M.Phil. (Training Management) / Training can only be cost-effective and goal-orientated when it is .directed at the needs of the individual. Goal-orientated training is, however, dependant upon the trainers ability to provide for a model aimed at not only the needs of the individual, but which also caters for the specific work situation and the demands of the organisation. The study is therefore directed at the provision of a scientific model to determine and evaluate training needs. The literature study also places the emphasis on especially needs assessment, needs assessment processes and models. The assessment of needs is discussed as part of the systematic approach for training and the chief objective is formulated to provide the correct training for each individual with due cognisance to the knowledge and skills already attained and which will meet the requirements of the post he occupies or will occupy.

by Mak Ping See, Diana. / Bibliography: leaves 134-136 / Thesis (M.A.Ed.) -- Chinese University of Hong Kong, 1981

D.Phil. (Personal and Professional Leadership) / According to recent studies it is indicated that 84% of American companies are in the process of at least one change initiative and that 46% indicated that they were busy with three or more change initiatives. This tendency is a worldwide phenomenon. For organisations to survive and grow in this setting, their rate of learning has to be equal or greater than the rate of change in their environment. Within this context the need for relevant leadership becomes imperative. Empirical evidence would suggest that there is a strong link between leadership competencies and leadership performance. With this in mind a large mining company in South Africa took the root of identifying specific competencies that they would like to see developed in their leaders. The specific company gave direction with outcomes that had to be obtained:  to position the leaders that they could practice their leadership role effectively to meet immediate and future challenges; and  to do specific leadership training investment for the empowering of leadership in attaining greater organizational success. Taking the current research and organisational need into consideration the researcher set out in developing a model that group these competencies in five mainstream domains, Personal mastery and well being, fulfilling my functional role effectively, Achieving with people, Actualizing a sustainable and desirable future and Navigating the organisational landscape successfully. It is against this backdrop that the Professional Leadership Development Model took shape. The study is set up in different phases that will play out in the following manner:

M.B.A. / The intention of the study is to determine the effectiveness and efficiency of the training programmes run by the Training and Development section in the Office of the Auditor General (OAG). Entering into the 21st century in South Africa, training and development has emerged in business as the way to create employment and develop skills. Worldwide the economy is on a fast path of globalisation. Due to globalisation and the changes required in global markets, training and development is the driving force to meet the demand for technical staff and highly skilled workers to meet with economic challenges. The majority of the South African labour force requires new or significantly expanded skills to keep up with the demands of their jobs. This includes new technology, management, customer service and basic skills training. Through training, employees gain skills, abilities, knowledge and attitudes that help them perform effectively in present and future jobs. The literature examined the determination of training needs, developing training programmes, selection of trainees, training objectives, different training programmes, presentation of training, conditions for effective training, the training practitioner and the evaluation of training. The findings of the research have assessed the functional value of the training from literature; determined the attitudes of the participants in the training programmes; ascertained that the emotional needs of the participants have been met; determined that training and communication within the OAG is adequately managed and determined that training and customer service are sufficiently interfaced.

The research problem in this study was to identify what mentoring strategies organisations can use to facilitate the objectives of the Employment Equity Act (Act 55 of 1998). To achieve this objective a nine-phase theoretical model for organisational mentoring was presented. The presentation of the theoretical model consisted of the following three sub-processes: -The first consisted of a survey of literature related to the development of the Employment Equity Act (Act 55 of 1998) and the implications of the Act for organisations: The second comprised surveying the literature dealing specifically with the impact of mentoring programmes on career development, organisational success and career satisfaction, particularly in terms of employees from designated groups; The third surveyed the literature dealing with various mentoring strategies and models used by organisations for facilitating management development. The theoretical model served as a basis for drawing up a survey questionnaire to establish the extent to which individuals at different levels in the organisations agree with the theoretical model developed in the study. The survey questionnaire was sent to a random sample of individuals employed in the automobile industries of the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated a strong concurrence with the theoretical organisational mentoring model presented in the study. These results were included in the theoretical model, leading to the development of an integrated model for organisational mentoring. From the survey literature and the study it became evident that if organisations plan to introduce mentoring strategies that will contribute towards facilitating their employment equity objectives, it is necessary to ensure that a transformational culture exists. Many South African organisations are currently experiencing problems in recruiting, training and retaining individuals from designated groups. The introduction of a mentoring programme based on the integrated model for organisational mentoring cannot be considered as the sole strategy for alleviating these problems and for facilitating management development to achieve the objectives of the Employment Equity Act (Act 55 of 1998). However, when this programme is effectively managed and incorporated into the overall development programme of an organisation committed to transformation, the potential to ease these problems and achieve the objectives of the Employment Equity Act (Act 55 of 1998) is greatly enhanced.

