...BMT330 TRAINING AND DEVELOPMENT L T 3 0 P 0 C 3 Version No.: 1.00 Course Prerequisite: Nil Objectives: The objectives of this course are to equip students with comprehensive knowledge and practical skills for managing training in their organizations. Course outcome: students should expose to all fields of ‘training and development’ in the business scenario. CONTENTS UNIT DESCRIPTION Introduction: Learning Theories ‐ Reinforcement Theory, Social Learning Theory, Goal Theories, Need Theories, Expectancy Theory, Adult Learning Theory, Information Processing Theory ‐ The basic principles of learning, The Learning Process , Mental and Physical Processes, The Learning Cycle, Learning curve, Learning styles. Analysis: Training Needs Analysis and Needs Assessment – Business, Performance, Job, Task, Learner, Context and Skill‐Gap analyses Design: Training Objectives – Training Deliverables and Instructional Strategies – Training Design Budgets and Schedules – Training Project Management. Development: Drafting Training Materials – Developing tests / assessments – Quality Control Issues Implementation: Train the Trainer Programmes – Classroom delivery of training – Non‐ Classroom delivery techniques viz. Computer‐based training (CBT), Multimedia training (MMT), Web‐Based training (WBT) – Management Development Programmes (MDPs). Evaluation: The role of ...
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...Case Study: Getting and Using Compensation Information “Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according to the business needs, goals, and available resources.” The three careers I chose for this case study are Public Relations Specialist, High School Teacher, and Project Coordinator. The reason for me choosing these specific careers was that I’ve held each one at some point in time. In this case study we will examine why each job has different salary ranges and why. Question #1 Doing this research I’ve come to find that out of the three jobs that I selected, a project coordinator is paid the most on average. The project coordinator is paid $89,509 a year on average. I was shocked to find out that out of the three careers chosen, that a public relations specialist is paid the least of all three. The public relations specialist on average is paid $45,931 a year. I expected that the project coordinator position would be the highest paid out of the three, however I did not expect for the teacher to be paid more ($53,447 a year on average) than the public relations specialist. I expected the teacher to be paid the least of all three. Usually teachers are thought...
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...Jaykee Ramiro Fernando, Arnold Vincent MGT 104 Case Studies The Personality of HR People Case Questions: Q1. If you were an HR specialist, which category would you prefer to be and why? Our group would prefer the consummate professional. (The Consummate Professional according to Wilson (2013) is usually coming from a confused lower middle class family background and may describe themselves as working class. Became aware early that life was unfair. Brought up to respect authority, parents became anxious when exam results were not as expected. Feels honoured by the challenging projects given to them by the company, but confused as to why reward involves being given more challenges to deal with.) We can observe on how experiences would play its role and have influences in shaping personality. Personalities can either be gained through genes or by the influences of the outside environment. We could infer that consummate professionals, as stated above, have undergone such life experiences which molded the person to think that life is unfair which means that that he/she will strive to work hard since that person’s past experiences gave him/her the knowledge on how one should survive in the society, for instance, when one does not work hard, he/she would not gain respect and would not be able to obtain the fruits of life which will lead to one’s struggle. We preferred the consummate professional over the three other HR personalities since the consummate professional could...
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...STAFFING MANAGEMENT INSTRUCTOR’S MANUAL Four Recruitment and Retention Case Scenarios By Marcia R. Gibson, Ed.D. Project team Author: SHRM Project contributors: External contributor: Editor: Design: Marcia R. Gibson, Ed.D. Nancy A. Woolever, SPHR Sharon H. Leonard Courtney J. Cornelius, copy editor Kellyn Lombardi, graphic designer © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 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 08-0873-IM Introduction These recruitment and retention case scenarios are designed to be presented sequentially, since each scenario builds upon the previous one. They are intended for undergraduate college students. LearNING oBjectIVeS Students will learn to: Determine recruitment needs. Identify recruitment policies and guidelines. Determine a recruitment strategy. Develop a communication plan to implement...
