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The ability of modern business organisations to succeed largely hinges on the quality of its human resources. Well-trained and highly developed employees awe considered as the bedrock for such success. The purpose of this study therefore was to examine the relationship between training and development and service delivery in Management Services Department, a Civil Service organisation. The study adopted a survey approach where relevant data was collected by means of a structured questionnaire. Subjects for the study comprised thirty (30) employees which constitutes 60% of the entire population of fifty staff. The findings indicate that although the Office of the Head of Civil Service (OHCS) has developed a broad—based Training and Development Policy aimed at ensuring systematic acquisition of training for the continuous renewal and professional development of the Human Resource Base for Civil Service organisations such as MSD, the course content is not directly linked to the job description and schedule of staff. Results also revealed that there are inadequate training and development programs with emphasis on customer care and service delivery. The study established that training and development have significant influence on the performance and productivity of employees. The study recommended that management should offer training and development programs tailored for jobs in the Department, create an enabling environment that supports trainees to apply lessons learnt in training and undertake periodic impact assessment of training programmes to clearly identify deficiencies in the training design and take remedial action where necessary to aid staff to improve their skills, upgrade knowledge and strengthen competencies.
One of the key roles of “Human Resource Management” (HRM) is helping employees improve their performance by means of training and development and thus, organisational performance (Stredwick, in Mpofu and Zlatywayo, 2015). Mpofu and Zlatywayo (2015) add that for organisations to improve upon its service delivery it is essential to design training and development systems and processes for its employees. This study therefore seeks to examine the relationship between HR training and service delivery in one of the central government organisations, Management Services Department (MSD). The study will be outlined in sections with an introduction, background, rationale, research objectives, literature review, methodology, analysis, discussion, recommendation and conclusion.
The need to have the most competent and committed personnel capable of providing quality services required of the Civil Service cannot be overstated (OHCS, 2017). George and Scott (2012) define training as effort initiated by a company to facilitate learning among its employees, and development as effort that is directed at broadening the skills of an individual for future responsibilities. Management Services Department (MSD) as a Civil Service Organisation has been mandated to undertake consultancy and operational audit of public service organisations, at the request of the MDAs, MMDAs or a higher authority (e.g. the President) (Management Services Department, 2017).
It is a fact that every organisation’s most valuable asset is its human resource. Running an organisation, be it small or big, requires recruitment of competent
workers. Skills, knowledge and competencies required in the place of work are not taught in the formal organisation. For this reason, most workers need extensive training to ensure that they are well equipped to perform organisational tasks. Training and development is an aspect of “Human Resource Development” (HRD) that every organisation must engage in, and its main intent is to improve the proficiencies of employees so that the company can get the best out of them (Degraft-Otoo, 2012). For Management Services Department to deliver on its mandate and improve on its service delivery to meet the performance standards, it would depend on the capacity and quality of its human resource.
According to Candido & Morris (2000), deciding on specifications in relation to quality dimensions is essential to understand what quality is. They add that defining specifications is a requirement for comparison and enables accurate evaluation of quality. They however mention that defining specifications along quality lines does not mean standardization and for which reason an analysis and design of the service being rendered is a requirement. A lack of design, breakdown and description of service quality specifications and discrepancies between those specifications and the perceptions management held of the expectation of customers are gaps they identified in the definition of what quality is by organisations.
The failure or success of any organisation largely hinges on the quality of service it delivers to its clients. To ensure quality service in areas such as efficiency, speed, high productivity, customer satisfaction and profits, organisations must train their workforce. Delivering quality service is primarily a function of training, since it increases the commitment level of workers and thus, improved performance. (Dhar, 2015; Likert, 1967). This study is therefore aimed at examining HR training in MSD and how that translates into organisational performance thus, quality service delivery.
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