Managing Human Resources in South Africa: A Guide for Internationals

Grobler, Pieter Alexander; Warnich, Surette

doi:10.1300/j130v07n04_02

Cited by 28 publications

(52 citation statements)

References 6 publications

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“…On the other hand, off-the-job-training is the form of employees' training that is done away from the employees' actual working environment and can either be long-term or short-term. Examples of ISSN 2162-3058 2018 on-the-job -training techniques include lectures, seminars, vestibule training 2 and case study (Carrell et.al., 2000;Grobler, et al, 2002).The last step is where training program has to be evaluated and monitored to ensure that it meets the training objectives (Wognum, 2001;Noe, 2008;Grund & Martin, 2012).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Impact of Training on Employees’ Performance: The Case of Banking Sector in Lesotho

Motlokoa¹,

Sekantsi²,

Monyolo³

2018

IJHRS

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Human Resources Management literature regards training as the blood stream of any organization because the success of an organisation to achieve its objectives and goals heavily highly depends on its workforce. For this reason, organizations should invest in employees' training in an effort to enhance their performance and that of an organisation. Nonetheless, some organizations regard training as unnecessary expenditure and always cut training budgets in an effort to improve their financial standing to the detriment of their employees' welfare because that action incapacitate staff to adapt to the ever-changing working environment and uncertain conditions on account of, inter alia, rapid technological innovation and organizational change. This study employed stratified sampling technique to draw a sample of 171 employees from a population of 300 employees through self-administered questionnaire to examine the impact of training on employees' performance, employee's motivation and job-satisfaction in the banking sector in Lesotho. The findings of the study generally revealed that training not only increases employees' performance but also positively affects employees' motivation and job satisfaction within the banking sector in Lesotho. Therefore, the banking sector in Lesotho should regularly allocate resources for employees' training based on identified skill gaps to sharpen employees' skills, knowledge and abilities in order to capacitate them to cope with the ever-changing working environment and uncertain conditions and to improve their motivation and job-satisfaction.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Impact of Training on Employees’ Performance: The Case of Banking Sector in Lesotho

Motlokoa¹,

Sekantsi²,

Monyolo³

2018

IJHRS

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“…It is possible that cognitive job insecurity is lower as a result of employees working in a highly unionised environment and consequently thinking that they are protected against job loss. Grobler, Warnich, Carrell, Elbert and Hatfield (2002) found that one of the main reasons why individuals join trade unions is to ensure job security.…”

Section: Job Insecuritymentioning

confidence: 99%

The relationship between job insecurity and burnout

Tilakdharee

Ramidial

Parumasur

2010

SAJEMS

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Organisational survival has necessitated both more flexible practices (short-term contracts and outsourcing) and an effective workforce that is able to work continuously under immense pressure. While the former has raised feelings about job insecurity, the latter has resulted in burnout. This study aims to assess levels of job insecurity and burnout among 87 employees in a training and development environment, as well as the relationships between these two key dimensions and the impact of biographical variables. Data collected using the Job Insecurity Questionnaire (JIQ) and the Oldenburg Burnout Inventory (OLBI) reflects a significant relationship between these dimensions. The study provides recommendations for reducing their detrimental individual and organisational consequences. JEL J22

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“…Team building is important to build team cohesion (Grobler & Wärnich 2011). Failing this, a climate for distrust and miscommunication may be created.…”

Section: Project Team Identified With Roles and Responsibilities Agreedmentioning

confidence: 99%

Information technology project managers’ competencies: An analysis of performance and personal competencies

Marnewick¹,

Erasmus²,

Joseph³

2016

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Managing Human Resources in South Africa: A Guide for Internationals

Cited by 28 publications

References 6 publications

The Impact of Training on Employees’ Performance: The Case of Banking Sector in Lesotho

The Impact of Training on Employees’ Performance: The Case of Banking Sector in Lesotho

The relationship between job insecurity and burnout

Information technology project managers’ competencies: An analysis of performance and personal competencies

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