SECTION A: GENERAL DETAILS

STUDENT AND STUDY DETAILS

Student number Title Ms

First name/s

Surname
Current Programme (e.g. Bachelor of Commerce Honours in Human Resource Management
SCMH)
An exploration into the perceptions of employees regarding training
Title/topic of research and development and organisational performance at the
Department of Education in KZN.

Registration date DD/MM/YYYY

Region

Work

Home

Contact details Cell

Email-
personal
Email-
student
Date submitted DD/MM/YYYY

SUPERVISOR DETAILS
Supervisor title, name and
surname
Contact number

Email address

Qualification

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 Table of Contents
1. Introduction.................................................................................................3
2. Research Context: Background................................................................3
3. Research Problem......................................................................................4
4. The Aim of the Study..................................................................................5
5. Research Objectives...................................................................................5
6. Research Questions...................................................................................6
7. Justification of the Study...........................................................................6
8. Literature Review........................................................................................6
9. Research Methodology............................................................................10
10. Ethical Considerations...........................................................................14
11. Proposed Timetable and Turn Around Agreement..............................15
12. Bibliography............................................................................................17

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1. Introduction
Organizations under enormous pressure to maintain a competitive advantage
and attain peak performance in today's quickly changing work environment.
Employee training and development is a critical aspect that has a substantial
impact on an organization's success. Training and development programs that
are effective serve a critical role in improving employees' skills, knowledge,
and competencies, influencing organizational performance and effectiveness.
The purpose of this study is to investigate employee perceptions of training
and development and their relationship to organizational performance at the
Department of KwaZulu-Natal (KZN) Education in South Africa.

A well-designed and implemented training program not only promotes

individual growth and career advancement, but it also has the potential to
provide multiple organizational benefits. Recent empirical research suggests
that such programs improve productivity, minimize turnover, raise work
satisfaction, and improve overall performance (DeRue et al., 2015).
Neglecting employee development, on the other hand, might result in lower
morale, inefficiencies, and decreased organizational effectiveness (Harrison
et al., 2020; Song & Nyambe, 2018).

Understanding employee opinions of training and development activities is

critical since the Department of KZN Education plays a critical role in shaping
South Africa's future through providing quality education. It is critical to get
insights into how employees perceive existing training programs and their
perceived influence on their professional advancement and the overall
performance of the firm.

2. Research Context: Background

Organizations are increasingly understanding the vital role of training and
development in driving employee performance, productivity, and
organizational success in today's business context. Investing in employees'
professional development and skill sets has become critical strategy for
maintaining a competitive edge (DeRue et al., 2015). In South Africa, the
Department of KwaZulu-Natal (KZN) Education is a critical agency in charge

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of providing quality education to the nation's youth. As a result, in order to
face the difficulties provided by a fast evolving educational landscape, the
Department must prioritize ongoing learning and development of its own
personnel.

According to recent research, the success of training and development

programs is heavily influenced by employees' opinions and attitudes about
them (Gilliland & Halvorsen-Ganepola, 2016). Positive perceptions of training
programs lead to enhanced employee engagement, motivation, and learning
results. Negative views, on the other hand, might lead to disengagement and
poor knowledge retention.

Given the dynamic nature of the education sector and the ever-changing
expectations placed on its employees, it is critical to evaluate employee
impressions of existing training and development efforts at the Department of
KZN Education. Understanding their viewpoints can provide useful insights
into the present programs' strengths and flaws, as well as areas for
improvement to better connect training efforts with employee needs and
organizational objectives.

The purpose of this study is to investigate employee perceptions of training

and development and their impact on organizational performance in the
Department of KZN Education. This study seeks to contribute to evidence-
based decision-making, optimize the design of training programs, and build a
culture of continuous learning and development inside the business by getting
thorough insights into employees' perspectives.

