...Advances in Developing Human Resources * Applied Psychology: An International Review * Asia Pacific Journal of Human Resources * Asia Pacific Journal of Management * Canadian Journal of Administrative Sciences * Canadian Journal of Behavioural Science * Career Development International * Compensation and Benefits Review * Cross Cultural Management * International Journal of Cross-Cultural Management * European Journal of International Management * European Journal of Work and Organizational Psychology * European Management Journal * Gender, Work and Organization * Group and Organization Management * Human Relations * Human Resources Development Review * Human Resources Development International * Human Resource Management * Human Resource Management Journal * Human Resource Management Review * Human Resource Planning * International Journal of Cross Cultural Management * International Journal of Environment, Workplace and Employment * International Journal of Human Resources Development and Management * International Journal of Human Resources Management * International Journal of Intercultural Relations * International Journal of Manpower * International Journal of Psychology * International Journal of Selection and Assessment * International Journal of Training and Development * International Studies of Management and Organization * The Irish Journal...
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...Journals Inc. (USA) Print ISSN: 0975-5853 Impact of Training and Development on Organizational Performance By Raja Abdul Ghafoor Khan, Furqan Ahmed Khan, Dr. Muhammad Aslam Khan University of Lahore, Islamabad Pakistan Abstracts - Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant affect on Organizational Performance. These Hypotheses came from the literature review and we have also proved them with the help of literature review. Results show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on Organizational Performance and all these have positively affect the Organizational Performance. It means it increases the overall organizational performance. We also prove our Hypothesis through empirical data. However, results are strongly based on the literature review. Keywords : Training and Development, On the Job Training, Training Design, Delivery style, Organizational Performance. GJMBR-A...
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...TRAINING FEEDBACK ANALYSIS & NEW FACULTY SELECTION AT HRDI(BHEL) ABSTRACT INTRODUCTION Set up in 1976 as management development institute as per the recommendation of the first corporate plan of BHEL, it was renamed as HRDI in 1986. It has become the corner stone of learning and apex centres for HRD in BHEl supported by HRD centres at units and advanced technical ecucation centre in Hyderabad. Human Resource Development Institute of BHEL siy=tuated in Noida conducts training programme every year to enhance the capabilities and competencies of the senior and middle level manager and the executives of the organization working in the company across India. Human Resource Development Institut has a system of assessing the effectiveness of the training programmes which are conduacted during the year. BHEL is one of the few companies that asses the post programme. Training effectivenesss is eavaluated by analyzing the post training feedback forms whcich are received by form the participants. These forma are sent 3-6 months from the time training programmers are conducted. These feedback forms are in addition to the reaction evaluation sheets which are collected immediately ance the training programme gets conducted. The report is aimed at analyzing and understanding the responses which have been received via post e the action plans have been implemented by the participants which are prepared durng...
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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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...3PRM F306A CIPD Assessment Activity Template |All activities should be completed |Assessment Criteria | | | | |Activity 1 | | |In pairs or small groups, research and discuss answers to the following. Then provide written individual responses, | | |in your own words, to each question. | | | |1.1 | |Explain at least 2 purposes of performance management and its relationship to business objectives. | | |Identify 3 components of performance management systems. |1.2 | |Explain the relationship between motivation and performance management, referring to at least 2 motivational theories.|1.3 | |Identify 2 purposes of reward within a performance management system. | | |Describe at least 3 components...
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...reduce the cost of training and development for employees. My objective is to show how the current technological advances and future development of information technology infrastructure can satisfy both categories. Using my Strategic implementation our organization can continue to develop employees while reducing cost associated with the training. Information technology can develop the workforce, and increase the profitability. In my research I investigated all aspects of employment development known as E-Learning. I applied this advanced training methodology to my current company for direct analysis. I wanted to develop a plan based on the research that could present to the company showing the advantages of E-learning. Even though I don’t have direct financial access to all of the company’s resources, I could still show the fiscal impact of my research and request a proposal for implementation. Keywords: E-Learning, infrastructure, costing, development, advantages, information technology E-Learning: Employee Training and Development When reviewing the company’s strategic plan I noticed a decreased budget in training and development without a qualitative solution to supplement the change in planning. As I began to think of solutions I used my learned knowledge in Information Technology to suggest idea’s for change. When analyzing the company’s current developmental plan I noticed a lack of advancement in technology and how it applies to training. I suggest we visit...
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...INDUCTION PROGRAMME FOR NEW STAFF The induction programme lists suggested activities to be covered from day one through to the end of probation. |SESSION |SUGGESTED CONTENT OF SESSION | |Introduction to the University and work area |Mission, Vision, Objectives of work area | |Person Responsible – Line Manager |How the work area fits in to the wider University | | |All key operational and social areas to be visited. (e.g. Offices, Labs, Catering | | |Facilities, Bank, Library) | |Introduction to other members of staff |Go through organisation chart | |Person Responsible – Line Manager |Discuss roles and responsibilities of staff in general terms. | | |May also want to extend time to allow visits to key contacts outwith work area. | |Introduction to the other teams within the Work area|Purpose/Activities of the other teams/work areas | |(if appropriate) ...
