The primary objective of this study is to generate pathways to understanding Human Resources Development (HRD) by developing a tool which enables and enhances a shared and common understanding of HRD in South Africa (SA). To achieve this objective, this research explores the nature and importance of HRD and articulates and aggregates these thoughts and practices into a tool which facilitates an understanding of HRD with the overarching aim of improving HRD thoughts and practices in South Africa. While there is substantial international and local literature on HRD, the existing body of research on the nature and importance of HRD in South Africa is skeletal. National HRD concepts and practices are fragmented, and are as diverse as the number of stakeholders and partners that it serves. In addition, theory-building in HRD is disconnected and removed from practice. In order to address this problem, a qualitative, interpretive, theory-building social constructionist research strategy was embarked upon. The research strategy was executed in an iterative, cyclical manner, using theoretical sampling and content analysis rigorously executed within a coding paradigm informed by open, axial and selective coding techniques with local and international literature and informal reviews as the units of analysis. Qualitative and quantitative findings of the South African Qualifications Authority ground-breaking, world-first longitudinal study was analyzed and used to find relevance and corroborate the international literature available on HRD. Informal reviews were conducted with 7 human resources (HR) practitioners and 54 internationally-based HR colleagues of the researcher in order to ensure as appropriate a degree of integration between theory and practice as was possible. This process culminated in the most significant contribution of this research, which is a tool consisting of six pathways, that facilitates an understanding of the nature and importance of HRD in South Africa. The development of the tool enabled the articulation and aggregation of a thorough and coherent description, explanation and representation of HRD. The research highlights the need for HRD scholars and practitioners to channel their energies and effort on all the catalytic aspects of organizational life, namely uniqueness, social complexity, knowledge, and path dependency, by acquiring critical insight into the profound value of HRD which will allow the realization and sustainability of competitive advantage in a rich and dynamic global economy.

M.Com. (Economics) / Please refer to full text to view abstract

Globalisation has a significant impact on human resources management policies and procedures in the public service. The driving forces of globalisation have affected human resources management in a variety of ways, for example, the impact of technology demands different skills and competencies from public officials. Globalisation is defined as “the process whereby the world’s people become increasingly interconnected in all facets of their lives, culturally, economically, politically, technologically and environmentally” (Streeten, 2001:169). Kirkbride (2001:14) states that globalisation is the integration of business activities across geographical and organisation boundaries. It is the freedom to conceive, design, produce, buy, distribute and sell products and services in a manner which offers maximum benefit to the organisation without regard to the consequences for individual geographical location or organisational units. This research examines the impact of globalisation on human resources management policies and procedures in the South African public service. The main problem is that the current training and development in the South African public service do not take due cognisance of globalisation to equip public officials to interact internationally effectively and efficiently. An inability exists to adapt to the changing strategic public human resources management needs from an international perspective. The problem of lack of knowledge and understanding by public officials of globalisation results in an inability to manage and execute international human resources management trends. There is a needed skill for achieving, maintaining, enhancing and implementing cutting-edge human resources management theories and practices for globally competitive human resources management. Usually, employees are not expected to work at tasks for which they received no training. In this context, it is necessary to note that with limited training public 7 officials are often placed in positions of having to muddle through as best they can without fully understanding of what is expected of them. Enhanced and continuous training can equip them with skills and knowledge that would create an organisation that is focused on outputs and performance rather than hierarchical control of procedures and processes towards reaching goals and objectives. Once the human resources in an organisation have been properly trained and motivated, they can be utilised effectively and efficiently to perform their tasks with dedication, competence and in the spirit of the Batho Pele principles. The main function of human resources management is to manage the acquisition, training, utilisation and maintenance of a sufficient number of competent personnel responsible for community-oriented service delivery. If training is neglected, then the nature of service delivery will be poor (du Toit & van der Walt, 1991:15). The management and utilisation of human resources in a globalised setting poses a particular challenge. Van Dyk, Nel & Loedolff (1992:15) defines training as the systematic process of changing the behaviour and attitudes of people in a certain direction in order to attain the organisation’s objectives. The changing nature of public service delivery has contributed to certain inadequacies in the public service and since governments are collaborating at a global level for improved service delivery, the public service is obliged to co-operate effectively and efficiently at an international level. In order to achieve this successfully, public officials need to possess relevant and applicable skills. The objectives of the study are to determine the impact of the globalisation process on the training and development of public human resources management policies and to understand how public human resources departments in selected state departments in the South African public service are adapting to the dynamic change in the field of public human resources management. The main finding of the research indicates that the aspect of training is a key element in improving the globalisation of public human resources management. 8 Training and development are essential to ensure that the South African public service is competent to perform effectively and efficiently in the global arena. Employees need to possess the necessary skills to function at an international level. The specific purposes of training are to communicate information that is applicable to practical situations. It is expected after training, for public officials to be able to demonstrate changes in the behaviour or performance that contribute to their abilities to deal skilfully without broader global problems. This, in turn, will have a positive impact on public service delivery.