3. Research Problem
The research problem addressed in this study is to evaluate employee
perceptions of training and development and their impact on organizational
performance within the Department of Education in KwaZulu-Natal (KZN),
South Africa. Organizations acknowledge the importance of staff development
in attaining long-term success and keeping competitive in today's dynamic
and competitive business scene. Initiatives for employee training and

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development have developed as critical tactics for improving employees'
skills, knowledge, and competences. The effectiveness of these initiatives,
however, is greatly dependent on how employees perceive and participate
with them.

Since the Department of KZN Education is so important in creating South

Africa's future via education, it is critical to understand how staff see training
and development activities in this context. The study aims to uncover
strengths, problems, and potential areas for improvement in existing training
programs by investigating their attitudes and perspectives.

The qualitative research method will be used in the study to acquire complete
insights into employees' perceptions. The research findings will inform
decision-makers at the Department of KZN Education about the success of
their training and development programs, as well as provide evidence-based
recommendations for improving program effectiveness.

This research aims to contribute valuable knowledge to the field of human

resource development and organizational performance by focusing on a
critical governmental institution like the Department of KZN Education and
examining recent data, thereby facilitating improvements in workforce training
and ultimately benefiting the education sector and South African society as a
whole.

4. The Aim of the Study

The study's goal is to investigate employee perceptions of training and
development and their impact on organizational performance at the
Department of Education in KwaZulu-Natal (KZN), South Africa.

5. Research Objectives
1. To assess employees' perceptions of the Department of Education in
KwaZulu-Natal (KZN)'s present training and development initiatives.
2. To determine the elements influencing employees' views toward
organizational training and development programs.

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3. To investigate the perceived influence of training and development on staff
performance, motivation, and job satisfaction at the KZN Education
Department.

6. Research Questions
1. How do staff view the effectiveness and relevance of the Department of
KZN Education's existing training and development programs?

2. What factors influence employees' views toward participation in training and

development activities, such as organizational support, individual motivation,
and program content?

3. How do employees at the Department of KZN Education assess the impact

of training and development on their job performance, motivation, and overall
job satisfaction?

7. Justification of the Study

The study's justification is that it has the ability to provide useful insights into
employee perceptions of training and development within the Department of
KwaZulu-Natal (KZN) Education and its impact on organizational
performance. Understanding employee viewpoints on training efforts is critical
because the department plays a critical role in defining South Africa's
educational landscape. This study's findings will provide evidence-based
recommendations for optimizing training programs, aligning them with
employee requirements, and improving organizational performance.

8. Literature Review
8.1 Introduction
This literature review investigates employee perceptions of training and
development and their impact on organizational performance at the
Department of Education in KwaZulu-Natal (KZN). The goal of this review is to
get a better knowledge of the existing body of literature on the subject, identify
gaps for future research, and describe the theoretical underpinnings that

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underlie the current work. To guarantee relevance and accuracy, the review
will cite contemporary material published within the last five years.

8.2 Training and Development in an Organizational Context

Training and development are critical in improving employees' knowledge,
skills, and talents, ultimately contributing to an organization's overall success.
Effective training programs, as proved by Mabaso et al. (2018), have a
favourable impact on employee motivation, job satisfaction, and performance.
However, difficulties in aligning training activities with corporate objectives, as
well as limited resources, may stymie desired results (Adeyemi & Ogunleye,
2017).

8.3 Employee Perceptions of Training and Development

Employee perceptions of training and development are critical in assessing
program efficacy. Employees who regard training opportunities as relevant
and valuable, according to Ntshangase and Brijlall (2019), are more likely to
actively participate and utilize the acquired information in their roles. Negative
impressions, on the other hand, such as time constraints or a lack of obvious
professional development, may lead to disengagement and lower enthusiasm
for training (Pillay & Ramabodu, 2017).

