His Talk, Her Talk

It is no secret that men and women have marriage problems. A big source of that happens to be communication issues. Men tend to not be interested in what the women wants to talk about. Same goes with women, they may not be as interested in male conversations or men do not give as much detail as the women would like. That is why many are attending marriage counseling. For couples in marriage counseling a good essay to read is â€Å"His talk, her talk†, by Joyce Maynard. It talks about how there are different ways men and women talk. Males tend to talk about general things and skip details.Females will usually talk about a certain topic and stay on it. Men will usually just skip from topic to topic. Another essay that would be a good read is â€Å"Man to man, women to women†, by Mark A. Sherman and Adelaide Hags. They talk about how males and females talk about different things. Women tend to talk about kids, jobs, husbands and other female things. Men will usually just s tick to sports, work, and anything else that happens to be in their surroundings, as in anything that happens to be on the news. So men and women differ in conversation.The essay I would most recommend would be â€Å"His talk, her talk†, by Joyce Maynard. It basically states that it is okay for a husband and wife do not have the most in common when it comes to conversations. Women and men talk about different things. The other spouse is just supposed to accept that. That would help others open their eyes. In conclusion both essays are good, but that is the one I would recommend. The one bad thing about it is that it is from one women’s perspective. One situation does not speak for everyone. However it does speak for the majority. So it would help many couples in marriage counseling.

Global Economic Environment Essay

(a) How has Apple capitalized on the globalization of production? What advantages does manufacturing in China offer the company? ANS: Globalization has been a heat topic in these past years. Many international companies will use this advantage for their own production, and Apple is definitely one of the significant examples. Below shown are the ways that Apple capitalized on the globalization of production. Firstly, Apple finds and searches subcontractors from places such as Korea, Taiwan, China and even Germany. It keeps expanding itself by improvements as well. For example, it replaced plastic screens by glass screens in 2004. Secondly, the fact that globalization has made the rules less strict, it becomes easier for Apple to set up factories in different countries. Thirdly, Apple also uses the competitive advantages of foreign locations. For example, this place is an expert of manufacturing particular device then Apple can give this certain task to it and ensures the high quality of the product. Moreover, Apple creates a lot of job opportunities. It employs 43000 people in the states and also supports another 254000 jobs. Some people may point out that jobs only increase for the workers in developing countries, but still thanks to globalization, Apple creates hope and stable salaries for those non-skilled workers. Lastly, globalization allows Apple to spread its fame to the world. Apple not only based on its own ability, but it is also assisted by the trend of globalization and becoming a legend for years. There is a list of advantages of choosing China as a place to manufacture. The core reason will be its low labor costs comparatively. It is known that workers working in FOXCONN are earning $14 a day, which is lower than those in the states. It’s also easy to hire engineers in China. It usually just takes 15 days. It may need months to hire engineers in foreign countries. Also, Chinese subcontractors can give quick responses as the factories are all clustered together. The large population of China may not be a main reason of its advantage, since large population doesn’t mean better workers. However, more people that are in that area, more suitable choices that Apple can choose, so this may be one of the minor advantage as well. Besides, China is a developing country where everybody is looking for a stable job. The workers in China usually wont mind the low labor cost, but they will look for safe and stable ones for their daily necessities. Last but not least, China is claimed to be the location of world factories. It seems to be more experienced in handling complicated machines during the manufacturing process. The above are the advantages that producing in China can offer. (b) Why do you think Apple continues to keep activities like product design, software engineering, and marketing in the United States? ANS: Steve Jobs once mentioned that MacBook is a machine that made in America. This whole idea comes from American designers. More importantly, these activities are called intellectual activities. Intellectual activities represent the collective corporate culture, identity and history of a company. Keeping these activities in the States can grant Apple industry information, trade secrets or special ability to innovate and bring new and better products and services into the marketplace. Apple fosters creativity by proving a flexible corporate atmosphere. Question 2 (a) What are the benefits to a law firm of outsourcing legal services to a foreign country? What are the potential costs and risks? ANS: Outsourcing legal services have three main benefits. Firstly, it lowers the firm’s administrative costs, as salaries of Indian workers are lower undoubtedly. Secondly, it increases the diversity of labor in the company. Since India obviously has a different culture comparing to the States, the culture within the firm will be more diverse and more communications will