‘The Corporate University’ Training And Learning

K Pillay,Danie Wijnbeek

doi:10.4102/sajhrm.v4i2.93

K Pillay, Danie Wijnbeek

Open Access

https://doi.org/10.4102/sajhrm.v4i2.93

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Abstract

The training and development of employees in the airline industry usually take place within a decentralized structure and may result in fragmented and costly initiatives. To improve the current practice a corporate university (CU) model to be implemented in the airline is proposed. For the purpose of the study qualitative interviews were held, human documents were studied and participant observation and the views of employees of the South African airline industry were sought regarding training in general and CUs in particular. The study revealed support for the CU concept because it would encourage continuous learning at all levels in the organisation and would place emphasis on both employee and organisational needs.

Highlights

South Africa suffers from a severe skills shortage
Various training and development strategies have been developed in an attempt to address these problems. This is reflected in the White Paper on Education and Training (1995) which resulted in the establishment of the South African Qualifications Authority (SAQA) and the National Qualifications Framework (NQF)
Utilising what has become known as the corporate university has the potential to ensure that organisations will provide effective training and development for their employees in a continuous learning context

Summary

Introduction

South Africa suffers from a severe skills shortage. There are various reasons for this state of affairs such as deficient education and training systems, as well as a high level of emigration of skilled personnel (see Corrigan, 2003). Training strategies outside the corporate universit y are t ypically used to implement plans based on proven theories about how people learn, and training models are often developed in terms of understanding their effectiveness and actual outcomes (usually pertaining to something being learned) These are evident in models that have made groundbreaking inroads into the field of human resources in general and training and development in particular. It may be defined as a “formal entity associated with an organisation that is chartered with providing employees with the skills and understanding they need to help the organisation achieve its business objectives in both the short and the long term It is more broadly and strategically focused than a traditional training and development function, with a direct connection to achieving the organisation’s goals” (Global Learning Resources, Inc, 2005).

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