...this document has been undertaken by the Human Factors Integration Defence Technology Centre, part funded by the Human Capability Domain of the U.K. Ministry of Defence Scientific Research Programme. © Human Factors Integration Defence Technology Centre 2006. The authors of this report have asserted their moral rights under the Copyright, Designs and Patents act, 1988, to be identified as the authors of this work. Reference .............................................. HFIDTC/WP2.1.5/1 Version.................................................................................2 Date................................................................. 30 April 2006 ©Human Factors Integration Defence Technology Centre 2006 HFIDTC/WP2.1.5/1 Version 2/ 30 April 2006 Authors J. Pike J. Huddlestone Cranfield University Cranfield University ii HFIDTC/WP2.1.5/1 Version 2/ 30 April 2006 Contents 1 2 2.1 Introduction ................................................................................................ 1 The e-learning development lifecycle ......................................................... 2 Instructional design perspective.......................................................................................... 2 2.1.1 Key Stages................................................................................................................ 3 2.1.2 Design and Development ...............................................................................
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...1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service Purpose of Presentation 2 To seek input on the draft document “Roadmap for a Human Resources Information System for the Ukrainian civil service” To discuss desired course of implementation, including a staged approach To confirm overall direction and next steps What is a human resources management information system? 3 It is an application that supports the delivery of HR management, and automates a number of processes with a view to increase efficiency and standardize HRM processes for the Ukrainian civil service. It is comprised of modules, that are interlinked. Comprehensive HR system is a foundational element of HRM Reform project. Background and Context 1 4 This roadmap was developed on the basis of interviews held with Heads of HR and MDCS officials in the spring of 2009, to gather information on data collection, analysis and reporting, and the level of technological support. A review of the NDCS concept paper was also undertaken; Issues identified during this consultation process include: Current systems (Kadry, Kartka) do not meet the needs of HR departments; limited capacity for analysis at the CEGB and government levels; time consuming process for annual reporting to State Statistics Committee; Inconsistent way of recording and maintaining HR information; multiple manual recording systems, Excel spreadsheets...
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...on organizational functioning in areas related to conflict management. 02. Understand the organizational change process. 03. Understand the design and practice of training in the workplace, including adult learning theory. 04. Understand conflict resolution theory, principles and methods, particularly as they apply to the various conflict resolution mechanisms typically part of conflict management systems. Be aware of current best practices in conflict management. Competencies needed for the Conflict Management Abilities: Ability to manage organizational change. Ability to conduct needs assessment (i.e. to discern the nature of the organizational needs). Ability to design and conduct adult training. Ability to design and conduct evaluation of program implementation. Ability to facilitate groups and build consensus. Ability to design a conflict management system (or to lead the design process). Ability to work collaboratively. Ability to assess the decision-making centers in an organization and to gain the support and cooperation of the key decision makers. Ability to mediate, or to use a mediative process within groups. Ability to design and implement communication strategies within organizations. Ability to understand the culture of an organization and to work appropriately in the context of that culture. Ability to identify and incorporate reinforcement mechanisms into the change process. Ability to relate to and identify...
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...scenario. It is an auto parts supply Company located in Beijing, China. The CEO wants to know the best guidelines for the recruitment and selection process and competent procedures in place of Guanxi practices. The aim of assignment is to provide a practical recommendation to CEO of Fitright for the HRM Activities advantages in response to the questions given in the task areas. As a resource person of HRM, I have mentioned my opinions as an advice to follow best procedure Fitright would achieve and maintain a substantial competitive advantage to become a successful organization. About Human Resource Management (HRM) What is HRM? Human Resource Management (HRM) is an activity of the people who work in the organization. It can be performed by the management and link managers within the organization. It is different organizational functions to be used simple and easy way to employee management solution. The aim of the HRM is to develop the people in a competent way through work. What is Strategic Human Resource Management (SHRM)? Strategic Human Resource Management (SHRM) is an organizational functions joining the people about the HRM strategies to the organizational strategies more systematically and specifically with the organization. The SHRM activities help to interact between corporate strategy and SHRM activities. Therefore, SHRM included different HR functions like – plan, policies, practices recruitment, training, benefits, employee...
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...Project Team Project leader: Fiona L. Robson Project contributor: Bill Schaefer, SPHR Nancy A. Woolever, SPHR External contributor: Sharon H. Leonard Editor: Courtney J. Cornelius, copy editor Design: Terry Biddle, graphic designer © 2008 Society for Human Resource Management. Fiona L. Robson Note to HR faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation 08-0753 © 2008 Society for Human Resource Management. Fiona L. Robson 1 International HRM Case Study Purpose of the Case Study This case study is geared toward an undergraduate audience with a basic understanding of the issues involved in domestic recruitment and selection. The case is based on a fi ctional organization in the United Kingdom’s hotel industry; however, the content covered is relevant internationally and among different industries. The material is presented in this manner to allow you to apply theory to...
