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The transition from informal to formal economy represents a fundamental transformation in how organisations manage their human resources, especially regarding employee training and development. This study explores how formalisation reshapes training and development practices in Zimbabwean business enterprises, focusing on the link between enhanced employee capabilities and perceived career growth opportunities. Drawing on an interpretive phenomenological study of 25 participants, including employees, HR managers, business owners/executives and policymakers from organisations that have formalised their operations within the past five years, the research captures lived experiences of training transformation across manufacturing, retail, hospitality, construction, mining and transport sectors. The findings reveal a significant shift from unstructured, experiential learning characterised by “trial and error” and peer observation to systematic, structured training programmes including formal induction, technical upskilling, safety compliance workshops, customer service training and regular refresher courses. Crucially, formalisation has made it possible for long-term career advancement through employer-funded external certifications, nationally recognised qualifications, leadership development and clear progression pathways. However, challenges persist including uneven access to training across departments, resource constraints affecting training frequency and difficulty balancing productivity with development activities. With implications for practice and policy in transitioning economies, the study provides empirical data on how formalisation changes human capital development from a survival mechanism to a strategic career-enabling function.

Training and development are globally acclaimed determinants of employee performance and organizational success, particularly for service sectors such as banking. Despite the prominence of T&D in the banking sector, empirical studies attempting to quantify the influence of  training and development on  service quality  have yielded mixed results .This research aims to reconcile these conflicting findings in the literature by redressing the existing knowledge gap and the limited body of literature by examining the effect of Training and Development programs on communication and service assurance as the specific service quality dimensions at Indo-Zambia Bank. The Quantitative study was grounded by a positivism paradigm with a descriptive research design. A cross-sectional survey was undertaken using a structured questionnaire administered to 100 Indo-Zambia Bank employees who were chosen using stratified random sampling. Descriptive and Pearson correlation coefficient using SPSS were conducted to establish the statistically significant relationship between T&D and communication and assurance. Results reflect a statistically significant relationship between the T&D and communication (p < .002) and assurance (p < .001). The most implemented T&D programmes included KYC Training, Induction/Onboarding, Ethics & Confidentiality, Customer Service Excellence, Service Recovery/Complaint Handling, Digital Systems & IT Training, Communication & Interpersonal Skills, and Leadership/Coaching. The study concluded that T&D improves communication (r=.279) and assurance (r=.271). The study concludes that T&D programs at Indo-Zambia Bank significantly and positively influence communication and service assurance. At a policy level, the findings inform regulatory emphasis on continuous professional development as a mechanism for sustaining competitive service standards in Zambia’s financial sector.

In today’s era of disruption and rapid technological advancement, the demands for organisational competence development are on the rise (Richter et al., 2020; Schaeffer, 2017). Making investment in human capital development the single most guarantor or tonic for sustainable competitive advantage for any organisation. The primary purpose of this study is to examine the relationship between training, demographic variables and employee job satisfaction. The research employs a positivist paradigm, utilising a deductive approach characterised by quantitative methods. It incorporates a longitudinal study and a pre-post quasi-experimental survey design to gather data from a randomly sampled population of 526 participants from 5 companies in South Africa. Utilising diverse multivariate statistical methods, such as analysis of variance (ANOVA) and correlation and regression modelling, for data analysis. The study’s empirical evidence revealed that (i) those workers who received more training are more motivated than those who received less or no training at all. Further, categories of demographic variables that led to a significant increase in the dependent variable i.e. “employee motivation and job satisfaction” consisted of skilled workers, females, South Sotho language group, those who had post-Matric qualifications and those with 6 – 10 years’ experience in the same job. This paper offers insights to management, especially HR policy makers on creating a learning culture and embrace the value of continued investment in human capital. Plethora of documentary evidence proved T&D to be the predictor of organisational efficiencies, profitability and long-term survival and growth. 

