Original Research
The interaction between training and change in South African organisations
South African Journal of Business Management | Vol 31, No 3 | a741 |
DOI: https://doi.org/10.4102/sajbm.v31i3.741
| © 2018 Miemie Struwig, Elroy Smith, Danie Venter
| This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 30 September 2000
Submitted: 12 October 2018 | Published: 30 September 2000
About the author(s)
Miemie Struwig, Department of Business Management, Vista University, South AfricaElroy Smith, Department of Business Management, Vista University, South Africa
Danie Venter, Institute for Statistical Consultation and Methodology, University of Port Elizabeth, South Africa
Full Text:
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This article outlines the results of a study which investigates the interaction between training and change in South African organisations. A literature study provides a theoretical foundation which explains the nature of the interaction between training an change in the organisation. An empirical survey was conducted, using a self-administered questionnaire which was sent to 365 training practitioners to test six null-hypotheses. To prove the stated hypotheses, specific statistical methods, such as analysis of variance and correlation coefficients, are used. The results showed highly significant relationships between training and organisational change variables (one of the null-hypotheses was rejected). The results indicated that management should use training to facilitate change in the organisation. This, however, requires a shift in emphasis regarding the traditional role of training in the organisation. Training should be placed at the centre of human resources practices and the strategic plans of the organisation.
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