In this study, the relationship between formal training opportunities and internal promotions in organizations was examined in order to support the value of organizations investing in employees through training opportunities, as training is often seen as an expense to be cut in difficult times. Differences between general and specific training topics on the impact of frequency of promotion in an organization were addressed, as well as assessing differences between employees and managers. Training allows for a more capable workforce and pool of employees to pull from when an organization needs to hire. Hiring from within can save time, money, and allow for a proven person-organization fit that hiring from the external workforce cannot provide. The archival data used in the study were from the National Organizations Survey, 1996-1997 which included organizations of all sizes and forms. The analyses produced mixed support for the hypotheses. Significant relationships were found between hours of formal training and frequency of promotions of employees, and between importance of training in promotions and frequency of promotions for managers. Multiple regressions revealed that the hypothesis predicting that increased hours of training focused on general skills would positively contribute to promotion rates was not supported for either employees or managers. Exploratory analyses were also conducted to further investigate training and promotion practices. Significant contributions to hours and importance of training in promotion were discovered for certain types of skills training for both the employee and manager groups. Comparison between the employee and manager groups across variables found significant differences in certain skill type training. Practical implications of the findings and future study considerations are discussed.

Although theory suggests the importance of the influence of selected human factors as antecedents to the efficiency of upstream supply chains, research findings of the actual influence human factors may have are lacking in evidence. This study examines its influence on the basis of a literature study as well as an empirical study in an attempt to find hard facts to its role in supply chain efficiency. Six different human factors were identified, based on opinions from key opinion leaders in this field of study and investigated its relevance by means of empirical research. Results suggest that the selected human factors that play a definite role in upstream supply chain efficiency are: individual’s principles, individual’s goals and company’s goals for the individual - common goals, personality, ability/trainability, general skills and training, and mutual trust and understanding. Findings presented interesting results that should influence the way management handles its human assets in the organisational environment. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

Although theory suggests the importance of the influence of selected human factors as antecedents to the efficiency of upstream supply chains, research findings of the actual influence human factors may have are lacking in evidence. This study examines its influence on the basis of a literature study as well as an empirical study in an attempt to find hard facts to its role in supply chain efficiency. Six different human factors were identified, based on opinions from key opinion leaders in this field of study and investigated its relevance by means of empirical research. Results suggest that the selected human factors that play a definite role in upstream supply chain efficiency are: individual’s principles, individual’s goals and company’s goals for the individual - common goals, personality, ability/trainability, general skills and training, and mutual trust and understanding. Findings presented interesting results that should influence the way management handles its human assets in the organisational environment. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.