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...ACCOUNTING THEORY AND PRACTICE PRE-REQUISITE : BKAF3073 FINANCIAL ACCOUNTING AND REPORTING IV |Lecturer |Group |Room |Ext. |e-mail | |DR. DHIAA SHAMKI |C & F |3.07 |3740 |dhiaashamki@uum.edu.my | 1.0 SYNOPSIS This course is an advanced level course focusing on financial accounting theory; and as such, it differs from other accounting courses learnt previously. It is designed to further enhance students’ understanding of the concepts and issues in accounting theory and practices. This course involves the study of the practical and theoretical issues involved in the development, implementation and changes in accounting theories and regulatory framework. As this course will be seminal-like, this course will provide students with some generic skills required in the accounting profession such as team working, interaction, leadership, follower-ship, critical and creative thinking skills, decision making skills, analytical skills, communication skills as well as professional demeanor. 2.0 OBJECTIVES Upon completion of this course, students are expected: 2.1 to understand the principles, concepts and issues in accounting theory, financial accounting theory and reporting practices, 2.2 to critically evaluate the development...
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...Case Title: HAPPY NEW YEAR: “Good News-Bad News!” | Summary of the key point(s) or problem(s) presented in the case.Marquis works for the Savannah, Georgia Street Department and had just earned his associates degree in supervisory management and was looking forward to moving up in his company. He heard that the city was experiencing some financial losses. Marquis was one of the 8 employees laid off. Now he has to find a way to support his family. | Question #1: The depressed economy has caused many organizations to eliminate thousands, if not millions, of jobs across the nations. This has had a profound effect on employee morale both for those whose jobs have been eliminated and for the survivors left behind who are expected to do more and more. What steps should the city’s HR department do to minimize the impact of downsizing on employee morale? On those who survive? | Answer to Question #1: The HR department should communicate with all of their employees and let them know what is going on and that there may be some downsizing. Everything should be stated clearly so that there is no confusion and no one spreads rumors about some people being laid off. | Question #2: What else could the HR department have done to soften the blow on the eliminated employees? | Answer to Question #2: The HR department could have used Upward communication to soften the blow on the eliminated employees and explain to them the reason behind it instead of just laying them off...
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...Application Case 16-1: The case for and against Drug Testing As a Human Resource Professional, there are many issues that must be addressed, and often the intent behind policies implemented to address these issues seem to be at odds with one another. With the cost of hiring, training, ongoing support and team building kept to a minimum through employee loyalty, the spectre of drug testing can seem to put a large crack in any progress a company has made building long term morale. At what point does a happy, seemingly productive workplace lock horns with the issues of safety, absenteeism, poor work performance and the potential of systematic lenience towards criminal activity that can go alongside drug and alcohol abusers in the company’s midst? This is a touchy subject primarily affecting those amongst a company who are most likely to pass it. Employees find comfort in being trusted by their employers. There is an intrinsic satisfaction that comes from feeling valued, accepted and trustworthy by one’s superiors. Given the reputation of drug screenings, many employees will have heard horror stories of jobs lost when employees tested false positive for bona fide prescription drugs or even cough medicine. Further, it has been argued that routine abusers have found ways and will continue to find ways to cheat the system. Combatting that, some employers have implemented “watchers” who stand and watch the employee urinate in the cup. (Staff, 2010) Certainly, most corporations...
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...What job would you create? Why? The job that I would create would be that of administrative assistant. I would create this particular job because it would fill the void that currently exists within the company. Administrative assistants typically perform job tasks that do not really fall under any other category and work to support the office in a general manner. Administrative assistants typically have responsibilities such as making travel arrangements. However, their duties can extend beyond that to include general accounting duties, such as basic accounts receivable and payable. What are the employee competencies this position needs to be successful? Why? The employee competencies that this position needs to be successful would be attention to detail, punctuality, ability to multitask, good communication skills, and basic accounting skills. These skills are important because they are crucial in order for the candidate to be able to fulfill all of the requirements of the position. What are your ideas for how you might design performance management, compensation, and incentives for this new position? Why? In terms of performance management, I would implement a regular review process so that the employee that would be hired for this position would be able to gauge whether or not he or she is fulfilling all of the responsibilities of the position and performing up to expectations. Performance reviews allow employees and employers to work together in order to set...