D.Com. / Please refer to full text to view abstract

Thesis in Afrikaans, with Afrikaans and English summaries / Daar bestaan geen twyfel nie dat vir 'n onderneming om suksesvol te wees, deeglik opgestelde en strategies beplande ondernemingsdoelwitte onontbeerlik is. Hierbenewens moet die missie van die onderneming duidelik uitgespel wees. Die rede vir die voorgenoemde vereistes is dat die politieke, wetlike, sosiale en kulturele omgewings waarbinne die moderne onderneming horn bevind, die huidige bestuursvraagstukke en probleme kompliseer. Vir mannekragbestuur in die besonder, is daar sekere faktore soos die gebrek aan geskoolde mannekrag en die vooruitgang op tegnologiese gebied, wat 'n belangrike rol in die besluitnemingsprosesse speel. Dit is dus belangrik dat alle besluitneming en beplanning ondersteun moet word met professioneel ontwikkelde strategiese mannekragbestuursfunksies wat op 'n sinvolle wyse in die praktyk deur die onderneming toegepas kan word. Alle mannekragbestuursprogramme-, aktiwiteite en -stelsels moet dus so ontwikkel word dat aan die vereistes en beperkinge van die onderneming asook sy eksterne omgewing voldoen word. Die bestaande teoretiese beginsels en modelle ten opsigte van strategiese mannekragbestuur is in diepte ontleed, waarop 'n empiriese studie gevolg het om vas te stel in watter mate strategiese mannekragbestuur in vervaardigingsondernemings in die Pretoria/Witwatersrand/Vereeniging/KwaNdebele-streek bedryf word. Uit die ondersoek het verskeie insiggewende bevindinge na vore getree soos onder meer die gebrek aan deeglike strategiese mannekragbeplanning en voorsiening asook strategiese mannekragopleiding en ontwikkeling. Dit het dus duidelik na vore gekom dat die strategiese mannekragbestuursbenadering nog nie ten volle gevestig is nie, en daar 'n behoefte bestaan vir die daarstelling van die nodige riglyne in die verband. 'n Model is vervolgens ontwikkel wat in hierdie behoefte sal voorsien. There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region. / There is no doubt that, for an enterprise to be successful, soundly formulated and strategically planned goals are essential. In addition, the mission of the enterprise must be clearly defined. The reason for these requirements is that the political, legal, social and cultural environments in which the modern enterprise operates, complicate existing management difficulties and problems. Particularly in regard to human resource management, there are certain factors like the shortage of skilled manpower and technological progress, which play an important role in the decisionmaking process. It is important therefore that all decision making and planning must be supported by professionally developed strategic human resource management functions which can be meaningfully applied in practice by the enterprise. All human resource management programmes, activities and systems must therefore be so designed that they conform with the needs and constraints of the enterprise, as well as with its external environment. The existing theoretical principles and models relating to strategic human resource management, have been analysed in depth and was followed by an empirical study to determine to what extent strategic human resource management was being applied in manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/ KwaNdebele region. / Business Management / D. Com. (Bedryfsekonomie)

Thesis (MPA.) -- University of Limpopo, 2002 / Refer to document

Since the publication of the White Paper on energy Policy of 1998, South Africa has taken off on a new trajectory of sustainability. The South African government have identified that the renewable energy sector will play a critical role in advancing and improving the energy sector. They envisage that the sector will contribute to the development of a green economy and the creation of meaningful employment for all South Africans. With the renewable energy sector of South Africa being dependent on skills, many of which are pertinent for the success of the sector, sufficient skilled workers are required to provide a service to the growing sector. Upon engaging with individuals employed in the sector and embarking on the research it became apparent that there was a lack of a talent management framework for the sector. Talent management represents a means for companies to develop and sustain talent pipelines thereby creating a competitive advantage. Globally executives across the employment spectrum admit that they have challenges in building a strong talent pipeline. The South African Renewable Energy Sector (SARES) is not exempt from this reality, where it has been well documented that South Africa is struggling with a skills shortage. This makes it difficult to grow and develop a fledgling sector. The purpose of this treatise was to evaluate the need for a talent management framework for the South African Renewable Energy Sector. To evaluate this, a literature review was performed on concepts relating to the development of a talent management framework specifically for the sector. These concepts or independent variables were, engineering skills, competence, knowledge worker, policies supporting RE development as well as training and development. The talent management framework relied on ring fencing the study around the knowledge worker, by correlating the definition of an engineer to that of a knowledge worker. The results show that despite the proclamation made by the South African government that South Africa is geared to supply the skills required for SARES. The research found a need for educational institutes to produce more knowledge workers. The results of this research study showed that despite the low positive correlation between the five independent variables, being, engineering skills, competence, knowledge worker, policies supporting RE development they would still provide those responsible for recruitment and talent management with a platform to be able to develop a working talent management strategy. There is a need for the development of a suitable talent management framework, which would allow the sector to manage elements of talent management such as recruitment and retention of knowledge workers. The proposed talent management framework can be used to assist in consolidating the present recruitment practises as well as being used to develop a talent management strategy for the sector.

