On-the-job training, the inculcation and development of skills of employees
at the workplace, is a sine qua non for increased productivity and morale.
These latter attendant attributes are the bedrock of the broader human
resource management strategy, to enable municipalities to improve governance
systems. The government has created an enabling environment through the
enactment of legislations such as the Skills Development Act, 1998 (Act 97 of
1998) and the White Paper on Public Service Training and Education (Notice
422 of 1997) amongst others, to ensure that municipalities are able to realise this
mandate. The ultimate objective is to establish a clear vision and policy framework
to guide the introduction and implementation of new policies, procedures and
legislation aimed at transforming public service training and education into a
dynamic, needs-based and pro-active instrument. Against this background, the
role of the training department of the municipality becomes central in enabling the
council to counteract employee poor performance levels and poor service delivery
by the municipality. This article employs the case study approach at the Emfuleni
Local Municipality (ELM), as well as literature review on training and postulates
that sustainable human resource management in public service institutions and the
ELM in particular, are inextricably linked with the capacity of the municipality to
provide on-the-job training to its employees. This is a basic requirement to enable
a municipality to provide effective and efficient service delivery.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:tut/oai:encore.tut.ac.za:d1001175 |
| Date | January 2010 |
| Creators | Mampane, PM, Ababio, EP |
| Publisher | Journal of Public Administration |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | |
| Rights | Journal of Public Administration |
| Relation | South African Journal of Public Management |
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