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The effectiveness of human resources code :staff development and training at a Namibian polytechnic
Author(s)
Naris, Sylvia Ndeshee
Date Issued
2009
Type
Thesis
Publisher
Cape Peninsula University of Technology
Abstract
Policies adopted by tertiary educational institutions play a key role in determining the
future of an institution. When they are applied and monitored effectively, most of these
policies bear positive results for the institution. However, where there is no clear
monitoring system, it is a foregone conclusion that policies will not bring about desired
results. Therefore, assessing the PoN policy and practices are imperative. The HR Code
is a policy document of the PoN.
The main objective of the study was to establish effectiveness of the HR Code: SDT.
The research study established motivating factors for drafting the HR Code: SDT, and
analysed its weaknesses in order to trace whether staff development is linked to strategic
goals of the PoN. The researcher has also made an earnest attempt to find out reasons
why staff members resign after attending development programmes, which would assist
the institution to retain their staff, as it prepares itself to become a university of
technology that requires more and better qualified staff.
The enquiry adopted a case study approach because it dealt with a specific institution in
Namibia. A triangulation method was utilised to solicit information from academics,
administrative and support staff, by conducting semi-structured interviews with top
management, HoD’s, sectional heads and ex-staff members. A closed-ended
questionnaire was distributed to staff members. Institutional documents were also
reviewed to corroborate empirical data that was collected. Research revealed that the
aim of drafting the HR Code: SDT was to improve qualification levels of Namibian staff
members and to improve work performances of staff members. However, research
proved conclusively that there were no measurable objectives that were established to
evaluate and monitor that the objective was achieved; there were also no staff
development plans linked to strategic goals of the institution; staff members’ work
performance was not assessed after training; and there were no retention strategies in
place.
It is evident from the research findings that the desired results of the HR Code: SDT will
not be achieved and, therefore, recommendations are proposed that the PoN effectively
communicates objectives of the HR Code to staff members; develop a comprehensive
and complimentary staff development policy; a staff development plan; an innovative
retention strategy; and appoint a staff development officer to monitor and ensure that
desired goals are achieved as means to save the institution from an unnecessary waste of
financial, material and human resources.
future of an institution. When they are applied and monitored effectively, most of these
policies bear positive results for the institution. However, where there is no clear
monitoring system, it is a foregone conclusion that policies will not bring about desired
results. Therefore, assessing the PoN policy and practices are imperative. The HR Code
is a policy document of the PoN.
The main objective of the study was to establish effectiveness of the HR Code: SDT.
The research study established motivating factors for drafting the HR Code: SDT, and
analysed its weaknesses in order to trace whether staff development is linked to strategic
goals of the PoN. The researcher has also made an earnest attempt to find out reasons
why staff members resign after attending development programmes, which would assist
the institution to retain their staff, as it prepares itself to become a university of
technology that requires more and better qualified staff.
The enquiry adopted a case study approach because it dealt with a specific institution in
Namibia. A triangulation method was utilised to solicit information from academics,
administrative and support staff, by conducting semi-structured interviews with top
management, HoD’s, sectional heads and ex-staff members. A closed-ended
questionnaire was distributed to staff members. Institutional documents were also
reviewed to corroborate empirical data that was collected. Research revealed that the
aim of drafting the HR Code: SDT was to improve qualification levels of Namibian staff
members and to improve work performances of staff members. However, research
proved conclusively that there were no measurable objectives that were established to
evaluate and monitor that the objective was achieved; there were also no staff
development plans linked to strategic goals of the institution; staff members’ work
performance was not assessed after training; and there were no retention strategies in
place.
It is evident from the research findings that the desired results of the HR Code: SDT will
not be achieved and, therefore, recommendations are proposed that the PoN effectively
communicates objectives of the HR Code to staff members; develop a comprehensive
and complimentary staff development policy; a staff development plan; an innovative
retention strategy; and appoint a staff development officer to monitor and ensure that
desired goals are achieved as means to save the institution from an unnecessary waste of
financial, material and human resources.
Additional information
Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2009
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