This quantitative study assesses the effects of T&D programs on service quality at Indo-Zambia Bank. Few empirical studies have been conducted to assess the impact of T&D on service quality levels in banks in Southern African developing countries, including Zambia. This research tries to redress the existing knowledge gap and the limited body of literature by focusing on the Zambian bank. The study was grounded in a positivist paradigm with a descriptive research design. A cross-sectional survey was conducted using a structured questionnaire administered to 102 Indo-Zambia Bank employees selected through stratified random sampling. Descriptive and Pearson correlation analyses were conducted in SPSS to establish the statistically significant relationship between T&D and reliability and responsiveness. The results reflect a statistically significant relationship between T&D and reliability (p < .001) and responsiveness (p < .001). The most implemented T&D programmes included KYC Training, Induction/Onboarding, Ethics & Confidentiality, Customer Service Excellence, Service Recovery/Complaint Handling, Digital Systems & IT Training, Communication & Interpersonal Skills, and Leadership/Coaching.  The study concluded that T&D programs at Indo-Zambia Bank significantly and positively influence both SERVQUAL dimensions, with responsiveness most strongly enhanced by Induction/Onboarding and assurance most strongly driven by Ethics & Confidentiality training.  At the industry level, the study offers a contextually validated framework that regulators and training institutions may use to align professional development standards with measurable service quality outcomes in Zambia’s banking sector. Further research can be conducted in other sectors to verify whether the results will be the same

This study aimed to develop an integrated framework for measuring the ROI of T&D interventions for academic staff in South African public universities. Measuring the ROI and impact of T&D on employee performance is critical for demonstrating value. T&D professionals face increasing pressure from top management to show tangible business benefits for their interventions. An interpretivist approach was adopted using qualitative methods. Fourteen participants were purposefully selected from six universities, the Department of Higher Education and Training (DHET), the Department of Science and Innovation (DSI), and the Education, Training and Development Practices Sector Education and Training Authority (ETDPSETA). Data were collected through interviews and document analysis and were analyzed thematically. Four themes that emerged from data included T&D interventions, management of interventions, support for interventions, and ROI measurement. Universities assessed impact at multiple levels (reaction, learning, behavior, and results) but did not fully implement Phillips’s ROI methodology. While some ROI elements, such as training costs and benefits, were considered, government institutions supporting universities did not directly measure ROI but expected universities to evaluate interventions against set objectives. The study provides an integrated ROI framework suitable for T&D interventions in South African public universities. It provides practical recommendations for improving ROI measurement and accountability and suggests directions for future research.

A subtle inherent contest exists between supervisors and subordinates during performance appraisal sessions. Examining the moderating effect of training on employees' self-appraisal to foster curiosity. This study seeks to analyse the value proposition of self-appraisal in the context of 360-degree organisational performance. A self-appraisal was conducted among a random sample of employees from five companies in South Africa. The research employs a positivist paradigm, utilising a deductive approach characterised by quantitative methods. It incorporates a longitudinal study and a pre-post quasi-experimental survey design to gather data from a randomly sampled population of 526 participants. Utilising diverse multivariate statistical methods, such as analysis of variance (ANOVA) and correlation and regression modelling, for data analysis. This study illustrates that training improves self-efficacy, learning outcomes, and performance. Additionally, it highlights the integrity of self-appraisals in the post-training context, with 66% of participants favouring self-rated performance over supervisor assessments due to perceived bias. This paper offers insights for both practitioners and scholars, highlighting how a strong culture of human capital development (T&D) enhances self-efficacy and predicts positive organisational behaviours and optimal performance.      

