Addressing South Africa's engineering skills gaps

Hall, Jonathan; Sandelands, Eric

doi:10.1108/00400910910960759

Cited by 9 publications

(9 citation statements)

References 3 publications

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“…On the drivers for implementation of SDA, the study is in agreement with the findings of Hall & Sandelands (2009). It was revealed that attracting and developing young talent, and incorporating an integrated approach to bridging the skills gap were the most dominant measures.…”

Section: Page61supporting

confidence: 85%

Implementation of Skill Development Act in the South African Construction Industry

Aigbavboa¹,

A²,

Mpho³

2016

SJSCEO

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The study examined level of implementation and achievement of Skill Development Act 97 of 1998 (SDA) goals with a view to reducing skill shortage in the construction industry. Using quantitative approach, questionnaires were administered on stakeholders concerned with skill development in the construction industry. Mean Item Score (MIS) was used for analysis and ranking of identified variables. There are certain barriers to the implementation of SDA such as finance and low employer participation but if effectively implemented, it will improve performance of construction projects through skill development of the workforce. The objectives of SDA are currently partially achieved and there is a need to increase public awareness of the importance of skill training. This study has explored the drivers and barriers to the implementation of SDA and level of achievement of its goals. It will be useful for Sector Education and Training Authority (SETA), Construction Education and Training Authorities (CETAs) as well as other stakeholders in realising the goals of SDA, thereby improving performance and productivity of construction projects.

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Section: Page61supporting

confidence: 85%

Implementation of Skill Development Act in the South African Construction Industry

Aigbavboa¹,

A²,

Mpho³

2016

SJSCEO

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“…Yassa (2014) therefore suggested an integration of the education system with workplace capacity development initiatives. Studies in the South African construction industry report similar results in the areas of property development graduates (Othman, 2014), construction project management education programmes (Rwelamila, 2007), and artisans, supervisors and skilled instructors (Hall and Sandelands, 2009). In Zambia Muya et al (2006) found poor 219 Sustainable human capacity development quality and shortage of construction craft skills and suggest that as the development agenda for Sub-Sahara Africa gains momentum, attention needs to re-focus on effective and sustainable human resource development (HRD) strategies for the construction sector in the region.…”

Section: The Roles and Responsibilities For Construction Learningmentioning

confidence: 84%

“…Construction work is physical, carried out under uncomfortable and unsafe environments (the 3Dsdirty, difficult and dangerous), low wage regimes, job insecurity, and lack of career progression paths (Hall and Sandelands, 2009;Kikwasi, 2011;WEF, 2016). To counter this, construction organisations individually and collaboratively need to confront the image problem with a robust campaign to promote the industry as the "preferred employer" by improving wages comparable to other sectors, offering opportunities for career progression, training, role models, greater diffusion of technology, marketing strategies that focus on specific groups such as women and young people (Hall and Sandelands, 2009;WEF, 2016). Horwitz (2013) found that organisations tend to have strategies for attracting needed skills without concomitant strategies for retaining them and suggests firm-level strategies which include: developing a WL culture; providing skills development opportunities; allowing flexible employment practices; developing a reward and benefit system; ensuring employment equity; implementing effective talent management schemes; and possibly re-employing older, retired highly skilled and experienced people in training, mentoring and coaching roles.…”

Section: Sasbe 53mentioning

confidence: 99%

Sustainable human capacity development in the African built environment

Ene

Goulding

John

2016

SASBE

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Purpose A growing recognition that human capital is a more critical factor than physical capital in wealth creation has led to the drive for individuals, organisations, industries and societies to become knowledge producing entities. Africa’s growing population, high rate of urbanisation and demand for sustainable infrastructure development have highlighted the need for human capacity development (HCD). However, studies indicate that the supply systems for learning which African construction organisations rely on are weak and immature generating wide spread reports of skills shortages, skills mismatches, skill deficiencies and concomitant high unemployment. This paper forms the prologue in a wider research aimed at developing a workforce capability optimising model for construction firms and the purpose of this paper is to review literature relating to HCD to highlight needs and to explore the applicability of emerging workforce development (WD) approaches in project-based construction workplaces. Design/methodology/approach Literature review, limited to peer reviewed academic publications in English from 2000 to 2016. Findings Much of the literature reviewed focus on educational aspects and consequently basic entry skills into the construction workforce. Workplace learning (WL), though acknowledged, is not given much attention. However, life-long learning, WL and self-directed learning have taken on greater significance because of the transient nature of knowledge in the Knowledge Age. WD practices of construction firms in Africa range from non-existent to average particularly at intermediate skills levels. Originality/value The paper makes a case for improved WD systems applicable to the African construction workplace and introduces elements of a proposed capability optimising framework that supports sustained effective learning environments and learners. Significantly, the model will incorporate HCD for intermediate skills and learning at the project level of the organisation.

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“…South Africa has a very high unemployment rate, which is currently established to be 23.9% (Statistics South Africa, 2012), and one would expect that organisations would be enthusiastically recruiting employees. However, this is not the case, due to limited skills available, employee mobility and the pending retirement of Baby Boomers (Hall & Sandelands, 2009;Masibigiri & Nienaber, 2011). Talent management has the potential to be the reason for an organisation demise or the reason for its continuous success.…”

Section: Contribution To the Fieldmentioning

confidence: 99%

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Smit

Stanz

Bussin

2015

SA j. hum. resour. manag.

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Orientation: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation.Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support.Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management.Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations.Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found.Practical/managerial implications: Organisations should design their reward packages by taking employees preferences into account. More specifically, organisations should focus on remuneration, performance management and development opportunities in order to retain scarce skills.Contribution/value additions: The results of the study can assist managers to design effective retention strategies, whilst also providing crucial information for the retention and motivation of employees.

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Addressing South Africa's engineering skills gaps

Cited by 9 publications

References 3 publications

Implementation of Skill Development Act in the South African Construction Industry

Implementation of Skill Development Act in the South African Construction Industry

Sustainable human capacity development in the African built environment

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

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