Employee participation in training and development interventions at a selected municipality

Orientation: Investing in manpower leads to positive results in the long run. This Study examines the role played by the management in encouraging employee participation in interventions by management on training and development.Research purpose: This study aimed to explore management interventions in employee participation in training and development intervention in a selected municipality.Motivation for the study: Studies show that positive economic and social development is dependent on the capacity of the workforce in the labour market. Therefore, motivated the investigation on challenges faced in local government to ensure that employees acquire adequate skills to perform their duties efficiently.Research approach/design and method: A qualitative approach was adopted through semi-structured questionnaire to collect data from a purposive sample of 20 questions developed and distributed to administrative personnel. Questionnaires containing open and closed–ended questions were distributed to determine employee perception towards training and development programme interventions.Main findings: The findings suggest that there is a lack of effective communication and management practices within the organisation, leading to poor participation and understanding from employees. Addressing factors such as role clarification, change management, planning and time management can also help improve employee participation and job satisfaction.Practical/managerial implications: The study highlights the importance of management creating platforms to engage with subordinates and listen to staff needs. Additionally, the study exposed the crucial role that management plays in communicating a diversity training initiative.Contribution/value-add: Management should explore the development of a supportive environment in which employees can freely communicate their perceptions and attitudes towards training and development interventions.