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The impact of training and assessment register (TAR) on productivity in the automotive parts manufacturing organisation in South Africa

dc.contributor.authorZondo, Robert Walter Dumisanien_US
dc.date.accessioned2022-11-04T12:11:50Z
dc.date.available2022-11-04T12:11:50Z
dc.date.issued2019-11-28
dc.date.updated2022-10-28T12:56:55Z
dc.description.abstractOrientation: Organisations are confronted with the challenge of competency among its employees for productivity improvement. They implement strategies that improve employee skills proficiencies for higher productivity. These can also be achieved by implementing a training model that develops employee’s skills and knowledge so that they become the specialists in their work areas. This sentiment underpins the concept of employee Training and Assessment Register (TAR).Purpose: This study evaluates the influence of TAR on productivity in automotive parts manufacturing organisation in South Africa.Motivation for the study: The South African manufacturing sector has a low level of productivity compared to its counterpart industries in the Asian and Western countries. The sector experiences the lack in short to medium term growth in productivity.Research design, approach and methods: The automotive parts manufacturing company that has used a TAR strategy for productivity improvement participated in the study. The study objectives were achieved by examining the production and related experiences in the company. The collection of data was carried out in two phases. This includes the collection of pre- and post-quarterly data for spoilage, overtime and customer complaints. The pre-TAR results were quarterly data reflecting the company’s performance over the three-year period prior to the implementation of TAR. This company operates in the eThekwini District Municipality in KwaZulu-Natal.Main findings: The results established that spoilage rate has a relationship with company productivity. Any decrease in spoilage rate would result to an increase in company productivity. However, the overtime and customer complaints do not statistically have a relationship with company productivity.Contribution: This article uncovers the strengths and weaknesses of TAR on productivity in the automotive parts manufacturing organisation in South Africa.</jats:p>en_US
dc.format.extent8 pen_US
dc.identifier.citationZondo, R.W.D. 2019. The impact of Training and Assessment Register (TAR) on productivity in the automotive parts manufacturing organisation in South Africa. South African Journal of Human Resource Management. 17. doi:10.4102/sajhrm.v17i0.1179en_US
dc.identifier.doi10.4102/sajhrm.v17i0.1179
dc.identifier.issn1683-7584 (Print)
dc.identifier.issn2071-078X (Online)
dc.identifier.otherisidoc: JS3RM
dc.identifier.urihttps://hdl.handle.net/10321/4482
dc.language.isoenen_US
dc.publisherAOSISen_US
dc.relation.ispartofSouth African Journal of Human Resource Management; Vol. 17en_US
dc.subjectBusiness performanceen_US
dc.subjectCustomer complaintsen_US
dc.subjectOvertimeen_US
dc.subjectProductivityen_US
dc.subjectSouth Africaen_US
dc.subjectSpoilageen_US
dc.subjectSkillsen_US
dc.subjectTraining and assessment registeren_US
dc.titleThe impact of training and assessment register (TAR) on productivity in the automotive parts manufacturing organisation in South Africaen_US
dc.typeArticleen_US

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