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...Resources Development Module type: Optional Module Code:J/601/1269 Module Credit: 15 Teaching Period: (15+6 weeks) QCF Level: 5 Contact Hours: (21*3 = 63) Lecturers: 15 weeks Assignment Support: 3 week Feedback and assessment: 3 weeks Module leader: Mr Peter Emelone Lecturer: Magdalena Wronska Start date:29/09/14 Day: Tuesday / Thursday Time: 10.00-13.00 / 14.00-17.00 Term:Spring Term CONTENTS 1. INTRODUCTION, AIMS AND OBJECTIVES 2. MODULE OUTLINE AND TEACHING METHODS 3. READING AND COURSE PREPRATION 4. LECTURE WITH DETAILED COURSE PROGRAMME AND OBJECTIVES 5. ASSESSMENT DETAILS 6. INTRODUCTION Human resource development contributes to the overall success of an organisation through providing learning, development and training opportunities to improve individual, team and organisational performance. Training and development affects everyone in the organisation and it is appropriate at every level from office junior to senior executive. Learning is complex and this unit explores the related theories and their contribution to the process of transferring learning to the workplace. It is important; therefore, for learners to appreciate that all staff should be encouraged to develop their skills and knowledge to achieve their potential and. in doing so, enable the organisation to meet its strategic objectives. Learners need to appreciate that successful organisations recognise that their training programmes need to be planned and managed. All training has a...
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...needs, actions, and the corresponding completion dates related to staffing, training, recordkeeping, reporting, laboratory control, start-up and process control, safety, emergency operations, maintenance management, Operation and Maintenance (O & M) Manual development and revision, and operational budgets during the construction, start-up, and performance certification periods. 2.0 SUMMARY OF IMPLEMENTATION ITEMS AND DATES The implementation dates of the following sections are arrayed below in chronological order to allow rapid identification of action items and related completion dates. Frequent reference to this listing will help avoid the possibility of omission or slippage of key actions necessary for successful plant start-up and continued operation. Plan of Operation Section Reference 10(a) Date Action May 1990 July 1990 Start Construction of treatment facility Establish new Sewer Use Ordinance to accommodate industrial discharges Establish Industrial Pretreatment Ordinance FY 92 pre-start-up budget consideration 10(a) 10(b) 9 June 1991 Januar y 1992 Superintendent (Chief Operator) hired Complete draft of O & M Manual Review of User Charge and Industrial Cost Recovery Systems Senior Operator hired Chief Chemist hired Begin influent sampling program Begin development of detailed Emergency Procedures Plan Begin development of detailed guidance on employee safety and related training program 2(a) 8(a) 9 June 1992 August 1992...
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...CONTENTS 0 TABLE OF CONTENTS 1 1 EXECUTIVE SUMMARY 2 2 INTRODUCTION 3 2.1 ZULULAND ANTHRACITE COLLIERY (PTY) LTD (ZAC) 4 2.2 ST JOHN 4 2.3 CHEP 5 3 PERFORMANCE APPRAISAL 5 3.1 EFFECTIVE PERFOMANCE APPRAISAL SYSTEM 5 3.1.1 DESIGN INPUT 6 3.1.2 TRAINING APRAISERS 6 3.1.3 FORMAL AND INFORMA METHODS 6 3.1.4 APPRAISAL SYSTEM EVALUATION 7 3.2 EVALUATION OF THE THREE COMPANIES 7 3.2.1 ZULULAND ANTHRACITE COLLIERY (PTY) LTD (ZAC) 7 3.2.2 ST JOHN 8 3.2.3 CHEP 9 4 REWARDS SYSTEMS 12 4.1 THE AIMS OF REWARDING EMPLOYEES 12 4.2 REQUIREMENTS FOR AN EFFECTIVE REWARD SYSTEMS 12 4.2.1 Attract talented employees 13 4.2.2 Retain talented employees 13 4.2.3 Motivation 13 4.2.4 Legal considerations 13 5 PERFORMANCE APPRAISAL AND REWARD SYSTEMS 14 5.1 ZULULAND ANTHRACITE COLLIERY 14 5.2 ST JOHN 14 5.3 CHEP 14 6 IMPROVING PERFORMANCE APPRAISAL AND REWARDS SYSTEMS 15 6.1 OBSERVATIONS AND RECOMMENDATIONS 15 6.1.1 ST JOHN 15 6.1.2 CHEP 16 7 CONCLUSION 17 8 LIST OF SOURCES 17 EXECUTIVE SUMMARY Grobler et al (2011:293), describes performance management as a process which significantly affects organisational success by having managers and employees work together to set expectations, review results and reward performance. In www.wikipedia.org; it is said that performance management includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an...
