An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

Mdhlalose, Dickson

doi:10.4236/jhrss.2020.81004

Cited by 10 publications

(8 citation statements)

References 18 publications

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“…The findings agree with Mdhlalose's (2020) conclusions that organizations should improve mentorship programs to guarantee that their staff can stay up with the current advances in order to survive the harsh competition. In this day and age of fast social and political change, appeals for school reform may be heard all around the world.…”

Section: Resultssupporting

confidence: 86%

Human Resource Management Practices and Job Satisfaction: Basis for Development of a Teacher Retention Framework

Mondejar

Asio²

2022

IJMABER

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The objective of this research paper is to examine the association between Human Resource Management (HRM) practices and teachers' Job Satisfaction (JS) of private academic institutions in Olongapo City, Philippines. The investigators used a descriptive-correlation research design among 170 conveniently chosen respondents. The study used an adopted and modified research instrument wherein the gathered data underwent descriptive and inferential analysis. The study revealed that private academic institutions practice recruitment and selection processes, evaluate employee performance, provide training and development, appropriate compensation, career planning opportunities, and employee safety, health, and welfare. Furthermore, respondents were satisfied with their supervisors, coworkers, working conditions, compensation and responsibilities; job itself, advancement, security, and recognition. Inferential analysis revealed that the association between HRM practices and job satisfaction is highly significant. The investigators used human resources management practices and job satisfaction to develop a teacher retention framework based on these results.

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Section: Resultssupporting

confidence: 86%

Human Resource Management Practices and Job Satisfaction: Basis for Development of a Teacher Retention Framework

Mondejar

Asio²

2022

IJMABER

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“…Furthermore, the model exhibited that a unit increase in performance and rewards management would lead to lead to .145 increase in Organizational Performance and a unit increase in Employee Welfare would lead to .191 increase in Organizational Performance at the Zambia National Assembly. Mdhlalose (2020) [34] also found that Training and Development has a positive impact on the overall. In a study on SHRM practices and organizational performance, Gituma and Beyene (2018) [22] , found that performance appraisal positively influence performance.…”

Section: Regression Results For Shrm and Organisational Performancementioning

confidence: 98%

Strategic human resource management practices and organisational performance: A case of the Zambia national assembly of Zambia

Phiri,

Mutono-Mwanza

et al. 2024

IJMRGE

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The premise of HRM practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For HRM to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. SHRM is an approach that defines how the organisation's goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. SHRM's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between SHRM practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of SHRM practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analysed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all HRM practices and organisational performance at the National Assembly of Zambia. However, it was revealed that organisation and resourcing had a negative and weak, positive impact on organisational performance, respectively. Learning and development, performance and reward management and employee welfare had a significant impact on organisational performance. The study therefore concluded that SHRM practices have significant impacts on performance of the Zambia National Assembly. The study recommended the need for institutional transparency, employee engagement and access to information by employees. The study also recommended that the Zambia National Assembly should also have a deliberate policy on continuous professional development as well as a succession plan policy.

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“…This was shown by an average mean score of 3.57 in the descriptive statistics on the impact of learning and development. Mdhlalose (2020) conducted a study with the aim of evaluating the impact of Training and Development on organisational performance. Among the findings of the study, it was found that employee's performance increases after completing a training programme.…”

Section: Findings On the Impact Of Learning And Developmentmentioning

confidence: 99%

“…Therefore, it was concluded that the aspect of learning and development among strategic human resource management practices at the National Assembly had a positive impact on organisational performance. Mdhlalose (2020), in a study conducted to evaluate the impact of training and development on organisational performance, found that training and development had a positive impact on the overall performance of the workforce within the department that was under study.…”

Section: Findings On the Impact Of Learning And Developmentmentioning

confidence: 99%

Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia

Phiri¹,

Phiri²

2022

OJBM

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The premise of human resource management practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For human resource management to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. Strategic human resource management is an approach that defines how the organisation's goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. Strategic Human Resource Management's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between strategic human resource management practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of strategic human resource management practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analyzed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all human resource management practices

show abstract

An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

Cited by 10 publications

References 18 publications

Human Resource Management Practices and Job Satisfaction: Basis for Development of a Teacher Retention Framework

Human Resource Management Practices and Job Satisfaction: Basis for Development of a Teacher Retention Framework

Strategic human resource management practices and organisational performance: A case of the Zambia national assembly of Zambia

Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia

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