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...Morgan Stanley: Becoming a “One-Firm Firm” Time: Summer 1993 Scenario: John Mack has recently been appointed president of Morgan Stanley (MS). His primary goal is to recapture the “value of the franchise.” History of Morgan Stanley • Firm founded in 1935 when, in the wake of the Banking Act of 1933 (Glass-Steagall) requiring banks to separate commercial and investment-banking activities, six partners of J.P. Morgan left to form Morgan Stanley & Co. • In 1971, MS launched a sales and trading operation, a dramatic change from its exclusive focus on corporate finance to that point. The firm was very successful in this effort, dominating the sales and trading rankings for a decade. • In mid-1970s, MS began expanding internationally, before most other firms were acting on the potential of the global market. • By 1977, MS had over 1,000 employees, more than 4 times as many as in 1970. • While the firm had been one of the most prestigious banks on Wall Street and had developed exclusive relationships with many Fortune 500 companies, by the early 1980s the firm had started to rest on its laurels as many of its competitors were on the rise. • In the 1980s, corporations began to move from single long-term banking relationships to long-term transaction-based relationships predicated on receiving a variety of services. MS stumbled during this time, falling to sixth in global underwriting in 1983. • During this time, MS established merchant banking and asset management...
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...Connor Ferguson Admin 351 Jo-anne Goodpipe January 29, 2016 Full Case Analysis of Hallington Utilities Services Company Case Analysis: Case overview 1. Summary of the situation Hallington Utilities Services is first introduced as a utility that distributes electrical power to customers in the municipality of Hallington. In the mid-1990s, the Ontario government decided it should move to deregulate the electrical power market because residents and businesses in Ontario were drastically overpaying for services and were considered the third-highest electricity generation rates in Canada, with no choice of suppliers. HUS was reorganized. It now responded to a Board of Directors. This Board adopted the vision: Excellence in customer service with competitive electricity rates and knowledge of power that is 1st class, which meant focus, was now going to be mainly on providing second to none customer service in attempt to please the public. After this shift there became the growing concern that HUS would face major restructuring and reorientation challenges Hallington employees were beginning to be concerned about their future within the organization. With this growing uncertainty, employee’s morale can be greatly affected. After this introduction about what HUS was and the new regulations facing the company, the case shifts focus on to the human resource specialist, Marion Forbes. Forbes starts by meeting with CEO J. Swatridge. He highlighted three major concerns that have...
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...Andrew Yard Case Study Analysis 1 Running Head: Andrew Yard Case Study Analysis The Andrew Yard Case Study Analysis (A-C) Harvard Business School Publication 9-911-028,029,030 MBA 612: Leadership I Northwood University DeVos Graduate School September 2014 Dr. Tara Peters Running Head: Andrew Yard Case Study Analysis 2 The Andrew Yard circumstance portrays a remuneration settlement from a worldwide HR executive, Joseph Rogers, alongside a hopeful, Andrew Yard, for a high-level executive position. He is highly qualified and experienced professional in retailing home goods and electronics. The negotiated 600K salary plus 75% bonus, and other benefits such as health insurance, a car allowance, stock options and housing were appealing but also too came with a price. Problem Statement: The problem becomes awkward once Andrew feels offended by Joseph while he is offered a monetary motivator to join the association more quickly than at first arranged. Hypothesis/Analysis: The Business Development team identified growth potential in retail business but the retail business was declining due to the absence of a good leader. Hypothesis 1: Ayoub Companies was missing out on growth opportunities in retail business. The COO was acting as an interim leader and he was under much burden. As an example in the Harvard Business case study states, his recent emails to the team showed that the retail business was a critical juncture: “We’re putting fires out daily...
