Measurable operational risk in human capital development in the South African service sector
- Authors: Govender, Cookie M. , Jasson, Cashandra C.
- Date: 2018
- Subjects: Service sector , Measurement , Human capital development (HCD)
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/264574 , uj:27997 , Citation: Govender, C.M. & Jasson, C.C. 2018. Measurable operational risk in human capital development in the South African service sector. African Journal of Hospitality, Tourism and Leisure, 7(2):1-16. , ISSN: 2223-814X
- Description: Abstract: The contemporary global business, political, technological and social arena is fraught with challenges, rapid development, continuous change and turbulence, which impact on all employees and the manner in which they are led and managed. Organisations in developed as well as emerging and developing economies, such as South Africa (SA), whether they offer goods or services, are especially affected by radical shifts in operational processes that often impede strategic success. Leaders and managers try to mitigate gaps in performance caused by such turbulence, via change management, organisational development and training and development interventions; however, they have to be extra vigilant of the operational risks that are associated with business operations and human capital development (HCD). Empirical research was conducted to understand and explain the perspectives of South African managers operating in the service sector on the measurable operational risks associated with their investments in HCD initiatives. Qualitative semi-structured interviews were conducted with leaders and managers who were responsible for HCD in selected organisations. Responses were analysed thematically to seek for common patterns and profound narratives. The key finding indicate that the top five risks in HCD are: poor staff retention; lack of learning transfer; misaligned training needs; disengaged trainees; and budget constraints. Risks ranked as high are: staff retention; lack of transfer; competitors; misaligned training; training aversion; limited budget; changing landscape; and training without impact. Further research is recommended to explore whether managers, HCD professionals and training providers measure specific risks, as well compare the operational effectiveness and risks of human capital development.
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Lean practices for efficiency in the South African hospitality sector
- Authors: Govender, Cookie M. , Jasson, Cashandra C.
- Date: 2018
- Subjects: Lean practices , Lean advantages , Lean challenges
- Language: Article
- Type: Article
- Identifier: http://hdl.handle.net/10210/289978 , uj:31472 , Citation: Govender, C.M. & Jasson, C.C. 2018. Lean practices for efficiency in the South African hospitality sector. African Journal of Hospitality, Tourism and Leisure, 7(2):1-14. , ISSN: 2223-814X
- Description: Abstract: Lean thinking and practices entail the reduction of waste, time, effort and cost while perfecting the quality of products and services towards improved customer satisfaction. Lean practices are regarded as global business best practice; especially in light of the recent global recession, greening of the planet initiatives and the millennial need for streamlined systems and processes. The purpose of this article is to propose a set of lean tools by exploring the advantages and difficulties of lean implementation in the South African hospitality sector. The motivation for this paper is that there is a gap in the literature with limited conceptual and empirical knowledge on lean practices in South African organisations, especially in the hospitality sector. This conceptual paper presents the intensive literature study undertaken to explore the advantages and challenges of lean thinking, implementation and practice. The implications of this paper are that the hospitality sector in South Africa and Africa may benefit by adopting the lean advantages and eliminating the lean challenges highlighted by this theoretical paper. Furthermore, leaders and managers can practically engage with the identified lean benefits and challenges and adapt it as required by the process and systems in their organisation. This paper adds theoretically and practically. Theoretically, it increases the body of knowledge on lean thinking, lean practices, advantages and challenges as applied in the South African context. The practical contribution is that it creates awareness on lean thinking and practices as hospitality operational managers may immediately be able to reduce waste, increase profit and improve product, performance and people in their line function.
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Measuring return on investment and risk in training – a business training evaluation model for managers and leaders
- Authors: Jasson, Cashandra C. , Govender, Cookie M.
- Date: 2017
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/239106 , uj:24557 , Citation: Jasson, C.C. & Govender, C.M. 2017. Measuring return on investment and risk in training – a business training evaluation model for managers and leaders. Acta Commercii, 17(1):1-9. DOI: https://doi.org/10.4102/ac.v17i1.401.
- Description: Abstract: Organisations face productivity and efficiency challenges brought on by global pressure. To cope with the challenges, they seek to develop and enhance their human capital as a source of sustainable competitive advantage. Evidence suggests that less than 10% of what is learned on training courses is applied effectively to enhance performance and business results. Research purpose: This abstract research critically examined existing training evaluation models to propose a new model. Motivation for the study: Smart investment in scarce and critical skills development by means of training is expected to enhance human capital; however, the challenge lies with the uncertainty in whether the return on these investments are measured and whether training risks are managed. Research design, approach and method: Theoretical, abstract research was conducted to understand existing measurement and evaluation models of training with regard to costs, benefits and risks. Main findings: This conceptual paper resulted in a new business model to measure training return on investment and risks. The proposed model adapted and built on the Kirkpatrick-– Phillips training evaluation model, adding a sixth, risk evaluation step and specifying measurement factors for each step...
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