RELATIONSHIP BETWEEN SKILLS DEVELOPMENT, EMPLOYEE MOTIVATION AND ORGANISATIONAL PERFORMANCE IN SOUTH AFRICAN ORGANISATION
The enormous skills shortage in South Africa has a negative impact on the country’s competitiveness. Since the advent of democracy in 1994, various regimes have tried to deal with these inheritance of the oppressive state of affairs; namely, the serious shortage of skills affecting the larger section of the country’s population. The aftermath of apartheid has an adverse negative effect on a healthy economic performance of the country. The predominant aim of this research is to establish the differences between a motivated workforce and job satisfaction as well as to establish the conditions of employment levels of the different workforce groupings. The second objective of the study is to assess the relationship between the three variables stated namely, motivation and job satisfaction, organisational climate and the effectiveness of training; and the third objective was to establish whether the results of training can predict employee motivation, job satisfaction and perception of organisational conditions. The findings demonstration that meaningful differences exist between the levels of 1) motivation/job satisfaction and organisational climate of employees of skilled/semi-skilled groups and 2) qualification levels. The study also shows that a well-trained workforce tends to be at a higher motivational level and have an improved perception about their organisational climate than those who received less or no training at all. In conclusion, the two predominant variables of this research (namely, motivation/job satisfaction and organisational climate) are both influenced by skilled/semi-skilled groups as well as the amount of training received. The findings also reveal major direct relationships between the constructs of motivation/job satisfaction, organisational climate and effectiveness of training.