occur. Thirdly, since these Indian workers do not work directly under the American law environment, they will then work in a more free and relaxed environment. With the existence of the benefits above, there are certain risks that are involved in outsourcing. The workers are not directly supervised by the American law firm therefore the service will then not be guaranteed. If there are any mistakes, the firm will have a worse reputation and image consequently. Also, there may be a chance of exploitation of Indian workers because they have lower bargaining power. In this certain case, the workers will be less devoted during work and have less sense of belonging to that law company. (b) Which group gain from the outsourcing of legal services? Which group loses? On balance, do you think that this kind of outsourcing is a good thing, or a bad thing? Why? ANS: Using a monetary point of view, the owners of the firm surely gain from the reduction in costs. Besides, the US firms will earn by enlarging its profits. Most significantly, the Indian workers are gaining from this outsourcing activity. They can have a stable profession in the States and they may earn a higher salary comparing to the low skilled jobs provided in India. For the groups that will lose, they are the US lawyers or some of the Indian workers in special cases. The US lawyers may have difficulties in finding jobs since the Indian workers are hired. There will be then less US lawyers will be considered by those US law firms. Indian workers may also lose at the same time if they are being exploited or not having enough welfare from the law firms. Outsourcing has advantages, but meanwhile also disadvantages. Let’s start with its good deeds. It’s a good thing when it can lower labor cost and enhance labor diversity. It also reduces the money needed in recruitment due to the large amount of suitable candidates in India. It also helps to increase the disposable income of citizens in both countries. It also links up the two countries that are involved, bonding them with a sense of partnership. However, outsourcing has certain potential harms. Workers face a more intense competition since there are more choices of workers due to outsourcing. Therefore, the Indian workers will feel more stressful in this way. Also, more monitoring work is needed for the quality of work in order to reduce the occurrence of errors. All in all, with balanced managing skills, outsourcing will then be a good deed to grant benefits to both countries involved, which will be India and the States if it’s in this case in this question. (c) Why were the services in this case outsourced to India, as opposed to another country such as China? What does this tell you about the kinds of factors that are important when a firm is considering whether to outsource a value creation activity, and where to outsource it to? ANS: The reasons include same law systems, amount of law students and the ability of speaking English. Firstly, Indian and US share the same set of laws, then it will be easier for Indian lawyers to handle law cases subcontract from US law firms. For China, it has a different law system with the one in US. If China is chosen, every procedure will be difficult to handle. Secondly, India beats China due to the relatively large amount of law students. More suitable candidates can be chosen in India more than in China. Thirdly, which is an important reason that Indian young lawyers have better English skills than ones in China. English is the mother language of the Indian, it’s easier for them to browse documents or draft contracts for the US law firms. For those in China, they have lower education levels and can only good to perform factory work. Also, US and India share the similar culture while China has a complete different one. This will make the young lawyers easier to communicate with their bosses and share the same common culture with some other US co-workers. There are a few factors that have to be considered while deciding whether to outsource or not. The first one will be the ability and costs of labor. Costs include transportation costs and cost of communication between main firm and subcontractors. If the cost will be lowered in a large proportion, outsource will then be considered. Also, regulations of different locations are core factors as well. Outsourcing needs to focus on different cultures and rules in order to avoid errors or unnecessary violations. The main firm’s own financial status is also another core factor. With more financial power, the certain firm can have a more flexible managing skills and can decide whether outsourcing can really help itself or not. For the choice of locating outsourcing services, developing countries will always be appropriate places due to their low cost labor, which makes everything easier. For example, the most popular two choices would be Indian and China, with many suitable candidates and low standard of living. Question 3 (ai) What are the important challenges faced by managers specifically in an international business? ANS: International business enjoys a large economy of scale, but it suffers from challenges at the same time. First, it requires a long time in reaching consensus between different contractors and departments. It is because parts of the manufacturing are too dispersed. It’s hard for them to communicate or reach consensus. They may need to make numerous phone calls or hold long period of conference video to reach a final decision. Secondly, international business tends to have more conflicts due to the different culture adopted in different places. Contractors may argue about some rules and have different opinions due to different religions. Thirdly, international business can no longer