Academic literature on the topic 'Human resource development in Africa'

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Journal articles on the topic "Human resource development in Africa"

1

Sydhagen, Kristine, and Peter Cunningham. "Human Resource Development in Sub-Saharan Africa." Human Resource Development International 10, no. 2 (2007): 121–35. http://dx.doi.org/10.1080/13678860701347156.

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2

Garvey, Brian, Alexander A. Kwapong, and Barry Lesser. "Capacity Building and Human Resource Development in Africa." Canadian Journal of African Studies / Revue Canadienne des Études Africaines 28, no. 2 (1994): 326. http://dx.doi.org/10.2307/485739.

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3

van der Walt, Tjaart J., and Dave Kaplan. "Industry—Academic—Government Cooperation in Technological Innovation and Human Resource Development." Industry and Higher Education 10, no. 6 (1996): 394–401. http://dx.doi.org/10.1177/095042229601000613.

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An overview is provided of the vision for a national system of innovation (NSI) in South Africa. A feature of the South African NSI is that while science output is relatively high, technology output is relatively low. This suggests the potential gain to be had from closer linkage between higher education and the business sector. The paper also contains a perspective on the status of cooperative research in the natural sciences, engineering and technology (SET) in the development of South Africa. The existing government-level technological innovation programmes are briefly described, with special attention given to the Technology and Human Resources for Industry Programme (THRIP). The latter initiative is described as a consortium programme involving all key stakeholders in technology promotion in South Africa. THRIP is critically reviewed and its expanded vision contextualized within the NSI. Some new approaches and mechanisms are proposed to promote greater market focus within the research and technology push side of expertise development, as well as to promoting the involvement, ownership and long-term vision of the market for technology and human resources in research.
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Horwitz, Frank M., Angus Bowmaker‐Falconer, and Peter Searll. "Human resource development and managing diversity in South Africa." International Journal of Manpower 17, no. 4/5 (1996): 134–51. http://dx.doi.org/10.1108/01437729610127604.

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5

Khumalo, Njabulo. "The role of human resource planning in producing well-resourced employees to public." Problems and Perspectives in Management 16, no. 4 (2018): 117–25. http://dx.doi.org/10.21511/ppm.16(4).2018.11.

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The term Human Resource Planning (HRP) can be used to achieve organizational objectives by understanding and planning for employees’ needs in the short, medium and long term in order to deliver desired results. Little research that has been conducted on HRP and most are from the private sector and none to be found in the public sector. This study was conducted in the public institution in South Africa. The literature consulted provides an overview that HRP solves current and future organizational problems by ensuring that the right people are in the right place at the right time. This is achieved by analyzing the current profile of the workforce and comparing it with future needs so that gaps, which need to be filled, can be identified. The paper intended to investigate the extent to which employees are well-resourced to perform their duties in centres of the municipality to the community. The investigation used mixed methods in its data collection. 45 participants participated in responding the self-administered questionnaire and seven participated in one-on-one interviews. The study found that half of employees who are working for the centres of the municipality includes supervisors who lack educational attainments, as they hold only grade 12 and no development was initiated. The study recommended the whole the municipality to establish and implement a promotion policy. All necessary equipment and tools provided were insufficient, as required by the Act, to provide all services to the public.
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6

Muyia, Machuma Helen, Caroline S. Wekullo, and Fredrick M. Nafukho. "Talent Development in Emerging Economies Through Learning and Development Capacity Building." Advances in Developing Human Resources 20, no. 4 (2018): 498–516. http://dx.doi.org/10.1177/1523422318803089.

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The Problem It has been argued correctly that of all the resources that nations are endowed with including physical resources such as land, gas, oil, mineral resources, and financial resources, the most durable resource is people. It is also a truism that regions endowed with large populations such as Brazil, China, and India are now emerging nations with very strong and growing economies. As the world of work changes globally, the demand for talent development is becoming one of the greatest opportunities for profit and nonprofit organizations in emerging economies such as Kenya. Africa with its young and educated population and its competition for talent poses both opportunities and challenges as the continent tries to address this critical component. Nowhere is this opportunity for talent development (TD) more urgent than in Kenya. The Solution Given the rising of Africa’s youth population and the need to develop talent in this region of the world, there is no easy or ready-made solution to guide human resource development (HRD) researchers and practitioners and policy makers in developing and optimally utilizing Africa’s best resource—its people. However, this article seeks to demonstrate how strategic planning and provision of quality education are the best form of intervention for TD in Africa. The fact that individuals have talent is not sufficient, hence the importance of developing talent through learning. Thus, learning requires well-designed quality education and training programs that can lead to people being open to new ideas and a disposition to question what people already know. This is even more seminal especially in the fast-changing technology-controlled workplace. The Stakeholders Human resource officers, learning and development officers, Directors of Human Resource Management, HRD researchers, HRD practitioners.
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7

Maclachlan, Malcolm. "Sustaining Human Resource Development in Africa: the Influence of Expatriates." Management Education and Development 24, no. 2 (1993): 167–71. http://dx.doi.org/10.1177/135050769302400206.

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8

Lancaster, Carol. "Policy Reform in Africa: How Effective?" Issue: A Journal of Opinion 16, no. 2 (1988): 30–35. http://dx.doi.org/10.1017/s0047160700500699.

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The United Nations Special Session on the Critical Ecnomic Situation in Africa concluded in June 1986 with the Adoption of a Programme of Action which included an explicit recognition of African policy failures and the need for reform:The endogenous aggravating factors include deficiencies in institutional and physical infrastructures, economic strategies and policies that have fallen short, in some cases, of achieving their objectives, disparities in urban and rural development and income distribution, insufficient managerial/administrative capacities, inadequate human resource development and lack of financial resources...Urgent, far reaching and imaginative economic policies are required to avert further deterioration in the economic conditions in Africa...
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9

Horwitz, Frank M., Angus Bowmaker-Falconer, and Peter Searll. "Employment equity, human resource development and institution building in South Africa." International Journal of Human Resource Management 6, no. 3 (1995): 671–85. http://dx.doi.org/10.1080/09585199500000042.

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10

Goslin, Anneliese. "Human Resource Management as a Fundamental Aspect of a Sport Development Strategy in South African Communities." Journal of Sport Management 10, no. 2 (1996): 207–17. http://dx.doi.org/10.1123/jsm.10.2.207.

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South African society is a complex mix of first- and third-world components. Urgent socio-economic and political problems must be addressed to avoid chaos. Sport may be a key factor in bringing about change. Sport training strategies should form an integral part of affirmative action and sport development programs in South Africa. The overall aim of this research was to develop a structured scientific approach to the training and development of human resources in South African sport. The research was conducted in four phases over a 2-year period. The aims of the respective phases were to determine the current standard and scope of sport management in black developing townships, to compile a profile of competencies and training needs of sport managers, to develop an in-service training model for the aforementioned sport managers, and to design a comprehensive sport development strategy for South African sport. Research methodologies included questionnaires on general and functional managerial variables and training needs, content analysis of job descriptions, and personal interviews. Results revealed an insufficient standard of sport management in developing townships. A competency-based training and development model was proposed and positioned in an overall strategy for sport development in South Africa.
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