n Management Dynamics : Journal of the Southern African Institute for Management Scientists - The modification, elaboration and empirical evaluation of the Burger learning potential structural model
|Article Title||The modification, elaboration and empirical evaluation of the Burger learning potential structural model|
|© Publisher:||Southern African Institute for Management Scientists (SAIMS)|
|Journal||Management Dynamics : Journal of the Southern African Institute for Management Scientists|
|Affiliations||1 Stellenbosch University and 2 Stellenbosch University|
|Publication Date||Jan 2015|
|Pages||2 - 34|
Apartheid policies and practices left South Africa with a serious skills shortage across most industries and an under-representation of Black South Africans in the formal economy. These problems are fundamentally due to the problem that knowledge, skills and abilities are not uniformly distributed across all races. Historically, but unfortunately still to some degree today, previously disadvantaged South Africans had less access to skills development and educational opportunities than their White counterparts. This knowledge inequality has to be addressed with great urgency. Affirmative action development initiatives should form part of the solution. A need therefore exists to identify the individuals who would gain maximum benefit from such affirmative action skills development opportunities and to create the conditions that would optimise learning performance. To achieve this, an understanding is required of the complex nomological network of latent variables that determine learning performance. Burger (2012) elaborated on a learning potential structural model proposed by De Goede (2007) that he based on the work of Taylor (1994). The primary objective of this study was to expand on Burger's (2012) learning potential structural model in order to gain a deeper understanding of the complexity underlying learning performance. The structural model was found to fit the data closely. The practical implications of the learning potential structural model for Human Resources Management and organisations are discussed. Suggestions for future research are made by indicating how the model can be further developed. The limitations of the study are also considered.
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