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Interestingly, a significant 18% of the respondents expressed their ignorance about the matter
of human resources efficiency in the study area. It may be concluded that the respondents
perceive the existing institutional structures of the Ulundi Local Municipality and decision­
making machinery to be less efficient and effective in the study area than expected. These
findings do support Cooper et al., (1999:458), who argued that human resource challenges for
LED can 'only be met successfully by a well-educated, well-trained, bright, energetic,
multilingual and entrepreneurial workforce that understands the nature of tourism and has had
professional training'.
In addition to the above analysis ofdecision-makers, the purposively sampled 25 respondents
in the Ulundi Local Municipality were asked to reveal their viewpoints on human resources
efficiency levels in the study area. In this regard, Figure 6.12 depicts the level ofefficiency of
human capacity in the municipality. The outcomes reveal that a majority of the respondents
(72%) indicated that the efficiency index of the human resource was low in the local
municipal area. This outcome is associated with general and prevalent perception in the
Ulundi municipal area, that the administrative services to the public in local offices are not
efficient or customer friendly. On the other hand, only 14% of the household respondents
indicated that there was a high index of human resource efficiency. An equal number of
respondents (14%) revealed that they were not sure about the level of efficiency of human
resource capacity in the study area In some way, the notion of being unsure, may be
regarded as being negatively inclined than being positive.
14% III High Leve
o Low Level
IONot Sure
Figure 6.12: Perceived efficiency by household heads of the level of municipal human
capacity ofUlundi in 2007
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