I Would Like to Take This Opportunity to Thank Atlantic International University (AIU)

Acknowledgement

I would like to take this opportunity to thank Atlantic International University (AIU) for their support throughout the perusing of my academic career especially the academic department and related disciplined at the university during my studies.

In addition, particular thanks to my academic advisor Dr. Erick Aguiller. I also thank friends and relations for their support and encouragement during my program.

John Parker Yanney

Abstract

Training and development raises a lot of concerns in an organizational context, such as whether employee training program can really provide efficient workplace with sustainable employment or whether employee training program can help improvement workers to reduce unemployment periods, through the overall structural level. The overall purpose of training and development is to improve performance through company business plan or mission statement and increase quality and quantity productivity to meet customer satisfaction and competitive advantage.

The study describes effectiveness of the organization in achieving company prime objective, which contributes towards success to retain key employees by preparing managers to become owners, selection and developed mindset, build an evaluation and accountability systems and development of management type of style to retain loyalty to retain key managers, in other words a learning to drive high performance through strategically integrated Human resources development (HRD) and integrated human resources management (HRM) philosophy.

It also increases organizational effectiveness through performance management and reward system, 360 degree feedback and review of performance and pay rewards. In addition there are also three main areas with which human resources development is involved namely: individual, occupational and group and organizational development which is linked to strategic imperatives and has much stronger theoretical base from organizational point of view.

Strategically HRD aims at producing a coherent and comprehensive framework for developing people through the creation of a learning cultural and formulation of organization and individual learning strategies. However, its primary objective is to enhance resource capability in accordance with the belief that a firm’s HRM are a major source of competitive advantage. Generally, the HRD polices are closely associated with that aspect of strategic HRM that is concern with investing in people and developing the organization’s human capital.

Methods use in establishing organizational effectiveness as a framework of developing reward strategy, the formulation of corporate vision can be describe as a processes for developing and defining a sense of direction. Additionally, the Chartered Institutes of Personal and Development (2004) suggested some key development phrases for development requirement which included the diagnose phase, the detailed designed phase, the final testing and preparation phase and implementing phase. In order to increase the generality of the findings, some organizations applied effective reward strategy with its component

clearly defining the effects of reward which must also compose criteria for effectiveness based on the question to be answered when assessing the effectiveness of the rewards.

On the other hand, retention strategies needs to be established so that key people stay within the organization in order to avoid wasteful and expensive levels of employee turnover, based on the analysis of people leaving or staying, however the retention plan should address each specific area of commitment and dissatisfaction which include, pay, job design, performance learning and career development amongst others. Finally the strategic policy should be associated with investing in people and development of organizations human capital.

Chapter 1

Introduction

In the past, HRM has not been as perfect until recent development in traditional criteria where people are seen as resources for the organization is a central concept for those like Likert (1961) who campaigned for more involved approach to management arguing for the shift in thinking from human relations to human resources until Maslow (1965) suggested, 20 years before for the popularized HRM , that treating people as valued resources via what is called eupsychain management provided for competitive advantage.

These above theories are considered as success Human resource development in today’s integrated use of learning and development, career and organization development to improve individual and organizational effectiveness (Malagan and Sahadolnik (1989).

According to the above definition, the field of HRD, however actually appears to have been developed from a theoretical perspective which implies that HRD serves as a contributing area of training, education, development and learning that enhances individual group by improving performance at organizational level, in the same way it enhances the effectiveness of the human resources with the purpose of achieving organizational goals and objectives.

The only ideal way to deliver Human resources development with high probability of success is to put strategic practices in productive organization in order to strive to contribute directly to the organization’s goal based on the purposeful system needing to obtain effectiveness and efficient survival minimums, are performance –orientated. Consequently, HRD primary responsibility really focuses on performance. Based on empirical theories strategizing HRD according to Johnson and Scholes, (1993), there are number of conventions with number of dimensions adopted by organization which include the range of organizational activity, the matching of the organization activities to the environment and the matching of the organization activities to available resources.

For certain types of training development, there are still the kind of improvement you will expect from performance and feed back on the kind of organization and the environment it operates.

The purpose of reviewing these realities of organizational survival depends largely on the present environmental sources of competitive advantage which implies the ability of an organization to learn quickly then their competitor most importantly build on understanding of values with employees recognition by organization for the reason and from strategic perspective, to increase on the investment of human assets through training and development. The essence of this approach is to provide effective training in order to avoid wasteful and expensive level of employee’s turnover

The only way to deliver training and development for effective organization success is with high probability of success of improvement of workers performance through structural level of organization that comprised key employees by preparing managers to become owners of business through selection and developed mindset, building evaluation and accountability system and development of management type of style to retain loyal key managers. This means the ultimate managers should be active to be able to deliver their best from the start, that where the greatest opportunity exist for setting and managing the organization.

Training and development describe in this paper provides framework for people through the creation of learning cultural and formulization of organizational and individual learning strategies and also management of individuals to show commitment to become future assets of the organization.

