http://hdl.handle.net/123456789/380 2026-04-13T12:22:25Z http://hdl.handle.net/123456789/1067 The effectivenss of HRD Programmes with regard to Service Delivery Implementation in LPDW Report 2013-14 Limpopo Department of Public Works ABSTRACT The study aims at ascertaining if HRD Programmes implemented in LDPW have any influence on service delivery improvement. The study employed a quantitative research methodology complemented by desktop study in reviewing previous performance related reports. The stratified-random sampling strategy was employed to draw the planned sample of 160 participants. Our quantitative research findings are based on 50 completed questionnaires that were returned. Research findings revealed that the department does not have a conducive work environment. As such it hinders the transfer of learnt knowledge to actual work, and performance improvement. There is lack of management support to intervention programmes implemented in the department. This trend cascades down to First Line Managers or Supervisors at the coal face. Managers are not actively involved in the training and development of their supervisees. There is lack of consultation, openness and transparency in the implementation of capacity building programmes in the department. Nominations of course participants are often imposed by Head Office Human Resource Directorate. Human Resource Development does not implement the best practice initiatives like pre and post course evaluation. HRD does not determine return on investment (ROI) on courses and training attended. This problem is exacerbated by first line managers’ back stand and quite approach on issues pertaining to training and development. It is recommended that a piece meal approach to training be replaced by a systematic approach to effect training model. This model integrates training activities to other strategic management functions. It is coherent in approach to training whereby all stakeholders participate actively in training and development. It is the responsibility of founders of a company or senior leadership in the case of a government department to form an organisational culture espoused by the articulation of vision, mission and core values. The creation of a conducive work environment where all employees feel belonging of the department. This corporate culture will positively influence the transfer of learned knowledge and skills to actual work and allow all employees to perform to their full potential. This move will effect performance improvement. Limitations were encountered during data gathering phase as some of participants were unwilling to complete the questionnaires as such few questionnaires were returned than expected. The study could not arrive at the valid consistent results as the variables within the environmental factors contaminated the whole study enquiry. In other words, the department should put its house in order before any investigation of any kind can be conducted on HRD Programmes to arrive at valid objective findings. 2014-06-25T00:00:00Z http://hdl.handle.net/123456789/1048 IDIP Evaluation Report 2012/13 Limpopo Department of Public Works IDIP is a government service delivery improvement programme introduced in the department with the aim of putting into place best practise project managment initiatives envisaged to turnaround building infrastructure delivery in the province. 2014-05-13T00:00:00Z http://hdl.handle.net/123456789/647 Services Evaluation Report Limpopo Department of Public Works Service Delivery Improvement Unit conducted the following surveys during 2008/09 financial year namely: Client surveys with consultants, open interview with contractors, and focus group interview with government departments. The purpose of the surveys was to gather information about departmental core function directorates’ performance. The surveys were spread over the four quarters of the financial year under review. The findings show that the department is not doing well in core function directorates with the exception of Maintenance & EPWP. There are many factors contributing to these deficiencies. Some of the problems are viz: understaffing, staff low morale, and many more. These problems are manifested in the predominant departmental management style. There is no team work, directorates just do their own things and do not care about the interrelationship and dependencies between processes. There are many things happening in the department many employees not aware of. Majority of employees are kept in the dark about decisions taken at strategic level. Information sharing is not promoted. The departmental website contains obsolete information about the department. Most employees do not know how to access information in departmental intranet and websites. Management should urgently do something to remedy the situation. Firstly soft issues should be addressed before hard processes are attended. People management should play pivotal role in this predicament. The implementation of job evaluation by the department is a bold step in the right direction. If it is implemented effectively it will cut out some of problems associated to internal soft issues; should it be maintained it will yield positive results in the long term. Problems within hard processes namely; business processes, strategy, structure and systems could be dealt with through strategic planning sessions. 2012-10-19T00:00:00Z