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Factors associated with successful talent development in South African soccer players

  • Authors: Mudege, Solomon Mufudzi
  • Date: 2011
  • Subjects: Soccer -- Training -- South Africa , Ability , Soccer -- Coaching -- South Africa , Professionalism in sports -- South Africa
  • Language: English
  • Type: Thesis , Masters , MA
  • Identifier: vital:10103 , http://hdl.handle.net/10948/d1015713
  • Description: In recent times, the performances of the South African senior national team (“Bafana Bafana”) have not matched the impressive off-field advancements in South African professional soccer. At the historic 2010 FIFA World CupTM held in South Africa, Bafana Bafana became the first host nation to be eliminated in the first round of the competition. Such disappointments have compelled stakeholders in South African soccer to call for a re-assessment of all structures and programmes which have an impact on the playing abilities of South African players. Of prime importance is the need to obtain a better understanding of talent development in South African soccer. The aim of this research study was to determine the relevance of selected factors associated with successful talent development in South African male professional soccer players competing in the 2008-2009 ABSA PSL season. In order to accomplish the research aims, the literature relating to talent development concepts and models was examined. The literature review identified seven factors which are relevant to talent development in soccer. The empirical study was exploratory, and it utilized a descriptive, non-experimental approach. Data were collected via a 53-item questionnaire, which was designed to evaluate the identified seven factors. The questionnaire was administered to a sample of 56 South African professional soccer players who played for clubs participating in the 2008-2009 season of the ABSA Premier Soccer League. The results obtained from the sample were analysed in terms of their descriptive statistics and confirmatory factor analysis was performed. The following six factors were statistically confirmed as being associated with the successful talent development of the sample: Training Environment, Motivation and Ambitions, Personal Development, Family Support, Cultural Factors and Coaching. These six factors accounted for 58 percent of the overall variance. The questionnaire had a reliability of 0.84, as measured by the Cronbach alpha coefficient. The study concludes that talent development in South African soccer is a multifactorial and complex process. Although the sample size was not suitable for discriminant analysis, theories such as the relative age effect and the „10-year rule‟ may be applicable to South African soccer. This study also adds to the limited body of knowledge on South African soccer, by identifying and scientifically analysing those factors which are associated with successful talent development. As success on the international stage becomes a priority in South African soccer, the identified factors serve as a sound scientific basis in the formulation of improved structures and strategies for perfecting the abilities of young soccer players, and increasing the competitiveness of Bafana Bafana.
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  • Date Issued: 2011

The influence of talent management on strategy

  • Authors: Piti, Mfundo
  • Date: 2010
  • Subjects: Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8623 , http://hdl.handle.net/10948/1501 , Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
  • Description: Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.
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  • Date Issued: 2010

Africa‘s Heritage No. 3: Religion, music and art in America

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