The study examined strategies for improving productivity within the Central Transport Organization (CTO). This study was conducted in Gaborone at the Central Transport Organization (CTO) department in the Ministry of Works, Transport and Communication of Botswana. It was based on a probability sample of five CIQ workshops selected through a simple random sample design, with additional units purposively chosen namely, the Gaborone Regional workshop, Police and Pool vehicle workshops, Sebele and Franscistown Auto/Plant workshops. The sample was based on a target population of II 0 study elements comprising Senior, middle workshop managers, including the general staff. The CTO was established as a fully-fledged department in 1972 when the Public Works Department (PWD) was expanded to become the Ministry of Works Transport and Communication (MWTC). It was mandated to provide transport services to various government departments/ministries through its different divisions. The divisions are: Fleet, Mechanical, Supplies, Management Information Systems (MIS), Accounts and Administration. The Departments operate on a commercial basis and levies charges for services provided to all users. However, the organization has never been able to cope with the ever-growing demand for goods and services from its government sister agencies and other stakeholders. This challenge is increasingly compounded by a fast-growing economy, increased social activities and the HIV/AIDS epidemic. All these issues have created a need for the CTO to improve quality and productivity of its services to meet these customer demands. To achieve this end, the management of the organization will have to make a set of informed choices on strategies and measurement techniques to monitor and improve productivity levels. To measure productivity, an approach based on capital, labour productivity and human resource skill and capacity will be employed. Consequently, efficient and effective performance will be measured by, among others, the existence and the level of implementation of Performance Management Systems, a Performance Based Reward System, and Work Improvement Teams. Therefore, the methodology adopted will be comprehensively qualitative and analytically descriptive. In this case, both primary and secondary sources of data were employed. Structured data collection instruments were used to gauge perceptions on availability and accessibility of resources to support technical and management processes in their pursuit for excellent performance. The Republic Of Singapore has been acknowledged worldwide for the successful implementation of productivity initiatives. In this paper there will be substantial reference to the models used in Singapore as a· learning process and sharing of ideas from best practise. / Thesis (MBA) North-West University, Mafikeng Campus, 2005

The purpose of this study was to develop an integrated model for evaluating training and development initiatives used by the Botswana public service. To achieve this goal, the following actions were taken: A literature study was conducted to identify the scope and impact of an effective training and development initiative and its evaluation; A literature study was conducted to identify strategies for evaluating training and development initiatives. The theoretical study focused on effective training and development strategies and their evaluation and critical organisational factors that contribute to successful training evaluation; The findings from the literature study were integrated into a model for evaluating training and development initiatives to be used by the Botswana public service; and  This model was used as the basis for the development of a survey questionnaire to determine whether trainers, training managers and supervisors who were responsible for training and development in the public service agreed with the effective strategies for evaluating training and development developed in the study. The survey was conducted in ministries and departments in the south east district of Botswana, mainly in Gaborone, where ministries and government departments are located. The empirical results from the study showed that the majority of respondents’ training and development activities were not evaluated and that there is no link between training and development and performance management. In particular, disagreements were shown with regard to ten strategies and critical organisational factors. Evaluation of training and development in general, is an issue that organisations are challenged with on a daily basis. Lack of skills by trainers on how to evaluate training and development is one major contributing factor to this problem. An integrated and strategic approach towards the evaluation of training and development is required to effectively and constructively train and development employees according to strategic organisational goals, rather than according to individual trainee’s goals.