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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. |
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