Original Research

Organisational training perspectives in a changing South Africa

F. W. Struwig, E. E. Smith, D. J.L. Venter
South African Journal of Economic and Management Sciences | Vol 6, No 3 | a3308 | DOI: https://doi.org/10.4102/sajems.v6i3.3308 | © 2019 F. W. Struwig, E. E. Smith, D. J.L. Venter | This work is licensed under CC Attribution 4.0
Submitted: 31 July 2019 | Published: 30 September 2003

About the author(s)

F. W. Struwig, Department of Business Management, Vista University, South Africa
E. E. Smith, Department of Business Management, Vista University, South Africa
D. J.L. Venter, Institute for Statistical Consultation and Methodology, University of Port Elizabeth, South Africa

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This article focuses on organisational training perspectives within a changing South African context. To achieve the aim of this research project, a literature study, including an Internet-based search, and empirical research were undertaken. During the empirical research, a self-administered questionnaire was sent to 365 training practitioners in order to investigate various training perspectives and its relationship with organisational change. Five null hypotheses are tested to investigate the relationship between training and change variables. The traditional role of training has become obsolete, because of organisational change. Training should be placed at the centre of human resources planning programmes and the strategic plans of the organisation. It is emphasised that actions should be taken to ensure that training programmes affect change and that trainees involved in the change process are effectively managed.


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