverse teams and team leaders on how to work together is essential / AFRIKAANSE OPSOMMING: Die doel van die studie is om diversiteitsbestuur praktyke te ondersoek, 5005 bespreek in die literatuur en toegepas in 'n Suid Afrikaanse vervaardigingsorganisasie en om deur die proses sleutelkomponente van 'n diversiteitsbestuursmodel te identifiseer. Verder beoog die studie om diversiteit en verwante konsepte te bespreek, om sodoende die konsepte beter te verstaan. Die studie bespreek die motivering om 'n diverse werkersmag te skep en te bestuur. Die vaordele vir die organisasie, met'n diverse werkersmag word bespreek. Die studie bespreek die komponente van diversiteitsbestuurs inisiatiewe en madelle uit die literatuur met die doel om dit te inkorporeer in 'n voorgestelde diversiteitsbestuursmodel. 'n Kwalitatiewe navorsingsmetodiek is gevolg met'n enkeJe gevallestudie by Coca-Cola Canners. Die gevaliestudie ondersoek die diversiteitsbestuurspraktyke wat gevolg word in die organisasie. Onderhoude was gebruik om inligting te versamel en inligting is vergelyk met die teorie verkry vanaf die literatuuroorsig. Die studie het gevind dat, alhoewel deelnemers 'n redelike kennis het van diversiteit, misverstande nog steeds bestaan oor die dimensies van diversiteit, wat ingesluit moet word asook ten opsigte van die verwantskap met regstellende aksie en gelyke indiensneming. Ooreenstemming ten opsigte van die konsepte is belangrik voordat die debat oor bestuur van diversiteit voortgesit kan word. Verder word die ondersteuning en leierskap van bestuur benodig am waarde in diversiteit te sien, en om sodoende v~ordele vir die organisasie en individue te bewerksteHig. Die idea Ie situasie sal wees om die onderneming te verander na 'n multikulturele organisasie deur 'n transformasieproses. Integrasie word bewerkstellig in die formele en informele strukture, sonder voorkeure aan sekere groepe. Die sleutel - komponente geYdentifiseer, word ingesluit in 'n model wat die verwagte voordele nastreef. Die aanbevelings sluit in dat die bestuur van diversiteit, veel meer behels as regstellende aksie, gelyke indiensneming en dat die bestuur van diversiteit 'n organisasie-kultuuraanpassing verg deurdat waarde geheg word aan verskille en dat almal in die organisasie ingesluit word. Hierdie proses benodig 'n geO(ntegreerde en aaneenlopende strategie. Kritiese komponente sluit in die volgende: bepaal die status van die organisasie, opleiding en bewusmaking, hersien sisteme en prosedures, evaluasie, kommunikasie en die bestuur van verandering. Interne sisteme soos prestasiebestuur, opleid ing, ontwikkeling en opvolgbestuur is belangrik om werknemers te motiveer en te ondersteun. Spesiale fokus word benodig om spa nne met diverse lede te bestuur. Opleiding moet gereel word vir die spanlede en spanleiers.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: South Africa has a huge challenge to improve its world competitiveness status in order to ensure a better economic life for all. One of the more practical strategic approaches is investment in human capital and more specific people development. A more specific strategy might be to ensure that each and every supervisor is an effective counsellor/coach/mentor. From the research done its seems that this is not the case - probably due to the fact that these tools are not utilised or not well integrated in the larger human resource development strategy. It is quite clear that counsellors, coaches and mentors can and should utilise the different motivational and learning theories coherently in accordance with the applicability of the situation and the specific preferences of the individual protégé. This will ensure maximum efficiency of education, training and development interventions. But human resource systems do not seem to be integrated to the extent that the proverbial golden thread can be followed from work design to the termination of an employee. From the literature it is clear that all the necessary functions in human resources can be included in an integrative system to allow optimum efficient employees. The vagueness however (supported by the absence of work design and management information systems in some models) just aggravates the current researcher's concern about clear, exact guidelines to ensure proper counselling, coaching and mentoring. The human resource system and the function human resource development as well as performance management definitely allow for counselling, coaching and mentoring, but the support and reinforcement is not obvious. From literature surveys it is clear that that counselling, coaching and mentoring can be utilised effectively in human resource development. Insufficient evidence is however available to show appropriate application of these tools. It is thus clear that counsellors/coaches/mentors and protégés in South Africa do not have a complete, practical and integrated human resource system and programme that can facilitate maximum growth of the protégés. This is proven by the quiet period since the middle eighties till the middle nineties; where - after affirmative action and later the skills development act and employment equity act forced employers to relook their development programmes as well as our poor performance in supplying the number of managers needed for global competitiveness. Due to the lack of empirical research, but from published material one can derive that: Counsellors/coaches/mentors and or protégés in South Africa are not aware what competencies each should possess; culturally diverse groups hamper growing relationships in particular with coaches and protégés and that principles and guidelines governing the coach/mentor/protégé relationship seems not to be researched and shared in South Africa. More - over, inadequate processes exist to link and integrate counselling/coaching/mentoring closely with competencies, people development and human resource processes. However there are sufficient guidelines in overseas publications to ensure that one can compile well integrated coaching/mentoring programmes that will ensure that counselling, coaching and mentoring gain its legitimate place in people development. / AFRIKAANSE OPSOMMING: Suid-Afrika staan voor 'n geweldige uitdaging om sy mededingendheidsmag te versterk ten einde beter ekonomiese vooruitsigte aan sy burgers te skep. Een van die mees praktiese strategieë is belegging in menslike kapitaal, meer spesifiek deur die ontwikkeling van sy menslike hulpbronne. 