Abstract
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.
Highlights
The accelerating rate of change is producing a business world in which customary managerial habits in organisations are becoming increasingly inadequate
Harrison (I 998: 33) and Kram linger ( 1998: 44) contend that trainers need a modemday approach to introduce a new framework for coping with rapid organisational change and that training can play a pivotal role in helping to shape and communicate change messages
A theoretical perspective of the interaction between training and change in the organisation In analysing the literature on change management, three topics continually came to the forefront: organisational development, the learning organisation (Dawson, 1992: 209 and Hendry, Johnson & Newton, 1994: 230) and transformational leadership (Bowditch & Buono, 1994: 235 and Hersey, Blanchard & Johnson, 1996: 521)
Summary
The accelerating rate of change is producing a business world in which customary managerial habits in organisations are becoming increasingly inadequate. A theoretical perspective of the interaction between training and change in the organisation In analysing the literature on change management, three topics continually came to the forefront: organisational development (see for example Larwood, 1984: 450 and Robbins, 1996: 736), the learning organisation (Dawson, 1992: 209 and Hendry, Johnson & Newton, 1994: 230) and transformational leadership (Bowditch & Buono, 1994: 235 and Hersey, Blanchard & Johnson, 1996: 521). Fulfilling leadership roles (Kuchinke, 1999: 16) This 1mphes that for transformational leadership to be effective, the training programme needs to take into account the social influences on trainees and their disposition. Various training programmes can be designed to increase skills relevant to managerial effectiveness and advancement, and conceptual and interpersonal skills Both Dawson (1994: 64) and Lievegoed (1991: 42) concur that increasing emphasis is being placed on the need for continuous training to support change.
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