An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Department of Economic Development in the Gauteng Province

In contemporary studies, most organisations consider employee training and development as the foundation for gaining a sustainable competitive advantage. Contrarily, the influence of training and development on organisational performance in the South African public-sector remains fundamentally unexamined. This study is thus concerned with an evaluation of the impact of training and development on organisational performance using a case study of the Provincial Department of Economic Development in the Gauteng Province. The main problem identified in this study is that there is a lack of knowledge of the impact of training and development on organisational performance within the Gauteng Provincial Department of Economic Development. In South Africa, public-sector organisations do not evaluate the impact of training and development programmes and/or they repeatedly evaluate training inadequately. This study argues that the impact of training and development in the public-sector organisations lacks evaluation. This study used a descriptive quantitative research design. A survey enabled the collection of primary data (structured questionnaire). Data analysis employed descriptive statistics and inferential statistics. The sample included 131 employees. This study used a simple random sampling technique to select each population element. The main findings of the study are that training has a positive impact on the performance of the employees in the department. The department provides training programmes that are not relevant to the tasks of employees. Training evaluation is the most ignored step in the training process and the department do not know how to evaluate training. The department does not have a tool to measure the impact of training and development. The study therefore recommends that the department should implement training and development programmes strategically. It should provide continuous training programmes and should adopt Kirkpatrick’s model for evaluating training. It should provide its employees with feedback. Employees must receive training in areas relevant to their tasks.