A Proposed Framework for Effective Implementation of Quality Management within Training
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| Title: | A Proposed Framework for Effective Implementation of Quality Management within Training |
|---|---|
| Language: | English |
| Authors: | Renier Els (ORCID |
| Source: | International Journal of Training and Development. 2026 30(1):51-67. |
| Availability: | Wiley. Available from: John Wiley & Sons, Inc. 111 River Street, Hoboken, NJ 07030. Tel: 800-835-6770; e-mail: cs-journals@wiley.com; Web site: https://www.wiley.com/en-us |
| Peer Reviewed: | Y |
| Page Count: | 17 |
| Publication Date: | 2026 |
| Document Type: | Journal Articles Reports - Research Information Analyses |
| Descriptors: | Foreign Countries, Military Training, Total Quality Management, Holistic Approach, Labor Force Development, Human Resources, Technological Advancement, Training Methods, Leadership |
| Geographic Terms: | South Africa |
| DOI: | 10.1111/ijtd.70007 |
| ISSN: | 1360-3736 1468-2419 |
| Abstract: | Quality management (QM), a holistic approach incorporating managerial processes, is necessary for effective organisational processes, including training. This study investigates leaders' perceptions, attitudes, and commitment to quality training management within corps training units (CTUs) in the South African Army. A qualitative multiple case study approach was used, including a document review and focus group interviews with 49 officers in six South African Army CTUs. The document review identifies shortcomings in the way national human resource development strategies are conceptualised, especially regarding the integration of technological advances and global views. To ensure the effectiveness of training and organisational alignment, the document review also emphasises the need to incorporate total quality management (TQM) into the Department of Defence (DoD) training strategies. According to focus group interviews, organisational culture, leadership commitment and support, prioritisation of QM, and self-development all have an impact on leaders' attitudes regarding QM in training. These attitudes affect leaders' commitment to QM in training. Hence, the study proposes a framework to address organisational and individual factors that adversely affect leaders' attitudes and commitment. By changing leaders' attitudes, this study suggests potential improvements in commitment to QM within training, benefiting organisations beyond the military. |
| Abstractor: | As Provided |
| Entry Date: | 2026 |
| Accession Number: | EJ1496171 |
| Database: | ERIC |
| Abstract: | Quality management (QM), a holistic approach incorporating managerial processes, is necessary for effective organisational processes, including training. This study investigates leaders' perceptions, attitudes, and commitment to quality training management within corps training units (CTUs) in the South African Army. A qualitative multiple case study approach was used, including a document review and focus group interviews with 49 officers in six South African Army CTUs. The document review identifies shortcomings in the way national human resource development strategies are conceptualised, especially regarding the integration of technological advances and global views. To ensure the effectiveness of training and organisational alignment, the document review also emphasises the need to incorporate total quality management (TQM) into the Department of Defence (DoD) training strategies. According to focus group interviews, organisational culture, leadership commitment and support, prioritisation of QM, and self-development all have an impact on leaders' attitudes regarding QM in training. These attitudes affect leaders' commitment to QM in training. Hence, the study proposes a framework to address organisational and individual factors that adversely affect leaders' attitudes and commitment. By changing leaders' attitudes, this study suggests potential improvements in commitment to QM within training, benefiting organisations beyond the military. |
|---|---|
| ISSN: | 1360-3736 1468-2419 |
| DOI: | 10.1111/ijtd.70007 |