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...Practices utilized by Marks & Spencer to address strategic needs 17 Question 1: In an industry where competition is intense, developing staff has probably never been so important. By training and developing its staff, discuss how Marks & Spencer is in a position to develop a competitive advantage over its competitors. Introduction A competitive advantage is a superiority that an organization can gain over its competitors by providing the same value at lower prices or charging higher prices for providing greater value through differentiation, Business Dictionary (2015). Grobler et al (2011:9) noted that in the past the focus of Human Resources (HR) was an administrative one (traditional HR) with focus on personnel issues, more recently HR has been recognized as being contributory to the organization’s overall strategy. HR is therefore an integral part of achieving competitive advantage. One such HR practice that enables competitive advantage is in training and development of its staff. Noe et al (2012:98) noted that in the knowledge economy it is the organization’s intangible assets which provide for competitive advantage. A company’s intangible assets comprise human capital, intellectual capital, social capital and customer capital. Training and Development When there are deficiencies in key skills required by an organization, this can result in poor performance and a loss of competitive advantage. Employee programs...
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...Review of Strategies (2010) * From functional to divisional * Implementation of the new structure to develop FOCUS on each business segment * Marketing Department: Strategic Marketing, Marketing Services * Development of Sales Training Department * In 2010, Sales and Marketing Department must have a 30.63% (20.25% +10.38%) increase in sales to cover the decrease of sales in 2009 and also maintain the average increase of sales from 2006 to 2009. * 20.25% was the decrease of sales from 2008 to 2009 * 10.38% was the average increase from 2006 to 2009 Planning * Quarterly Sales Conference * Synergize direction- close collaboration between on-line and print sales executives * Integrating the promotion of Medical titles to the Marketing Department * Implement per discipline and per title projection through the format set by Corporate Product Development Office and Sales and Marketing Department. * Completion of Manpower * Budget for Marketing * Implementation of a customer follow-through and retention program where Regional Sales Managers will follow an organized and systematic flow of activities from adoption stage to after-sales to collection to re-adoption and/or re-order * Account Management * To establish the Training Department as a revenue-generating entity of the company by offering and/or bundling established training programs with clients upon adoption or as X-deal. Leading * Implementation...
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...Tutor Marked Assessment- Submission document 3PRM Supporting Good Practice in Performance and Reward Management |Your Name |Karolina Mehmeti | |HLC Student Number | | |Cohort/Group |November 2014 | |Your Tutor |Lisa Stevens | |Date of Submission |01/11/2015 | |Number of words used in this TMA (discount references and tables, charts and graphs) | | Save this document as Full name, Unit, Cohort, Assessment For example AngelaSample_3PRM_Jan15_Assessment It will be returned as AngelaSample_3PRM_Jan15_Assessment_Feedback CIPD Assessment Activity |Title of unit/s |Supporting Good Practice in Performance and Reward Management | |Unit No/s |3PRM ...
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...Personal Development Planning For Postgraduate Research Students Postgraduate Personal Development Planning 1 INTRODUCTION Personal Development Planning (PDP) is a process already present in most PhD supervision and study practices. PDP is ‘a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development’ (QAA 2001). This handbook provides guidelines for Postgraduate Research students at Queen’s on what PDP involves and to help you to get the most out of the process. Please note that there may be slight variations or specific requirements for you in your School or subject area. Key features of PDP: • PDP is an ongoing process, not a single document, nor is it carried out at a single point in time. • It provides you with the opportunity to plan, reflect on and record your progress, development and achievements. • PDP formalises good practice in working for and supervising a research degree. • PDP is a structured and supported process. The structure and support is provided by: - The Skills Analysis Questionnaire - The Postgraduate Skills Training Programme (PSTP) - Records of meetings with your supervisor(s) - Training plans - Formal reviews – 3 month, differentiation, and annual monitoring - Records and evidence of your achievement - Your evaluation and reflection of your progress, achievements and skills - Your research diary or log...
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...Impact of Training Practices on Employee Productivity: A Comparative Study Rohan Singh Madhumita Mohanty Faculty of Management Studies, Siksha O Anusandhan University Bhubaneswar, India rohansingh@khalsa.com Head of the Dept, MHRM IISWBM Kolkata, India drmadhumitamohanty@gmail.com Abstract — The paper studies the effects of training on employee productivity. This paper provides a review of the current evidence of such a relationship and offers suggestions for further investigation. An extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual HR practices like training have on employee productivity across various sectors. The focal point of our review is on training practices and employee productivity and their relationship. In conclusion, we can say that taken as a whole, the research findings are varied. Some studies have found a positive association, some negative and some no association whatsoever. The paper concludes with directions for future research by applying different level of analysis on exploring the impact of training practices on employee productivity. of these resources, training is one of the main activity in order to have qualified, flexible, and proactive employees (Bartel, 1994; Raghuram, 1994; MacDuffie and Kochan, 1995) and to achieve the correct running of each stage of the process of knowledge management (Alavi and Leidner...
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