8.4 Organizational Performance

Organizational performance is a comprehensive notion that includes several
variables such as production, efficiency, financial success, and employee
satisfaction. Several studies have found a correlation between successful
training and development programs and improved organizational performance
(Tengeh et al., 2018). Employees with current skills and knowledge, for
example, are better suited to tackle organizational issues, leading to
enhanced performance outcomes (Adeyeye et al., 2020).

8.5 Theoretical Foundations

Social Exchange Theory and Human Capital Theory guide this literature
assessment. According to Social Exchange Theory, employees regard
training and development as an investment by the organization in their well-

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being and career advancement, which results in a reciprocation in the form of
improved motivation and commitment (Blau, 1964). Employees are significant
assets to a business, according to Human Capital Theory, and investing in
their development improves their skills and competencies, which in turn
improves organizational performance (Becker, 1964).

8.5.1 Employee Perception and Training Needs Assessment

According to Moloi and Mahasa (2019), conducting a thorough training needs
assessment aligned with employees' career goals and organizational
objectives can significantly improve training program effectiveness and ensure
positive employee perceptions.

8.5.2 Leadership Development and Training Efficiency

Leadership commitment and support are essential variables in the success of
training and development projects. According to Kim and Beehr (2019), strong
leadership support is favourably associated to employee perceptions of
training efficacy and contributes to higher organizational performance.

8.5.3 Company Culture and Employee Development

Rugimbana and Mwakapenda (2020) investigated the impact of company
culture on employee perceptions of training and development. They
discovered that fostering a culture of learning and growth creates good
perceptions of training programs and encourages employee involvement.

8.5.4 Employee Empowerment's Impact on Training Outcomes

Employees who are empowered to manage their own learning and
development have a more favourable opinion of training programs (Naidoo &
Mthimkhulu, 2019). Employees that are empowered are more likely to take
advantage of training opportunities and utilize their expertise to help the
organization.

8.5.5 Employee Job Satisfaction and Training

Training and development have a substantial impact on employee job
satisfaction. According to Dube and Madera (2021), employees who received

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proper training reported higher levels of job satisfaction, which resulted in
enhanced productivity and dedication.

8.5.6 Transfer and Application of Training in the Workplace

The amount to which employees apply their training knowledge and abilities to
their job activities is referred to as training transfer. Blume, Ford, Baldwin, and
Huang (2010) discovered that a supportive work environment, which includes
managerial support and peer encouragement, improves training transfer and
has a positive impact on employee views of training efficacy.

8.5.7 E-Learning's Effectiveness in Training Programs

E-Learning has grown in popularity as an effective training approach.
According to Owusu-Acheaw and Larson (2019), well-designed e-learning
programs enhance employee views of training and development, resulting in
increased organizational performance.

8.5.8 Evaluating the Effectiveness of Training

The success of training programs must be evaluated in order to discover gaps
and improve future initiatives. Implementing a comprehensive evaluation
methodology, according to Kuvaas (2018), helps improve employee
impressions of training and assure alignment with company goals.

8.5.9 Diversity and Inclusion in Training and Development

Recognizing diversity and fostering inclusion in training programs are critical
for a well-rounded learning experience. Sujon and Parvin (2018) found that
inclusive training environments led to more positive employee impressions
and build an equal workplace culture.

8.5.10 Implementing Training Programs: Difficulties

Gong and Zhang (2022) investigated the challenges that organizations
confront when implementing training programs. Identifying and addressing
these issues is crucial to maintaining favourable employee views and
maximizing the impact of training on organizational performance.

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8.5.11 Feedback's Role in Training and Development
Feedback is an essential component of good training programs. According to
Raazi, Chang, and Mohammadi (2019), delivering timely and constructive
feedback improves employee views of training, resulting in higher information
retention and implementation in the workplace.

8.6 Conclusion
This literature review investigated employee perceptions of training and
development and their implications for organizational success at the
Department of KZN Education. We have underlined the necessity of effective
training programs, the impact of employee perceptions, and the possibility for
improving organizational performance through human capital investment by
relying on diverse studies. Furthermore, the detected inadequacies point to
the necessity for a more targeted and up-to-date analysis in this particular
setting. The following section will detail the research methods used to fill
these gaps and add to the current body of knowledge.

