Evaluation of training and development does not take place in a vacuum, but is influenced by various critical organizational success factors. These factors include creating a culture, developing leadership, performance management and creating a learning organization. Various organizational factors are critical to the effective evaluation of training and development initiatives. Evaluation of training and development cannot be separated from organizational culture as culture directs the behavior of employees. As a result, careful attention should be given to establishing a culture that is supportive for the attainment of training and development objectives. The main aim of this article is to highlight the importance of critical organizational success factor for effective evaluation of training and development in the Botswana public service sector.
The Botswana public Service has been faced with service delivery challenges since independence in 1966. Like other developing and under developed countries, the Botswana government has reviewed its service delivery processes and initiatives with a view to better productivity across the public service sector. Many strategies and initiatives were introduced by the Botswana government over a long period of time to mitigate poor service delivery across the public service sector. One of these initiatives were the decentralization of certain functions from central to local government.However, the implementation of this initiative was not without problems. This paper will highlight the decentralization in general terms will be discussed and the focus will be narrowed to how decentralisation has to improved public service delivery in thepublic service sector. The evaluation of the process will be highlighted; recommendations and closing remarks will be made.
The call for improved performance by government ministries and departments is not a new phenomenon in both the developed and the developing countries. The Botswana public service experiences problems which hamper the country's ability to be competitive. It is therefore important to investigate strategies used by the Botswana public service for the management in performance. Performance management entails formally guiding, directing, measuring, evaluating and rewarding employee effort, competencies and talent to achieve organisational and strategic objectives (Boselie 2010, p. 173). Performance management is also a combined effort between a supervisor and employee to achieve organisational goals. This study investigates the performance management strategies needed for the effective management of performance in the Botswana public service. Subsequently to review literature, the paper proposes a performance management strategic model for the effective facilitation of the of performance management system for the Botswana public. The proposed integrated model serves as a basis for drawing up a survey questionnaire to establish the extent to which supervisors, line and senior managers in the Botswana public service agree or disagree with the model. The questionnaire was sent to a random sample of supervisors, line and senior managers in the Botswana public service, in the Gaborone, Botswana. The empirical results obtained from the survey were analysed and interpreted. They indicated a strong concurrence with theoretical performance management strategies presented in the study. On the basis of the literature that was completed and on the basis of the results of the empirical study, a performance model for the effective implementation of performance management in the Botswana public service was developed. It must be noted that performance management should not be done in a mechanical manner, but should be understood as an essential tool in achieving the vision and mission of an organisation. Performance management also does not take place in a vacuum. It is essential that an organisational culture be analysed to see in which aspects it fosters or hinders effective performance. The organisational culture should be crafted and reinforced to create a high performance environment. Specific attention should be given to leadership, learning and the alignment of individual, team and organisational goals.
Conflict is inherently part of any industrial relations environment. With the advent of employee – management relations, conflict is bound to be and has always been present. This paper looks at conflict as it occurs in an organisation between employees and management and also government. Botswana has of recent witnessed a series of industrial relations conflict that can be categorised into three areas; union to union conflict; and union – management conflict and union - government conflict. Desktop methodology was used to collect information for this paper and some of the major events that have occurred in the Botswana industrial relations are referred to in this paper.