Sanlam Sky is a division of the Sanlam Group focusing on the developing markets. The division plays an important role in employing previously disadvantaged people with little or no prior training and experience. Training is the methodical development of Knowledge, Skills and Attitude that is required by the employee to perform a given task on the job satisfactorily. The training department therefore has a key responsibility of providing effective training to the newly appointed and existing employees and can be viewed as an essential vehicle for company success. The study identified that investment is allocated for the training and development of employees over the past years at Sanlam Sky and the organisation has not measured the effectiveness of training prior to this study. The main purpose of this study was to determine if the training initiatives at Sanlam Sky are effective or not and then identify factors to improve effectiveness of training at Sanlam Sky. The study also addresses the question of “what are the assessment methods for measuring T&D effectiveness that exist in the literature?” The empirical study included the distribution of a self-administered questionnaire amongst operations and distribution staff. Data was collected from multiple sources including 88 respondents and triangulated with unstructured interview data sourced from the learning managers; this data was used to assess the effectiveness of training and develop strategies for improvement. The findings indicate that the training provided at Sanlam Sky is effective, however there are no clear guidelines on identifying training needs in the organisation. The study identified that there is no evaluation framework that is used at Sanlam Sky. The trainees are not given an opportunity to choose how they want their training to be facilitated. Hypothesis of the study was tested and finally the study offers recommendations to be implemented in improving the effectiveness of training.

The hypothesis was investigated that school training was more effective than on-the-job training. Of a sample of 349 male subjects, 217 received on-the-job training and 132 received school training. Data were collected and analyzed on tenure, performance, promotions, salary increases, and accidents. Training type had a significant positive correlation with tenure and accident occurrence at the .01 and .05 level, respectively, and a significant correlation with salary increase at the .05 level. A regression model using accident occurrence and salary increase yielded a prediction of training type significant at the .05 level. No difference was found between the two types of training, as measured by the study variables.

Employee training is designed to help ensure successful achievement of business goals. Training's expense encourages the investigation of behavioral changes. The present study evaluated behavioral changes that occurred as a result of a Business Process training course. A performance rating measure was designed to assess the behaviors addressed in the course. A group of 52 people took the training. Performance was measured using a pretest, and then posttest three months later. A control group of 52 people also responded to the performance measure twice, without training. A second control group of 52 took a posttest only. MANOVA results showed a significant difference between change scores at the .001 level, indicating that the training did change behavior. The control group posttest scores differed somewhat between the two control groups, indicating a possible pretest effect.

Within the restructuring agenda of post apartheid South Africa was the national educational agenda which included the upgrading and re-skilling of teachers. One of the programmes identified and developed nationally was National professional Diploma in Education (NPDE) to upgrade the teaching qualifications of under- qualified educators and later un-qualified educators. Within this programme, re-skilling of these educators was also targeted to assist the Department of Education to implement its new school curriculum. Many cohorts have graduated from this programme since the inception of the NPDE in 2002. It is now the time to ask the question “Did the NPDE make any impact in the lives of educators?” The study seeks to offer an understanding of an understanding of the programme within the rural context by asking the following questions: 1. Is the NPDE making any difference in the rural areas- what do graduates and schools in these contexts have to say? In this study, a tracer study of graduates in the Singane area (name created for this study) will be presented to teachers’ (NPDE graduates) experiences of the programme and its benefit to their personal and professional development? 2. Is the NPDE meeting the challenges of the systemic intervention- a curriculum analysis? This study also explores how both the curriculum design and context addressed the needs of the teachers in rural context like Singane. Through a curriculum analysis of the NPDE, the design and delivery are put under scrutiny to explore the relationship between the NPDE’s intentions and what actually. / Thesis (M.Ed.) - University of KwaZulu-Natal, Durban, 2009.

Thesis (Ed. D.)--Teachers College, Columbia University, 1986. / Typescript; issued also on microfilm. Dissertation Committee: William G. Anderson, JoAnn Jacullo-Noto. Bibliography: leaves 148-152.