The impact of workplace learning on organizational development (a case study of Ghana Education Service, Kumasi)
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Date
2008-10-21
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Abstract
The impact of workplace learning on organizational development in Ghana
Education Service with special reference to Ashanti Regional Education Office cannot be under estimated. Workplace learning and continuous learning has become a responding challenge to changes in the present dynamic work environment. In organizations and enterprises reforms and changes have been a major driver of training. The GES has seen reforms and undergone changes in structure and in culture that have shown poor performance, less training and lack of commitment to training. It is upon this fact that the study sought to examine the effectiveness and efficiency of workplace learning at the Ashanti Regional Education Office. The information obtained in the course of the study is to guide policy makers to appreciate and provide suitable workplace programmes for the development of GES and the Ashanti Regional Education Office in particular. The study looked at workplace learning and organizational development. It covered career planning roles, career development, management development processes under the McDonald’s Approach and the use of Human Resource Management Development and Strategic framework. The use of business and management simulation exercises and personal appraisals form part of the research.
Both Primary and Secondary data were collected and analyzed from forty (40) respondents who represented 66.7% of the workforce at the Ashanti Regional Education Directorate. In spite of the rescheduling of interviews, most frontline members were not able to answer the questionnaires due to their trekking activities. The results of the study indicated that the service showed commitment to workplace learning but the initial and important institutional and job orientation were neglected. However, the effectiveness of the training was subjected to the form and content of the training that was undertaken. There was some level of efficiency as workers had up-graded and improved upon their skills. The Directorate is being advised to make institutional and job orientation a priority and review how personal appraisals are scrutinized for monitoring to be effective and timely. Lack of succession plan at the unit level, and the need to incorporate interaction, swapping stores, co-operating on tasks and offering of mutual help would enrich the commitment of the directorate.
Description
A Thesis submitted to the Department of Managerial Sciences (Human Resource
Management), Kwame Nkrumah University of Science and Technology
in partial fulfillment of the requirement for the degree
of Master of Business Administration, 2008