Training and development in a transformation era: A case of a university in South Africa

Abstract

This study investigates the influence of the training and development programmes on the realisation of the transformation agenda at the Durban University of Technology (DUT). A quantitative approach was employed whereby a stratified random sampling of 191 respondents were distributed to leaders. Qualitative in-depth interviews were conducted with 28 academic and non-academic leaders. The study reported 60% of the research participants were undecided or opposite regarding that leaders pay attention to capabilities to lead change. This view has been corroborated by the qualitative results from the interviews maintained that training and development programmes were sporadic, accidental, irrelevant and unresponsive to their particular needs.