Chapter 2

Definition of investigation

The evolution of the training and development broadens organizational and individual learning curve and in turn improves productivity quantity and quality especially in the case of manufacturing industries, hence some models are derived from an organizational development perspective whereas some individuals behavior, reaction and results.

Training and development in the organizational context is an important factor in helping employees use the process effectively and it is believed to have at least five desirable outcomes in supporting training which include the following.

v  Increased awareness of the appraiser expectation

v  Improvement in work behavior and performance

v  Reduction of un discussable , specifically the appraiser feelings and perception about undesired behaviors of those being appraised

v  Increase in effective periodic informal 360-degree performance review and

v  Increase in organizational learning.

Training and development has had been mixed receptions over the years in organizations and frequently had to fight it corner and gain it recognition. The acceptance of HRD is although much stronger, since it been linked to strategic imperatives and has much theoretical base in universities. However, with modern business organization, the challenges are now not to become complacent but to ensure that HRD continues to contribute to the successfulness of the operation of the organization.

Training and development process consist of a structured approach to improve organizational performance through performance management and rewards system of individual employees that enable individual growth in the organization from current state to desired future states.

Training referred to in this context include broad array of points from organizational perspective to improve individual chances for the effectiveness of the organization in achieving company prime objective, which contributes towards success to retain key employees by preparing managers to become owners, selection and developed mindset, build an evaluation and accountability systems and development of management type of style to retain loyalty to retain key managers, in other words a learning to drive high performance through strategically integrated HRD and integrated HRM philosophy.

In thinking about what does this entire means in practice of training and development for organization effectiveness, the whole activities is connected with the management of people at

work and of course, potentially falls within the scope of HRM, hence few aspect seems to be critical including the following

v  The process of engaging people into the organization is questionable: you must ensure that new entrants have the potential and willingness and enthusiasm to contribute to organizational success

v  The management of performance: making sure that employees behavior is geared towards to the achievement of relevant goals and that the resources are available to make this happen

v  The rewards are managed rather than merely administered

v  The development of talent: creating the environment in which learning is seen as a way of organizational life.

v  The management of cultural: developing and communicating a particular vision of what working for this organization means.

As part of approved process in selection, you need to increase attention and authorized engagement of new entrants, to ensure that suitable candidates are selected. Interview process and tools for selection new engagement. These tools included structured approach that can be used to effectively to improve performance of the interview so that any selection device needs are reliable and valid.

However, you need to use validity as a selection device that predict job performance and it purports to do so, on the other hand when the reliability test fails an applicant, it will however produce different result from other candidates. Indeed structuring interview needed to be fair demonstrated on the grounds of unfair circumstances. In another direction, interviews need to include structurally based, which reflect job circumstance known to differentiate between good performers and poor performers.

Most interviewers are not trained but are effective selectors. On of the principal findings of a major study on selection interview indicated that performance improved with training Mayfield and Carlson (1966) has been known for sometime but the message seems not to have been widely received.

Concerning training and development selection process, performance, management reward and training development has characterized the literature on management over decades, however the need to develop cultural is relatively a present though by some organizations integrating this prescription is a belief that organization have cultural and that strong cultural is possible to unify and motivate which can affect business performance and that is the key responsibilities you need senior managers to bring about cultural change.

Although it seems therefore that change cultural will remain difficult but that appear to have, however you need the ability to develop the required strong cultural by those that are small or have some quite experience to customized significant increase on employees who understand

the implication of authorizing a change. As part of recognition being the key ingredient to high performance work practices research into High Performance Work Practice (HPWP) has provided high evidence about HRM on organizational effectiveness.

High performance working practice consist of new ways of organizing work rewarding performance and include employees in decision making process in the workplace, to combined these good idea you will create high performance work organization which will result in increased productivity and profit for the organization and retain key employees. Conversely, to avoid risk of defect otherwise to be successful, Ashton and Sung (2002) provided the bounded ability to support high performance work organization need to address for main areas:

v  Job design should utilize all the practical and intellectual skills of the work

v  Self- managed team in desire

v  Knowledge must be disseminated through meetings briefly so that employees understand the business environment

Chapter 3

Goal and objectives of the investigation

Management’s first commitment is to direct trends weather or not training and development can help in improving performance management through the structural level of the organization so as to be able to retain key managers to become owners of the organization in the future, it is therefore important to evaluate the impact training will likely have an employee behavior pattern works processes, technological requirement, leadership and motivation. Management must access the potential key employees that will provide support through.

The first phase is the identification of learning, training and development needs which include series of steps. To revisit the primary purpose of training and development is to improve organizational performance of both individual and organization.

The second phase includes the planning and designing process which outlines the processes of learning at your experience of your learning as an adult: through assimilating, storing, using and experiential learning.

The third phase of delivery clarify the strength and limitation of conventional classroom based teaching and learning that demonstrate new approaches to formalize learning to complement these strength and overcome some of the weakness.

The final phase, assessment and evaluation offers illustrations of being able to measure immeasurable anomalies of human experience on what kind of control and how, why, where and when and with whom are guided in the first place.