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n Journal of Public Administration - Management training and development - a case study of the Greater Tubatse Local Municipality

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Abstract

The pre-1994 education and training was premised on the policy of separate development which prevented the majority of the African people from accessing relevant human resources training and development opportunities. The post-1994 training and development landscape, which aims at accelerating and empowering the previously disadvantaged in South Africa, have assumed priority since the adoption of a constitutional democracy. This is also relevant at the Local Government Sphere which constitutes the coalface of service delivery which requires a realisation of the development agenda by individuals and households. Data collection, analysis and interpretation in this paper are undertaken through analysis of official documents, semi-structured interviews as well as structured questionnaires administered to the management cadre within the Greater Tubatse Local Municipality. The purpose of this paper is to describe opportunities created to motivate employees to use the workplace as an active learning environment to acquire new skills; and to understand the financial support and investment in training and development. Findings of the paper indicate, inter alia, that the majority of respondents disagree that opportunities are created to motivate employees to use the workplace as an active learning environment to acquire new skills, and that the majority of respondents within the municipality are not aware of the financial support and investment in training and development of municipal officials.

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/content/jpad/49/1/EJC153627
2014-03-01
2016-12-02
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