9. Research Methodology
9.1 Research Philosophy
A research philosophy, according to Research Methodology (2019), is a set of
principles that guide the gathering, evaluation, and application of evidence
about a topic. The interpretivism research philosophy will be employed in this
investigation. This perspective stresses how humans vary from natural events
in that they provide meaning to the world. Interviews and observations will be
conducted. The goal of interpretivist research is to create new, more accurate
representations of social situations and conditions (Saunders et al. 2019). In
this study, interpretivism will be used to blend the diverse points of view and
research objectives of the participants in order to elicit information about the
participants' true reality from the interviews.

9.2 Research Methodology

A research technique is a data collection, analysis, and interpretation process
that develops from broad hypotheses to more particular approaches. It is
determined by the nature of the research challenge (Chetty, 2016).

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The two types of research processes are inductive and deductive. Deductive
reasoning strives to analyze an existing theory, whereas inductive reasoning
seeks to generate a hypothesis (Streefkerk, 2019). This is the main distinction
between the two schools of thought. In contrast, deductive thinking
progresses from specific facts to broad generalizations (Streefkerk, 2019).

In qualitative research, the inductive approach is used before attempting to

derive conclusions from data (Statics Solution, 2022). The purpose is to
construct a theory based on the evidence gathered. Researchers develop
hypotheses first, then collect data to see if these assumptions are validated by
empirical evidence (Statics Solution, 2022).

The inductive app approach will be employed in this study since theories will
be formed based on the collected data. This is due to the fact that there is
little to no modern theory regarding employee views of training and
development and organizational success.

9.3 Target Population

According to Taherdoost (2016), the initial stage of the sampling technique is
to appropriately identify the target population.

The intended participant sample for the study will be twelve South African
Post Office employees. According to Taherdoost (2016), sampling is "the
process of selecting a sample from a given sampling frame or the entire
population."

Taherdoost (2016: 20) claims that sampling can be utilized to draw

conclusions about a population or an existing assumption. This is primarily
due to the sample approach.

 Probability Sampling

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Probability sampling is used to collect data, which "means that each item in
the population has an equal chance of being included in the sample"
(Taherdoost, 2016).

 Simple Random- Using a basic random sample, each instance in the

population has an equal probability of being included in the sample
(Taherdoost, 2016).

 Stratified Random- Factors such as "business size, gender, or

occupation" may be used in the stratified random approach to produce
these divides. According to Taherdoost (2016), stratified sampling occurs
when the population is divided into strata (or subgroups), and "stratified
sampling occurs when a random sampling is selected from each group."

 Cluster sampling- The practice of categorizing or clustering an entire

population is known as cluster sampling. To construct the final sample, a
random sample is taken from each of these clusters (Taherdoost, 2016).

 Systematic Sampling- The advantage of systematic sampling is its

simplicity. Taherdoost (2016) defines it as "the selection of every nth case
following a random start."

 Multistage Sampling- Taherdoost (2016) describes "multistage sampling"

as a method for moving from a large to a small sample.

 Non-probability Sampling
Non-probability sampling was used in this qualitative investigation.

 Quota Sampling-Taherdoost (2016) describes quota sampling as a non-

random sampling strategy in which participants are selected based on
stated attributes in order to ensure that the entire sample has the same
feature distribution as the broader population.

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 Snowball Sampling- "Snowball sampling," according to Taherdoost
(2016), "is a non-random sampling technique that uses a few cases to
help persuade more cases to participate in the study, thereby expanding
the sample size."

 Judgment Sampling- Taherdoost (2016) defines judgment sampling as the

deliberate selection of specific locations, individuals, or events to offer
substantial information that would not be obtained through alternate
alternatives.