Thesis (MPA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Education and training under apartheid can at best be described as fragmented and unequal along racial lines. The consequence of the decades of human resource neglect resulted in the virtual destruction of human resource potential, with devastating effects for social and economic development. At the organisational level witness to this has been the lack of career paths offered to workers and the debilitating effect on worker motivation and general productivity. In response to this state of affairs the South African government introduced a number of innovative laws aimed at reversing this downward spiral: The Skills Development Act, 1998 and the related legislation have as their single objective the establishment of a more enabling and responsive human resource environment. This will amount to the rebuilding of the South African workforce within organisations through the introduction of new sets of human resource processes, policies and principles. This study compares the activities of the Pioneer Foods Group with those of the Drakenstein Municipality in relation to the skills development regulatory framework and the subsequent obligations it places on organisations to establish new human resource practices. The study goes further and seeks to establish whether there is a causal link between the processes of skills development and Organisational Development (00). The study concludes that there is a definitive link between the skills development regulatory framework and 00. The two processes are regarded as mutually supportive, leading to the achievement of individual and organisational end goals. / AFRIKAANSE OPSOMMING: Opvoeding en opleiding onder die Apartheidsregering kan beskryf word as gefragmenteerd, ongelyk en geskoei op ras. Die gevolge van dekades van menslike hulpbron vernalting het geweldige en verreikkende ekonomiese en sosiale implikasies tot gevolg gehad. 'n Nadere blik op die vlak van organisasies dui aan dat vir werkers geen beroeps vooruitsigte was nie met die gevolg dat die motiverings vlak en veral produktiwiteit ontsettend laag was. Die respons vanaf die Suid Afrikaaanse regering was die bekendmaking van 'n reeks innoverende wetgewing gemik om die afwaartste kurwe te stop. Die Vaardigheids Ontwikkeling Wet, 1998 en die ander meegaande wette het as primêre doelwit die daarskep van "n meer verantwoordelike menslike hulpbron klimaat. Dit het ten doel die heropbou van die Suid Afrikaanse mense deur die bekendmaking van "n stel menslike hulpbron prosessese, beleid en beginsels. Hierdie studie fokus en vergelyk die vaardigheidsontwikkeling aktiwiteite van die Pioneers Voedsel Groep met die van die Drakenstein Munisipaliteit. Die studie gaan verder deur vas stel of daar n definitiewe verband is tussen die prossese van vaardigheidsontwikkeling en die van organisasie ontwikkeling. Die slotsom is die volgende: dat daar 'n definitiewe verbintenis is tussen vaardigheidsontwikkeling en organisasie ontwikkeling. Die twee prossese steun op mekaar deurdat beide ten doel het 'n verbeterde organisasie en individu, soos hulle strewe na die bereiking van doelwitte.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the researcher has been employed at the mine, according to history as well as according to the demands of the financial situation. Consequently, human resources shortages have been corrected by external labour which is often more expensive than internal labour. During the annual budgeting period when top management applies pressure to cut costs, the operations budget is easy to defend. With the help of Excel spreadsheets or maintenance management systems, maintenance managers can present strong arguments for not cutting the operations budget. Budget deficits are then easily corrected by means of negative adjustments to the human resources budget. This research will explore the issue of whether a tool exists to calculate the human resources budget scientifically. A target was set to develop a tool or model for human resources budgeting or to investigate whether such a tool does not already exist. A literature survey was done to determine world best practices regarding the calculation of human resources budgeting. The literature studied guided the researcher to a computerised maintenance management system (CMMS) and it was found that Sishen already has one of the best (SAP) in place. Sishen even has a process (Routine Work Management or RWM) in place which helps to get all maintenance information into SAP to make the necessary information available for effective maintenance. It was further found that SAP, which has been used by the mine for several years, can already provide the human resources requirements for any future period. The RWM process which helps to get information in and out of SAP has been in use for some time already. Unfortunately the process was poorly executed and the information is not reliable. This statement is supported by the internal (Kirstein, 2006) and external (Aurea, 2006) audits done at the mine during 2006. The external audit was done by Aurco (2006). The author concluded that Sishen has a tool but not a strategy to utilise RWM successfully. One of the reasons why RWM was poorly executed was the fact that there is a lack of support from the people in the workplace. These individuals claim that they were not consulted when RWM was introduced at the mine and as a result they did not buy in. A proper change management process was not followed and the employees suspected that RWM was implemented to play policeman or to measure how much spare time they have and reduce the workforce accordingly, as in the case of the Prometheus project. Consequently they admit to manipulating RWM's measured outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to manipulate and perceived it as a farce by many of the participants, A decision was taken to use the Kotter change management process to run a project to get RWM to the required level. Kotter's eight steps for successful large-scale change can be utilised with great success to achieve the required changes. After a brainstorming session and from the recommendations of the two audits a list of ideas was compiled. These ideas should help to get RWM to a level where human resources requirements can be drawn from SAP for any period in the future. Although the research was aimed at getting human resources budgeting from SAP, it will also have other advantages. The ratio between planned and unplanned maintenance will be better because RWM will ensure better maintenance / AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn, gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag. Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting. Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets bestaan nie. 'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die toekoms se mannekragbehoeftes kan bepaal. Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik nie. Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek. Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het, dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik gemanipuleer kan word en dat baie dit as 'n klug beskou. Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige veranderingsbestuur toe te pas. 'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die toekoms vanuit SAP verkry kan word. Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding en gevolglik beter beskikbaarheid gaan verseker.

Thesis (PhD)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The end of apartheid, April 1994 brought the dawn of a new era and the integration of the seven armed forces into the South Afiican National Defence Force. For the first time in the history of South Afiica, former enemies are not only colleagues, but work together to guard the sovereignty of the state and defend the country against foreign invasion. The eradication of discriminatory policies and practices established an environment conducive to the implementation of affirmative action and equal employment opportunities. It also instituted special training and development programmes to accommodate historically disadvantaged employees. The effectiveness of these programmes will determine the extent to which disadvantaged employees will contribute to increased productivity and the effectiveness of the South Afiican National Defence Force. Organisational transformation needs to be externally and internally visible. On 27 April 1994, the South Afiican National Defence Force started a process of change and some of the changes soon affected were m: • language policy, including the use of English as the official medium of communication; • appointing a Secretary of Defence as the accounting officer; • organisational culture, structure and design; and • uniform and rank insignia. This research (1994 to 2001), however, found that the South Afiican National Defence Force is still grappling with the challenge of being productive amist the impediments created by the integration of seven former enemy forces. In addition, the former South Afiican Defence Force entered into the amalgamation as two groups, one with a long history of military experience, the other allowed into the former force much later, still subject to various discriminatory constraints. The dissertation focuses on human resource variables to find solutions. Productivity is defined as the input of resources (material, capital, technological and human) and the output of greater qualitative and quantitative consumable goods and services. It improves the factors of production and benefits all stakeholders (government, entrepreneurs, management and employees). Increased productivity is achieved by a motivated workforce, whose competencies, abilities, skills and advanced technology are used to increase performance. However also, management needs to capitalise on employees' competencies, skills and abilities to optimally utilise them and appoint the most competent employees to the most appropriate