Education and Training as a Social Science: Some Empirical Evidence in the Rosebank Business Precinct of Auckland New Zealand

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Tertiary institutions should seek continuous feedback from industries to keep track of the needs of businesses to provide education and training. Academics should stay in touch with businesses by networking and consulting. Holland and De Cieri (2006) refer to theories of child learning (pedagogy) to inform their understanding of andragogy, the study of adult learning. Adult learners would be continuous learners and would move in and out of formal education according to individual needs or life circumstances, job requirements or career development. In designing programmes and up-grading curricula, these are important factors to bear in mind so that programmes “cater” for these learners as well.

This study was financed by Auckland City Council focussing on Auckland’s Rosebank Business Precinct (ARBP). The surrounding communities, particularly Mäori, Pacific peoples and recent migrants, experience disparities in employment. Our research questions were:
• Is there a skills match between the present-day workforce and actual business needs over the medium term?
• What can these data tell us about Rosebank’s trajectory as a skilled business cluster and about its future workforce requirements?
• What education and training will be necessary for these organisations to maintain their competitive advantage and profit margins?

The target population were the 500-600 businesses operating on Rosebank Road. A total of 529 businesses were identified. Interviews with 102 companies with a 36-question questionnaire were conducted. The sampling frame was owner-managers (senior, non-shareholding managers). Of the respondent firms, 68.75% had vacancies for up to 3 months and 31.24% vacancies for 6 months.

This paper highlights areas identified in the ARBP for developing programmes and curricula for tertiary institutions to provide employable students with the right knowledge, skills and attributes (KSAs) to grow existing ventures. A fine balance must be struck between human and organisational needs. In the analysis and discussion we point out what education or training is necessary for the ARBP to provide greater efficiencies and subsequent improvement to their profit levels by current and future employees entering the workforce; well “equipped” employees with knowledge and skills to add value in their organisations. Recommendations, future perspectives and conclusions form the last part of this paper

Keywords: Education and Training Needs, Businesses, Programmes, Curricula
Stream: Education and Social Welfare
Presentation Type: Paper Presentation in English
Paper: Education and Training as a Social Science

Dr. Andries J. Du Plessis

Academic Group Leader & Senior Lecturer, Unitec Business School, Unitec New Zealand
Auckland, Auckland, New Zealand

Academic Group Leader and Senior Lecturer in Unitec Business School, Unitec New Zealand. Lecturing post- and undergraduate programmes in Relationships in Organisations, HRM, Strategic HRM, Employment Relations (ER), Strategy and Change, Organisation and Management. Joined Unitec 8 May 2002 in the Unitec Business School. PhD major in Employment Relations and Employment Law (dispute resolution mechanisms). Twenty eight years experience in practice in HR, ER, dispute resolution and negotiations. Research interests in HR, ER, Organisational Development, Change Management, Cultural differences, Diverse Workforces and the managing thereof.

Prof. Howard Frederick

Professor, Unitec Business School, Unitec New Zealand
Auckland, New Zealand

Howard is a professor in Entrepreneurship and is lecturing across disciplines on post graduate programmes

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