Debunking Limitations Hindering Continuing Professional Development Imperatives in South African Construction Industry

  • Idebi Olawale BabatundeEmail author
  • Timothy Laseinde
  • Ifetayo Oluwafemi
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 1026)


Continuous Professional Development (CPD) is a universally accepted mechanism that bridges the gap between formal higher education knowledge transfer and work-place competencies. CPD reinforces existing knowledge and facilitates acquisition of new skills, and intricate competencies required for innovation. The study investigates the challenging factors South African Construction Industry (SACI) practitioners encounter which limits participation in CPD rated events and formal trainings. The study significantly contributes to the identification of the barriers to the subject matter and the recommendations that emerged may be explored by SACI practitioners towards becoming globally competitive. The research involved extensive review of existing literature to identify CPD participation challenges, and construction industry practitioner’s competency challenges. It further analyzed secondary data obtained from industry actors as means of benchmarking industry expectations for SACI. The research identified financial cost of CPD, workload of personnel, and lack of suitable CPD activities as prevalent challenging factors in SACI. The study recommends that organizations need to support staff by financing CPD training costs, and consciously creating work-recess for staff to attend CPD trainings.


Continuous professional development CPD Competencies Participation South African Construction Industry Work place competency 



The authors wish to acknowledge University of Johannesburg as well as the National Research Foundation of South Africa (NRF) for funding the publication process through the Thuthuka funding mechanism award number TTK180805351820.


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Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Idebi Olawale Babatunde
    • 1
    Email author
  • Timothy Laseinde
    • 2
  • Ifetayo Oluwafemi
    • 3
  1. 1.Department of Operations ManagementUniversity of JohannesburgJohannesburgSouth Africa
  2. 2.Department of Mechanical and Industrial Engineering TechnologyUniversity of JohannesburgJohannesburgSouth Africa
  3. 3.Postgraduate School of Engineering ManagementUniversity of JohannesburgJohannesburgSouth Africa

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