The core objective of this study was to explore the relationship between training method, the perceived effectiveness of workplace training and the three dimensions of organisational commitment namely, affective, normative and continuance commitment. The question that initiated the exploration was the role of learnerships in the workplace and whether or not they, as a different method of workplace training were perceived as effective training methods by learners and if this was related to the three types of organisational commitment, namely; affective, normative and continuance commitment. A quasi experimental methodology with a static group design was adopted. No randomisation or matching of groups utilised in this study took place. Questionnaires were sent out to the learnership trained (test group) and alternatively trained employees (control group) performing phlebotomy. The responses obtained were coded and run through SPSS v16. Descriptive statistics together with validity percentages were obtained. Group statistics were obtained. An Independent Samples t-test was run and Cohen’s size effect test was calculated. A Pearson’s Correlation Matrix was utilised to test the variance between perceived effectiveness of training and the three types of organisational commitment. Findings indicated that the learnership trained employees did perceive their training as more effective. The Pearson’s Correlation Matrix also indicated that a significant correlation was found between the perceived effectiveness of training and all three types of organisational commitment. However, learnership trained employees did not demonstrate higher levels of organisational commitment. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (MBA)--University of Stellenbosch, 2011. / Research has shown that a large percentage of projects do not deliver expected outcomes on schedule and within budget. Further many projects are cancelled before completion. One of the reasons provided is that project managers usually only focus on three technical elements of a project; namely performance, cost and time. Literature on this matter indicates that project managers tend to neglect an important aspect of the process namely the people dynamics. The manner in which people are treated becomes a critical success factor in the successful execution of projects. Further reasons for project failure include bad team selections, poor communication and poor leadership. These hindrances need to be addressed in order for the project to be a successful. Guidelines to address these issues are available; however, research suggests that it is not commonly implemented. The aim of this research is to investigate project teams in practice. Questionnaires were sent to project managers enquiring whether the suggested guidelines are applied and whether any other behavioural problems, which are not identified in the literature, exist. After compiling and analyzing the data from the returned questionnaires, solutions were investigated to address these problems. Finally, feedback and recommendations were provided to the respective project managers. 56 Pages.