Globally, staff development is essential for enhancing employee performance and promoting organizational success (Akdere & Egan, 2020). In the context of local municipalities in KwaZulu-Natal (KZN), the absence of effective staff development has been recognized as a significant factor contributing to inadequate service delivery (Thusi & Selepe, 2023). Although the importance of staff development is acknowledged, municipalities face challenges in determining the effectiveness of these initiatives (Zulu, Yalezo & Mutambara, 2022). The COVID-19 pandemic has further intensified these issues, resulting in organizational changes, such as the shift to remote work, which have affected employee performance (Rogerson & Rogerson, 2020). This study investigates the influence of staff development programs on employee performance, with a focus on the Msunduzi Municipality. A literature review identified notable challenges, including insufficient engagement, inadequate compensation, and a lack of consultation during the development of performance management systems (Khunoethe, 2021; Govender & Bussin, 2020). The study is grounded in Human Capital Theory, which suggests that investing in employee skills leads to enhanced performance and improved service delivery (Mphahlele & Zandamela, 2021). The methodology involved purposive sampling and in-depth interviews with staff at the Msunduzi Municipality to gain insights into their perceptions of staff development programs. The findings indicated that while training programs were appreciated, they often lacked alignment with broader organizational goals. Personal Development Plans (PDPs) were identified as vital for synchronizing individual growth with municipal objectives; however, challenges related to performance management persisted, reflecting a compliance-driven culture. The study advocates for the implementation of a more integrated staff development framework that focuses on goal-oriented, needs-based training aligned with organizational objectives. Additionally, continuous monitoring and mentorship programs are recommended to ensure ongoing improvements in service delivery and employee performance. Addressing economic constraints through strategic resource allocation will be crucial in overcoming these challenges.

Small and medium food enterprises (SMFEs) have the potential to increase sustainable competitiveness through innovation. Previous research proves that one of the factors that hinder the implementation of SMFE innovation is the limited capability of entrepreneurs to manage their human resources. Research on human resources in SMEs is more focused on employees and the relationship with company performance but is still very limited on the capabilities of SMFE entrepreneurs. This research fills the gap by improving the capabilities of SMFE entrepreneurs in managing human resources (HRM) through training. Before the training, there was a training need analysis (TNA) through a Focus Group Discussion (FGD) with the head of the processed food section of the Malang Regency Industry and Trade Office and five SMFE representatives. The output from TNA is the acquisition of 14 training topics. Participants of the training were 35 SMFE entrepreneurs in Malang district that were selected purposively. Data were collected using a questionnaire with a Likert scale of 5 (score 1 for strongly disagreeing and score 5 for strongly agreeing on statements from 14 training topics) before and after training. The data were analyzed using nonparametric statistics (Wicoxon Rank Sign Test) because it was not normally distributed. The findings of the study were the knowledge of SMFE entrepreneurs increased significantly for all topics related to HRM after training. The greatest increase in knowledge was how to build a good working relationship with employees. Two other indicators that also highly increased were the process of selecting new employees and motivating employees, the facts of which were carried out simply and not systematically.

This research examines the effects of middle cadre employee capacity building in Machakos County Government. The objectives of the study were as follows: To examine the effects of frequency of capacity building activities for middle cadre employees on organizational performance in Machakos County Government; to examine the effects of middle cadre employee training on organizational performance in Machakos County Government and to establish the challenges encountered in middle cadre employee capacity building on organizational performance in Machakos County Government. The study utilized a descriptive survey design that targeted the permanent and pensionable employees of the Machakos County Government Service Board. Using Krejcie and Morgan's (1970) formulae, a total of 1,962 employees formed the target population out of which 320 was the sample size. The findings of the study demonstrate that capacity building is a norm that is practiced by the County government of Machakos.

Effective leadership development has eluded many organizations and academia for a long time. Those who have attempted to improve the practice and study of leadership development focus on the same old elements of leadership development. The traditional elements of leadership development that have been studied and implemented previously include: the content of the leadership development programs, the delivery of leadership development programs, the length of the programs and advocating for leadership development programs that are entrenched in leadership theory. Despite numerous studies and implementation of the studies’ findings on leadership development, there exists widespread dissatisfaction with leadership development outcomes. Some scholars have observed that leader developmental readiness may be the missing ingredient in leadership development. Learning goal orientation is one of the five elements of leader developmental readiness. Therefore, this study examines the effect of learning goal orientation on leadership development. The study reveals that learning goal orientation has a significant effect on leadership development, F(1,286) = 62.346, p < 001. In addition, learning goal orientation accounts for 17.9% of the variation in leadership development. Thus, enhancing participants’ learning goal orientation should be part and parcel of any leadership development program in order to improve the effectiveness of leadership development.