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...Zaharias Athens University of Economics and Business, Greece Angeliki Poulymenakou Athens University of Economics and Business, Greece Chapter XXXV ABSTRACT E-learning attracts considerable interest in contemporary corporate training curricula. As it concerns a considerable investment, organizations that tend to adopt and maintain it effectively and efficiently in the long term need to learn from the pioneers. Authors’ experience and extensive literature review lead to 11 critical success factors, which promise to increase the awareness towards the most common impediments. Those critical success factors include the alignment with business objectives; leadership; empowerment of the learning aspect; technological infrastructure; blended instruction; careful design; evaluation and feedback; time and space to learn; motivation to learn; usability; and complete knowledge of learners’ characteristics. Copyright © 2008, Idea Group Inc., distributing in print or electronic forms without written permission of IGI is prohibited. Critical Success Factors for E-Learning Adoption INTRODUCTION E-learning is increasingly recognized as an important mean in delivering effective and relevant training in the workplace. This new training delivery mode exploits the power of Web networking and capitalizes on corporate technology infrastructures. Research studies and professional reports present the magnitude of e-learning market and trends. Despite apparent financial...
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...Job analysis Job analysis involves a systematic investigation of jobs using a variety of methods, to determine essential duties, tasks and responsibilities. Job analysis is crucial to the identification of relevant skills and competencies. It involves obtaining objective and verifiable information about the actual requirements of a job, and the skills and competencies required to meet the local area and University’s needs. Job analysis facilitates accurate recruitment and selection practices, sets standards for performance appraisals and allows appropriate classification/reclassification of positions. Comparing the skills possessed by employees with the results of job analysis can greatly assist in workforce planning strategies and restructuring or redesigning jobs to reflect the requirements of the local area and/or University-wide changes. Key Factors in Job Analysis Task identity: Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end which is clearly visible to the employee and others. It is important that employees see the end results of the work they have produced either on their own or as a part of a team. Variety: Employees, who perform repetitive tasks which offer no challenge, may lose interest and become bored and dissatisfied. Greater variety can improve interest, challenge and commitment to the task. Variety means more than simply adding an extra but similar task. For...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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...School of Psychology 2013 Paper Outline Faculty of Arts and Social Sciences PSYC573-13A (HAM) Personnel Training & Development Lecture times/rooms: Thursdays, 09:00am – 10:50am. Room I1.08. Lecturer/Convenor: Donald Cable, Room K1.01. Extn: 8296. Email: dcable@waikato.ac.nz Student consultation hours: Thursdays 14:00-15:00. Other times by appointment. Paper Description The aim of this paper is for you to develop an understanding of the theory, research, and practice relating to training and development (including career development) in organizations. Upon successfully completing this course, you should be able to: understand, and apply personnel training and development psychology theory and research, and bridge the gap between this and the practice, conduct training needs analyses and evaluate training and development (including career and professional development) initiatives, identify or develop training programs which incorporate sound principles of learning and training transfer, identify and develop the competencies that will support you in pursuing a career as an organizational psychology (or HR) practitioner with a focus on the training and development of individuals in organizations. Blending the exploratory learning aspect of Active Learning with proceduralized instruction, and creating a learning environment within which students are actively encouraged to construct knowledge, this paper includes lectures with associated readings, student seminars...
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...help. The whole time, not of them came out from behind the counter to see if he was OK.” The customer who witness the incident called 911 and stayed with the boy until paramedics arrived. However, when they arrive they found themselves at an exit-only door, the employees did not open to the door to let them in, so the paramedics had to pry the door open to get to the boy and take him to the hospital. Instructions QUESTIONS 1. Run the asthma attack incident through the needs analysis process. What is the performance problem and is it important? Who are the stakeholders? What information would you collect by doing an organizational, task, and person analysis? What are some of the outcomes that would result from the needs analysis process? Needs analysis is the use of various methods to identify gaps or deficiencies in employee or organizational performance between what is desired and what is required. After reading the case study, it is clear that performance problem is not only the implementation of proper training and procedure policy, but also the failure of supervisors and management to act on the employee of their employees. In my...
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...Chapter 1 Introduction 1. Background Strategic Human Resource Management (SHRM) has been, and remains, one of the most powerful and influential ideas to have emerged in the field of business and management during the past twenty-five years. Policy makers at government level have drawn upon the idea in order to promote ‘high performance workplaces’ and ‘human capital management’. Within business corporations, the idea that the way in which people are managed could be one of, if not the most crucial factor in the whole array of competitivenessinducing variables, has become a widely accepted proposition during this period. Many management consultancy firms – both large and small – have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. And, not least, academics have analysed, at considerable length, the meaning, significance and the evidence base for the ideas associated with SHRM. The central idea – broadly stated – is that while for much of the industrial age, ‘labour’ was treated as an unfortunate ‘cost’, it became possible to view it in an entirely different light; as an ‘asset’. Economists and accountants routinely classified labour as one the main ‘variable costs’. Accordingly, procedures and managerial systems were aligned with this view. Labour was seen as plentiful and dispensable. Little thought was given to its recruitment, little investment was made in its development...
