RELATIONSHIP BETWEEN SKILLS DEVELOPMENT, EMPLOYEE MOTIVATION AND ORGANISATIONAL PERFORMANCE IN SOUTH AFRICAN ORGANISATION

Abstract

The enormous skills shortage in South Africa has a negative impact on the country’s competitiveness. Since the advent of democracy in 1994, various regimes have tried to deal with these inheritance of the oppressive state of affairs; namely, the serious shortage of skills affecting the larger section of the country’s population. The aftermath of apartheid has an adverse negative effect on a healthy economic performance of the country. The predominant aim of this research is to establish the differences between a motivated workforce and job satisfaction as well as to establish the conditions of employment levels of the different workforce groupings. The second objective of the study is to assess the relationship between the three variables stated namely, motivation and job satisfaction, organisational climate and the effectiveness of training; and the third objective was to establish whether the results of training can predict employee motivation, job satisfaction and perception of organisational conditions. The findings demonstration that meaningful differences exist between the levels of 1) motivation/job satisfaction and organisational climate of employees of skilled/semi-skilled groups and 2) qualification levels. The study also shows that a well-trained workforce tends to be at a higher motivational level and have an improved perception about their organisational climate than those who received less or no training at all. In conclusion, the two predominant variables of this research (namely, motivation/job satisfaction and organisational climate) are both influenced by skilled/semi-skilled groups as well as the amount of training received. The findings also reveal major direct relationships between the constructs of motivation/job satisfaction, organisational climate and effectiveness of training.

Keywords

• Skills development,corporate (organisational) performance,country competitiveness

Kaynakça

1. Papa, S.D. (2010). Corporate identity for te young fuller figure woman. ETD. Cape Penensula. Cooper, D.R. & Schindler, P.S. (2000). Business Research Methods. 7th Edition. Boston: McGraw-Hill Irwin. Emory, C.W. & Cooper, D.R. (1991). Business research methods. 4th Edition. Homewood, IL: Irwin. Ensor, K. (1997). Reforming health care in the Republic of Kazakstan. Wiliey on line library. International Journal of Health Planning and Management/Volume12, issue 3. Farr, J.I. & Middlebrooks, C. (1990). Enhancing motivation to participate in professional development. In Willis, S.L. & Dubin, S.S. (Eds.). Maintaining professional competence: 195-213. San Francisco: Jossey-Bass. Fuller, J. & Farrington, J. (1999). From Training to Performance Improvement. Navigating the Transition. San Francisco: Jossey-Bass. Gutek, B., Larwood, L. & Stromberg, A. (1986). "Women at Work." Pp. 217-234 in International Review of Industrial and Organisational Psychology, edited by C. L. Cooper & I. Robertson. New York: Wiley. Horwitz, F.M. & Franklin, E. (1996). Labour market flexibility in South Africa: researching recent developments. South African Journal of Labour Relations, 20(1), 3-40. Hough, J. & Neuland, E. (2013). Strategic Management and the use of information and communication technologies by selected South African and American students. Khoza, R. (1994). The need for an Afrocentric management approach. In P. Christie, R. Lessem, L. Mbigi (Eds). African Management. Randburg: Knowledge Resources. Koopman, A. (1994). Transcultural management - in search of pragmatic humanism. In P. Christie, R. Lessem, L. Mbigi (Eds). African Management. Randburg: Knowledge Resources. Lawler, E. E., Hall, D. T. & Oldham, G. R. (1974). Organisational climate: Relationship to organisational structure, process and performance. Organisational Behavior & Human Performance, 11(1), 139-155. Luthans, F., Baack, D. & Taylor, L. (1987). Organisational commitment: Analysis of antecedents. Human Relations, 40(4), 219-236. Madi, P. 1993. Affirmative action in corporate South Africa. Kenwyn: Juta. Mbigi, L. & Maree, J. (1995). Ubuntu: The Spirit of African Transformation Management, Knowledge Resources (PTY) Ltd. Mpofu M. & Hlatywayo C.K. (2015). Training and development as a tool for improving basic service delivery; Journal of Economics Finance and Administrative Science, 20, 133–136. Ndedi, A. (2015). Work Life Balance and Happiness in the Workplace. LAP Lambert Academic Publishing. (February 5, 2015) Newton, T.G. & Keenan, A. (1983). Is work involvement an attribute of the person or the environment? Journal of Occupational Behavior, 4, 169-178. Coetzee M, Engelbercht, L. (2019). How employability attributes media the link between knowledge workers’ career adaptation concerns and their self-perceived employability. SAGE Journals. Psychological reports. RSA The department of labour, (2009). Challenges, analysis of working environment, strengths & way forward inclusive of work in progress on improvement of labour centre. Robbins, S.P. (1998). Organisational Behaviour Concepts, Controversies, Applications. International Edition. 8th Edition. Prentice-Hall International: New Jersey. Robbins, S. & Decenzo. A. (2018). Fundamentals of Management essentials concepts and applications. Prentice Hall, Inc. Sayer, A. (1992). Methods in Social Science. A realist approach. London: Routledge. Shaughnessy, J. J, and Zechmeister, E. B. (1997) Research Methods in Psychology. 4th ed. 30 (2):125-128. New York: McGraw-Hill Toulson, P. & Smith, M. (1994). The relationship between organisational climate and employee perception of personnel management practices. Public Personnel Management, 23 (3): 453-468. Van Rensburg, P (2004). Style characterristics and the cross-section of JSC returns-Sabinet. Wood, G. & Sella, R. (2000). Making human resource development work: a case study on internal training within the Eastern Cape textile industry, South Africa. Human Resource Development International, 3(4), 451-464.