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...Assessment scheme The assessment for Strategic management of human resources and innovation has two case studies and an on-line test. Description Marks out of Wtg(%) Due date On-line test (see study desk) 100 20% Friday, 18 December 2015 Case study 1 (2000 words) 100 40% Friday, 15 January 2016 Case study 2 (2000 words) 100 40% Friday, 05 February 2016 On-line test (due to be completed by Friday 18 December, 2015) Please note, the on-line test relates to 20 multiple choice questions prepared from the main text Millmore et al, 2007, Strategic human resource management: contemporary issues. Prentice Hall. To pass this test, you must have acquired a copy of this textbook. You can acquire a copy of the text by contacting the USQ cooperative bookshop where both your texts (i.e. Milmore and Davilla et al) have been packaged together to reduce the cost. Please see the study desk in week 1 under the heading ‘ON-LINE TEST’. A ‘Guidelines for the On-line Test’ will also be posted in this section. These guidelines will set out which chapters you should study to be able to answer the multiple choice questions. Further details will be posted for completing this test. Case study 1 Description Marks out of Wtg(%) Due date Case study 1 (2000 words) 100 40% Friday, 15 January 2016 (approximately 5 typed pages single spaced) You should write the case study in such a way that you start your answers from line 1. That is, there is no need for large introductions...
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...PREPARATION - When it came to resume building, I mentioned my internship (which was in Samsung), projects I did and the co-curricular activities - I was confident about my aptitude and was focussing mainly core and analytics. - I didn’t prepare for GD but finally had to give GD in Coca Cola, ITC and Schlumberger. So you can never be too sure of what comes your way during the placements. PLACEMENT EXPERIENCE - I started my placement journey by getting shortlisted in Capital One on Day 1. They shortlisted 125 candidates on the basis of resume. Then they took a case study interview and reduced the number to 30. Then again took an aptitude test but finally didn’t give offer to anyone. - Then came Coca Cola on Day 2. They organised GD in the groups of ten each and then there was a single interview of about half an hour which mainly consisted of HR based questions. The topic of the GD was “Are Engineering students wasting time in studies ?”. The interview mainly focussed on the commitment to work with them and asked whether I did any activity depicting leadership skills. - Coca Cola shortlisted candidates with medium profile like moderate CPI with few extracurrecs. I had a target of gettng placed in Qualcomm from second year itself. It came on Day 2 and I got a call from Qualcomm in the middle of the interview of Coca Cola so I could not take their call. Immediately after this I went for the Qualcomm interview but they were not happy and asked me to leave without much interrogation. The...
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...Purpose of this case study is to identify and analyze key problems in Training & Development. And find out what are the solutions and recommendations can provide to overcome such problems. Methodology – Find out what are the key problems, issues, in the management, and Training & Development. Findings – • No Policy regarding Training & Development • Training Expenditure was very high • Not Effective in-house trainings • Do not evaluate the trainer • Training Need Analysis is not done • Evaluation of Training is not done • No proper Learning Objectives • Lacking of documentation part. Recommendations – • Develop an organizational Training & Development policy. • Make an allocation of fund to Training & Development in the annual budget. • Conducting HR Audit annually or twice a year. • Analyze the competitors what to they are doing in Training & Development. • Get a survey or feedback from those who participated in the Training & Development programme. • Include Personal Development Plan in Training & Development. • Improve the documentation part. • Get ideas to improve the Training & Development from their agencies of 05 leading global pharmaceutical manufacturers or HR Consultancy firm. • Follow the Training Cycle properly. Problem Statement Question No. 01 What are the key issues identified in the case that could have...
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...Research Documents The Research Paper Factory Join Search Browse Saved Papers Home Page » Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study In: Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study Int. J. of Human Resource Management 18:11 November 2007 1895– 1916 The global integration of diversity management: a longitudinal case study Aulikki Sippola and Adam Smale Abstract Whilst the extant diversity management literature has provided a comprehensive array of theoretical frameworks and empirical studies on how organizations can and have approached the management of a diverse workforce, the same cannot be said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this underresearched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable...
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