Enhancing commitment and overcoming the knowing –doing gap: a case study at the Technicon Northern Gauteng (TNG) in South Africa.

Abstract

Two European experts in human resources reports about their action-research project in a formerly disadvantaged Tertiary Educational Institution in South Africa. As an action-research project based on a social constructionist framework, they organized a strategic HRM-conference for all academic and administrative managers in a specific format. As a result the client organization starts to overcome its knowing-doing gap about HRM and commitment increases to coach subordinates towards quality and results. Process characteristics that made this change possible are formulated. Further research is planned to monitor and follow up long term effects.