'n Meer spesifieke strategie mag wees om sorg te dra dat elke toesighouer 'n effektiewe voorligter/afrigter/mentor is. Vanuit die skrywer se navorsing blyk dit nie die geval te wees nie, moontlik as gevolg van die feit dat hierdie toerusting nie deel is van die omvattende menslike hulpbron ontwikkelings strategieë nie. Dit is duidelik dat voorligters/afrigters/mentors die beskikbare motiverings- en leer teorieë geintegreerd, in samehang met die geskiktheid van die situasie en die spesifieke vooroordele van die individuele leerder moet aanwend ten einde maksimum effektiwiteit vanuit opvoedings-, opleidings- en ontwikkelings intervensies te verkry. Maar menslike hulpbron sisteme blyk minder geïntegreerd te wees. Die navorser kon nie die spreekwoordelike goue draad opspoor en volg vanaf werksontwerp tot en met diensverlating nie. Vanuit die literatuur is dit duidelik dat al die noodsaaklike funksies in menslike hulpbronbestuur in geïntegreerde sisteme ingesluit kan word ten einde meer effektiewe werknemers te hê. Die vaagheid van hierdie integrasie (soos gesien in die afwesigheid van byvoorbeeld werksontwerp en bestuurs-informasie in sommige modelle) vererger die huidige navorser se bekommernis rakende duidelike, definitiewe riglyne om kwaliteit voorligting, afrigting en mentorskap te voorsien. Voorligting, afrigting en mentorskap het definitief 'n plek in die menslike hulpbronsisteme en menslike hulpbronontwikkeling en veral prestasiebestuur, maar die ondersteuning en versterking is nie ooglopend nie. Dit is ook duidelik uit die literatuur dat voorligting, afrigting en mentorskap effektief aangewend kan word in menslike hulpbronontwikkeling, maar nie genoegsame bewyse is beskikbaar om die toepaslike gebruik van die hulpmiddele aan te dui nie. Dit is dus duidelik dat voorligters, afrigters, mentors en leerders in Suid Afrika nie volledige, praktiese geïntegreerde menslike hulpbronsisteme en programme het om maksimale ontwikkeling van die leerder te bewerkstellig nie. Dit word bewys deur die min gepubliseerde materiaal - vanaf die middel tagtigs tot die middel negentigs, waarna regstellende aksie, die vaardigheidsontwikkelings- en werknemergelykheids - wetgewing, werkgewers geforseer het om hernude ywer ten opsigte van ontwikkelingsprogramme te toon. Verder ook deur die land se swak vertonings ten opsigte van die voorsiening van genoegsame kwaliteit bestuurders nodig vir globale mededinging. Weens die gebrek van empiriese navorsing, maar uit gepubliseerde material, kan die navorser aflei dat: Voorligters, afrigters, mentors en leerders in Suid-Afrika nie besef oor watter vaardighede hul behoort te beskik nie; verskille in kulturele groepe die ontwikkeling belemmer van goeie verhoudinge spesifiek tussen afrigters en leerders en dat beginsels en riglyne wat die verhoudinge tussen voorligters, afrigters, mentors en leerders rig nie nagevors en versprei word in Suid-Afrika nie. Verder is daar onvoldoende prosesse om voorligting, afrigting en mentorskap duidelik met vaardighede, menslike hulpbronontwikkeling en menslikehulpbron prosesse te verbind en te integreer. Daar is egter genoegsame riglyne in oorsese publikasies om te verseker dat goed geïntegreerde voorligting-, afrigting- en mentorskapsprogramme opgestel kan word wat sal verseker dat voorligting, afrigting en mentorskap hul regmatige plek inneem in menslike hulpbronontwikkeling.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The concepts of performance management and coaching are of key importance to businesses globally. Various studies have been conducted on the link between the concept of performance management and coaching within business organisations, specifically where coaching seeks to align the activities and objectives of individuals to business objectives and goals. The purpose of this study was to further explore this relationship between these two processes and in so doing, explore the application of coaching skills as introduced for the first-line team supervisor leadership process. The study involved the direct participation of first-line team supervisors. A qualitative research design was used to answer the research question in order to explore the processes, patterns of behaviour and themes that emerged out of the coaching skills application process. The research findings gave an indication that the coaching process could play a critical role in the development of first-line team members as well as the first-line team supervisors’ leadership skills. The results indicated a rewarding process in both instances. It was evident that the modern first-line supervisor would want to be equipped with skills for understanding and managing the behavioural patterns of the people they lead, i.e. over and above the technical expertise required to perform in their jobs. The study further gave rise to a new dimension of approaching the team performance conversations where the first-line supervisors used the GROW model in conducting individual performance discussions. The GROW model improved understanding and acceptance of the process amongst the people reporting into their roles. The broader finding is that coaching can enable more collaborative teamwork and this may lead to improved conversations on performance and goal clarification for first-line production teams; specifically in clarifying goals, providing feedback, listening actively and following up on tasks to be carried out. Results and conclusions may be limited by the fact that the study was conducted in a single industry. Additional studies from a variety of industries with large numbers of participants would be helpful to fully understand the ways in which performance coaching skills and first-line team leadership development programmes can best be developed and deployed in organisational settings.