positions. Management also needs to accept responsibility for achieving increased productivity and reaching organisational goals and objectives since they manage, command and control organisational resources. The South African National Defence Force can achieve increased productivity by the optimal utilisation of its resources. It now has sophisticated armament, equipment and technology. The South African National Defence Force however also needs competent and professional employees to maximise the use of existing armament, equipment and technology. The diverse workforce should be trained, developed, motivated and optimally utilised to increase their performance and enhance productivity. Professional leaders and managers are needed to manage the resources of the South African National Defence Force during the transformation period and the twenty-first century. Effective leadership results in effective human resource management, which is needed to manage, motivate, train and develop the diverse workforce to be effective, creative and productive, and to achieve increased performance and productivity. This will enable the South African National Defence Force to accomplish increased productivity and to exceed the military professionalism of the former South African Defence Force. / AFRIKAANSE OPSOMMING: Die einde van apartheid, April 1994 was die begin van 'n nuwe era en die integrasie van die sewe magte het gelei tot die totstandkoming van die Suid-Afrikaanse Nasionale Weermag. Vir die eerste keer in die Suid-Afiikaanse geskiedenis is die voormalige vyande nie net kollegas nie, maar mede-beskermers van die soewereiniteit van die staat, en hulle beskerm die Republiek van Suid-Afrika teen enige vreemde inval of bedreiging teen die land. Die afskaffing van diskrimenerende beleid en gebruike het 'n omgewing geskep vir die implementering van regstellende aksie en gelyke werksgeleenthede. Dit het ook spesiale opleiding en ontwikkelingsprogramme ingestel om die histories benadeelde werkers te akkommodeer. Die effektiwiteit van hierdie programme sal bepaal tot watter mate die benadeelde werkers sal bydra tot verhoogde produktiwiteit en effektiwiteit van die Suid-Afrikaanse Nasionale Weermag. Die bewyse van organisatoriese transformasie moet ekstern en intern sigbaar wees. Die Suid-Afrikaanse Nasionale Weermag het reeds begin met die proses van verandering op 27 April 1994, en die veranderinge wat gou aangebring is, was in: • kommunikasietaal en die aanvaarding van Engels as voertaal; • die aanstel van 'n Sekretaris van Verdediging as rekenpligtige beampte; • organisatoriese kultuur en strukture; en • uniform en ranginsignia. Hierdie navorsing (1994 tot 2001) het egter gevind dat die Suid-Afrikaanse Nasionale Weermag steeds worstel met die uitdaging van produktiwiteit te midde van die hindernisse wat uit die integrasie van sewe voormalige vyandelike magte onstaan het. Daarbenewens het die voormalige Suid-Afrikaanse Weermag die samesmelting ingegaan as twee groepe, een met 'n lang geskiedenis van militere ondervinding, die ander veel later toegelaat tot die voormalige mag en steeds onderwerp aan verskeie diskriminerende beperkinge. Die proefskrif fokus op menslike hulpbron veranderlikes om oplossings te kry. Produktiwiteit word gedefinieer as die inset van hulpbronne (materiaal, kapitaal, tegnologie en menslik) en die uitset van beter kwalitatiewe en kwantitatiewe produkte en dienste. Produktiwiteit verbeter die faktore van produksie en bevoordeel alle rolspelers (die staat, bestuurders and werkers). Verhoogde produktiwiteit kan slegs verkry word deur 'n gemotiveerde werksmag, wat hul vaardighede en gevorderde tegnologie gebruik om uitset te verhoog. Om verhoogde produktiwiteit te bereik moet bestuurders kapitaliseer op werkers se vaardighede en hulle optimaal benut. As gevolg van die feit dat leiers en bestuurders organisatoriese bronne bestuur, beheer en kontroleer, aanvaar hulle ook verantwoordelikheid vir die behaling van verhoogde produktiwiteit en organisatoriese doelwitte. Die Suid-Afikaanse Nasionale Weermag kan verhoogde produktiwiteit bereik deur die optimale benutting van hulpbronne. Die Suid-Afrikaanse Nasionale Weermag beskik oor nuwe wapentuig, toerusting en tegnologie. Die Suid-Afikaanse Nasionale Weermag benodig egter ook professionele werkers om die huidige wapentuig en tegnologie ten volle te benut. Daarom moet die veelsydige werksmag opgelei, ontwikkel, gemotiveer en optimaal benut word sodat hulle produktiwiteit kan verhoog. Professionele leiers en bestuurders word daadwerklik benodig om die hulpbronne van die Suid-Afikaanse Nasionale Weermag gedurende die transformasieproses en die een-en-twintigste eeu te bestuur. Effektiewe leierskap het effektiewe menlike hulpbronstuur tot gevolg wat benodig word om 'n veelsydige werksmag te bestuur, motiveer en ontwikkel, sodat hulle effektief, kreaktief en produktief kan wees. Die veelsydige werksmag kan bydra tot verhoogde produktiwiteit en kan die militere professionalisme van die vorige Suid- Afiikaanse Weermag oortref.