Questions have been raised by organisations such as the South African Department of Education regarding the value of the investment made towards employees in respect of the implementation of a workplace skills plan in their organisations. A further question pertains to the levels of competencies of human resource officials, who are often saddled with the responsibility of implementing a workplace skills plan in their organisation. In this article, we focus on the role of strategic human resource management across the implementation of a workplace skills plan throughout the twenty-first century to improve the performance of organisations in developing countries. The recent advances in the structure of organisations demand robust employee development, especially regarding role players who are involved in the implementation of a workplace skills plan for the improved performance of their organisations. We conducted and investigated a quantitative analysis of an existing structure for development and implementation of a workplace skills plan in the Limpopo Department of Education with regard to its adoption and performance. A total of 75 managers were sampled through probability sampling based on data gathered from the Limpopo Department of Education which indicated a population size of 1 019 managers. In the study, we provide insights for organisations into implementing a workplace skills plan in public sectors, identifies bottlenecks encountered in the process of implementation, and propose strategies that can be employed to overcome relevant challenges.
The aim of this chapter is to determine the key success factors for implementing a workplace skills plan (WSP). To obtain perspectives of department managers on the key success factors for implementation of a WSP in the Limpopo Department of Education, a quantitative research approach was used. A probability sample of 75 managers was selected. The sample was composed comprise 51% women and 49% men. Of the sample, 74% of the participating managers were members of the skills development committee. The study revealed various key success factors for WSP implementation that were determined by managers, which included aspects of information gathering to inform a WSP, aspects of skills auditing, aspects of compiling and submitting a WSP, aspects of implementing, monitoring, and evaluating a WSP, and aspects of reporting on an implemented WSP. The chapter provides insights for organisations in implementing a WSP according to the determined key success factors, identifies obstacles that may hinder the implementation, and recommends strategies that can be implemented.
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