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...safety professionals must have education, training and experience in a common body of knowledge. Safety professionals need to have a fundamental knowledge of physics, chemistry, biology, physiology, statistics, mathematics, computer science, engineering mechanics, industrial processes, business, communication and psychology. Professional safety studies include industrial hygiene and toxicology, design of engineering hazard controls, fire protection, ergonomics, system and process safety, safety and health program management, accident investigation and analysis, product safety, construction safety, education and training methods, measurement of safety performance, human behavior, environmental safety and health, and safety, health and environmental laws, regulations and standards. Many safety professionals have backgrounds or advanced study in other disciplines, such as management and business administration, engineering, education, physical and social sciences and other fields. Others have advanced study in safety. This extends their expertise beyond the basics of the safety profession. Because safety is an element in all human endeavors, safety professionals perform their functions in a variety of contexts in both public and private sectors, often employing specialized knowledge and skills. Typical settings are manufacturing, insurance, risk management, government, education, consulting, construction, healthcare, engineering and design, waste management, petroleum, facilities...
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...Creating and Evaluating Accessible Audio-only Games First Author: Tatt Loong Hung Affiliation: CIRCUA, School of Engineering & Information Sciences, Middlesex University Address: The Burroughs, Hendon, London NW4 4BT, UK. e-mail address: t.hung@mdx.ac.uk ABSTRACT Second Author: Ray Adams (supervisor) Affiliation: CIRCUA, School of Engineering & Information Sciences, Middlesex University Address: The Burroughs, Hendon, London NW4 4BT, UK. e-mail address: adams@churchillians.net In summary, this work demonstrates the feasibility and acceptability of creating audio-only games plus new findings about the importance of the level of cognitive load, the nature of the learning curve, the different design methodologies and the different types of players for an understanding of the psychology of the player of the audio-only computer game. MOTIVATION FOR THIS RESEARCH Audio-only computer games are the primary focus of the present work. They are important for both practical and theoretical reasons. Computer games now form one of the biggest categories of software application in the world. Yet few of them are accessible for those players for whom visual displays are not appropriate, due to circumstances or visual disabilities. Equally, audio-only games provide an environment in which to investigate the psychology of the users of such games. We have deployed both existing games and those designed in collaboration with potential users, noting greater satisfaction with the latter. The...
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...blank Visualizing Research A Guide to the Research Process in Art and Design Carole Gray and Julian Malins © Carole Gray and Julian Malins 2004 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Carole Gray and Julian Malins have asserted their right under the Copyright, Designs and Patents Act, 1988, to be identified as the authors of this work. Published by Ashgate Publishing Limited Gower House Croft Road Aldershot Hants GU11 3HR England Ashgate website: http://www.ashgate.com British Library Cataloguing in Publication Data Gray, Carole Visualizing research : a guide to the research process in art and design 1.Art – Research 2.Design – Research 3.Universities and colleges – Graduate work I.Title II.Malins, Julian 707.2 Library of Congress Cataloging-in-Publication Data Gray, Carole, 1957Visualizing research : a guide to the research process in art and design / by Carole Gray and Julian Malins. p. cm. Includes index. ISBN 0-7546-3577-5 1. Design--Research--Methodology--Handbooks, manuals, etc. 2. Art--Research--Methodology-Handbooks, manuals, etc. 3. Research--Methodology--Handbooks, manuals, etc. I. Malins, Julian. II. Title. NK1170.G68 2004 707’.2--dc22 ISBN 0 7546 3577 5 Typeset by Wileman Design Printed and bound in Great Britain by MPG Books Ltd, Bodmin, Cornwall ...
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...Syllabus Vs Curriculum Outline Difference between a syllabus and a curriculum. An account of the salient factors we have to consider for constructing a syllabus. 1. Introduction. 2. Syllabus and curriculum A. Definition of syllabus B. Definition of curriculum C. Difference between syllabus and curriculum a. Basic difference b. Differences in detail approaches 3. Factors to construct a syllabus A. Type A: What is to be learn B. Type B. How is to be learn C. Van EK’s necessary component D. Selection of the content E. Organization of the content F. Components to design a syllabus a. Set A b. Set B c. Set C d. Set D G. McDonough about syllabus design H. Criteria for selection and grading a. Structural b. Topic c. Functional 4. The need for a syllabus A. Should a syllabus be explicit, and if so, to whom? B. Basic organizing principles 5. Creating and reinterpreting a syllabus 6. Conclusion Introduction: Throughout the 1970s while language teaching theorists and practititioners excited themselves with course design for Specific Purpose language teaching, and while needs of adult migrants and private sectors or industrial language learners were extensively examined, the majority of learners of English continued to struggle with large classes, limited text books, few contact hours, and years of unintensive study. The work of many teachers had either been...
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