Convenience sampling is the process of selecting participants who can be

readily and frequently reached. Using convenience sampling, researchers can
overcome a number of challenges (Taherdoost, 2016:22).In this study,
convenience sampling will be used since it enables for the collection of
thorough feedback from a range of perspectives. Employee perceptions of
training and development, as well as organizational performance, will be
questioned by KZN Department of Education personnel.

9.4 Data Collection Instruments

This study's research style allows for semi-structured interviews. Respondents
can be more explicit using open-ended survey questions, providing the
researcher with more complemented and useful data. The researcher was
able to better comprehend the respondents' genuine views and opinions on
the survey topic thanks to open-ended questions.

9.5 Data Analysis

In-depth discussions and various forms of communicative language will be
used to collect data for this study. Thematic analysis will be used to uncover
and build themes from data, such as observable data trends. A qualitative
data evaluation method involves the use of themes in data analysis. It
typically refers to a group of texts, such as an interview or transcript. The
researcher meticulously examined the data to identify reoccurring themes,
ideas, concepts, and meanings (Caulfield, 2019). Thematic analysis will be

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utilized in this study to develop themes from the data, such as patterns
observed in the data.

9.6 Pilot Study

To obtain high-quality results, a sound research study with an appropriate
experimental design and perfect execution is required. The viability of this
goal should be assessed before embarking on the major investigation. A pilot
study is a small-scale preliminary inquiry carried out by researchers to assist
them in determining which approach to use while conducting a larger
investigation. A pilot study allows a researcher to develop or revise a research
issue, choose the best method for pursuing it, and estimate how much time
and money will be needed to complete the more thorough version (Crossman,
2019). The pilot research for this study will include interview questions for two
people; the pilot test participants will not be included in the main study.

The two survey respondents for the pilot will be as similar to those who would
reply to the actual survey as possible in terms of age, gender, education, and
socioeconomic position (income). Following the pilot study, small revisions to
the questionnaire will be made to better match the study's aims.

10.Ethical Considerations
Ensuring participants have given informed consent
"The process of obtaining Consent consists of the following elements:
permission should be freely given (voluntary), subjects should understand
what is being asked of them, and involved persons must be competent to
consent" (Arifin, 2018). Participants in the study will be thoroughly informed of
the study's aims prior to and throughout the interviews using the Mancosa
Consent forms. This is done to ensure that participants understand what is
expected of them and that participation in the study is entirely voluntary. Prior
to the start of the interviews, each participant will sign to acknowledge their
comprehension.

Ensuring no harm comes to participants

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This critical component necessitates that the researcher take precautions to
ensure the participants' physical and mental well-being. Each participant will
feel at ease and risk-free because the interviews will take place in a safe,
controlled environment.

Ensuring confidentiality and anonymity

The investigation will focus on moral considerations. Participants would be
safer if they could be assured, for example, that the confidentiality of their
names is of the utmost importance and that their identities and names will not
be misused.

Making certain that authorization is received

The researcher will ensure that she obtains the participants' agreement before
beginning the study and contact with them. The objectives of the study will be
given to the KZN Department of Education, and permission for the researcher
to meet with potential participants inside the organization will be secured
through a letter requesting permission to conduct the study.

11. Proposed Timetable and Turn Around Agreement

Proposal sent to Supervisor 07 August 2023
Proposal Approved by Supervisor 12 August July 2023
Proposal Submitted to MANCOSA 18 August 2023
Discussion of Pilot Study 24 August 2023
Conduct Pilot Study 29 August 2023
Section 1 14 September 2023
Section 2 21 September 2023
Section 3 27 September 2023
Data Collection 30 September 2023
Data Analysis 08 October 2023
Section 4 15 October 2023
Section 5 21 October 2023
Final Research Report submitted to Supervisor 12 November 2023
Research Report approved by Supervisor 15 November 2023

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 Research Report submitted by student to 22 November 2023
MANCOSA

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