produce standardized product. They need to produce different types of product to satisfy the demand of different cultures. For example, for McDonald, they change their menu in India and produces rice in Hong Kong for people who need to have quick lunch. Last but not least, international business also needs to spend more effort on deciding where should they set up their factories. It’s hard for them to decide. They need accurate measurements and discussions to find perfect locations for their factories. In order to stay competitive, international business has to make sure that it can handle these challenges by overcoming it and also solving it with appropriate and efficient measures. aii) In this context, how is managing an international business different from managing a purely domestic business? ANS: In terms of law and regulations, international business needs more effort to deal with these issues in satisfying every demand of different countries. In contrast, local domestic business needs not to consider, it can just focus on itself and think creative ways to attract its domestic buyers. International business and local business share different ways of promotion and employment. International business needs much more expenses on promotion. It needs to spread its fame to every corner of the world, which means that more promotion fees will needed to be paid. Also, international business has a larger structure. It needs more people to work for them than the domestic ones. They may need managers, associates and overseas managers. More people needed to be hired and meanwhile more employment will be paid by the international business. Besides, international business sometimes will be less unique as they will always produce standardized products while domestic ones will be more able to remain its own special features and attract customers in the same way. Also, international business is always harder to run. It needs to overcome more challenges then domestic ones do. It must use a proper way to enter the market which to avoid violations and conflicts. The above are the differences between international business and domestic business. (b) Analyze the arguments for and against globalization with regards to: (i) Jobs and income ANS: Globalization creates lots of job opportunities for both skilled and non-skilled workers, but it may cause a small group of people to become unemployed due to the shifting of jobs. Job efficiency may be attained as well since globalization allows a better utilization of workers. It also enhances more stable job positions. Globalization leads to competitive working environment. Everyone fights for a better job and reputation. The intense competition will make some companies to cut off some deadweight. Some unlucky employees may lose their jobs in this way. In terms of income, people enjoy an increased disposable income, meaning they have a better living standard. However, intense competition may lower the income levels of certain employees as some companies may cut cost in both hiring and welfare. (ii) Labor and environmental protection ANS: Social responsibility is a main issue of globalization. It may provide a better working environment for employees. For example, Google is a perfect example. It’s such a huge organization that creates an enormous working campus for its workers. It hires so many experts as it provides a technological and comfy place for them to work in. Labor there can enjoy welfare from work. Globalization grants companies better resources from all over the world that they can have more abilities to protect their own workers. In the contrary, globalization may lead to a worse environment of the world. Less focus will put on the environment issues since every company is just thinking ways to earn profit. Waste and pollution may increase. Those international companies may just ignore the fact that they are producing much harm to the environment around, but they will just remain their pace of production. They will aim at efficiency no matter it is underproduction or overproduction. All in all, for those who support globalization, they are usually richer and tougher. They also rule themselves with stricter regulations. They also will claim that globalization can enhance specialization and also division of labor. They enjoy the comparative advantage that globalization grants and try their best to enter the global economy. Reference: News Report: 3 More FOXCONN Employees Commit Suicide http://www. pcmag. com/article2/0,2817,2419223,00. asp Videos: World Business: Legal Outsourcing in India 12/11/2010 http://www. youtube. com/watch? v=EKuVICAdwB0 Made in China: The Real Reasons Why Apple Won’t Build iPhones in the US http://www. youtube. com/watch? v=kikwfJ5BGVE Inside Foxconn: Exclusive look at how an iPad is made http://www. youtube. com/watch? v=5cL60TYY8oQ Readings: http://citeseerx. ist. psu. edu/viewdoc/downloaddoi=10. 1. 1. 202. 9503&rep=rep1&type=pdf

Effect of Training on Staff Productivity in Kenyan Banks

EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE OF KENYA COMMERCIAL BANK (KCB) By Abong’o Chacha A thesis presented to the School of Business and Economics of Daystar University Nairobi, Kenya In partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION In Strategic Management and Human Resource Management April 2012 Approval EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB) By Abongo ChachaIn accordance with Daystar University policies, this thesis is accepted in partial fulfillment of requirements for the Master of Business Administration degree. Date _________________________________________________ Mr. Thomas Koyier, Supervisor _________________________________________________ Prof. David Minja, Reader. DECLARATION EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB). I declare that this thesis is my original work and has n ot been submitted to any ther college or university for academic credit. Signed: ____________________________Date: ________________ Abongo Chacha ABSTRACT The objectives of the study were to analyze the effect of training on staff productivity in Kenyan banks. This involved determination of the effectiveness of training methods and their effects in employees’ productivity. The study also aimed to recommend the best strategies in employees training. This study covered 15 branches of one of the major banks in Kenya (Kenya Commercial Bank, KCB).Stratified sampling method was applied to select the bank branches and purposive sampling was applied to select 80 respondents of the study. The survey questionnaire was utilized in the data collection. The data collected was therefore descriptive in nature. Descriptive statistic technique and multiple regression analysis were applied in the analysis of the collected data. The major findings of the study showed that the common employeesâ €™ training strategies in KCB were on-the-job training, e-learning training, class-room training and workshop training.The effectiveness of the training methods applied by the KCB was relatively high as evidenced by the effectiveness of the detailed content of e-learning programs; well organized e-learning programs; importance of on-the-job training programs in employees’ deeper understanding of various concepts in the banking services for instance; On-the-job training methods enabled the employees to learn about the rules and principles of work, courtesy, manners and techniques of handling interpersonal relations.The results also show that the current training methods applied at the KCB have been effective at great extent in promoting productivity of the employees. This means that there is improved work output per time, efficiency, accuracy and more skills are developed among the employees. The most effective training strategies in enhancing productivity of the employees were deemed to be on-the-job training, seminars/ workshop training and e-learning while class-room training showed less significant effect in employees’ productivity. TABLE OF CONTENTS DECLARATIONiii ABSTRACTivTABLE OF CONTENTSv LIST OF FIGURESviii LIST OF TABLESix CHAPTER ONE1 INTRODUCTION AND BACKGROUND OF THE STUDY1 Introduction1 Background of the Study1 Profile of Kenya Commercial Bank (KCB)8 Statement of the Problem9 Purpose of the Study10 Objectives of the Study10 Research Questions10 Justification11 Significance of the Study12 Assumptions12 Limitations12 Definition of Terms, abbreviations and acronyms13 Chapter Summary13 CHAPTER TWO14 LITERATURE REVIEW14 Introduction14 Theoretical Framework14 Human Capital Theory14 Kirkpatrick's learning and training evaluation theory16Effects of Training on Employee Productivity17 Training and Employee performance18 Training and Employee Commitment20 Training Methods and Employee Productivity21 Training and Employee Effectiveness24 T raining Quality and Performance27 Models for Measuring the Effectiveness of Training30 Strategic Approach to Training and Development33 Empirical Review37 Conceptual Framework39 Chapter Summary41 CHAPTER THREE42 RESEARCH METHODOLOGY42 Introduction42 Research Design42 Population43 Target and Accessible Population43 Sample Size44 Sampling Techniques44 Sampling Frame48 Type of Data49Data Collection Instruments51 Pre-testing52 Data Collection Procedure52 Data Analysis53 Chapter Summary54 CHAPTER FOUR55 DATA ANALYSIS AND INTERPRETATION55 Introduction55 Response Rate55 Employee Training Strategies used by KCB57 Class room training57 E-learning programs62 On the job training67 Effectiveness of the Employees Training methods used by KCB71 Effectiveness of training methods on employee productivity at KCB72 Best training strategies for maximum employee productivity at KCB73 Regression Analysis74 Chapter Summary77 CHAPTER FIVE78 SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS78Introdu ction78 Summary of the Findings78 Employee Training Strategies78 Effectiveness of Training Methods79 Best training strategies for maximum employee productivity at KCB79 Conclusion79 REFERENCES81 APPENDICES89 Appendix A: Research Questionnaire89 Appendix B: Timeline96 Appendix C: Budget98 LIST OF FIGURES Figure 4. 1: Age56 Figure 4. 2: Education level56 Figure 4. 3: Work experience57 Figure 4. 4: Extent to which class room training affect employees’ commitment in KCB58 Figure 4. 5: Extent to which classroom training affect employee motivation in KCB59 Figure 4. : Extent to which classroom training affect employees' self efficacy in KCB60 Figure 4. 7: Extent to which classroom training affect employee productivity at KCB61 Figure 4. 8: Extent to which e-learning programs affect employees’ commitment in KCB63 Figure 4. 9: Extent to which e-learning programs affect employees' motivation in KCB64 Figure 4. 10: Extent to which e-learning programs affect employees' self effic acy in KCB65 Figure 4. 11: Extent to which e-learning programs affect employee productivity at KCB66 Figure 4. 12: Extent to which on job training programs affect employees’ commitment at KCB68 Figure 4. 3: Extent to which on the job training programs affect employee motivation in KBC69 Figure 4. 14: Extent to which the job training programs affect employees' self efficacy in KCB70 Figure 4. 15: Extent to which on the job training programs affect employee productivity at KCB70 LIST OF TABLES Table 3. 1: Sampling Frame48 Table 4. 1: Extent of agreement of the respondents with class room training as a strategy in employee training. 57 Table 4. 2: The level of agreement on of the respondents on E learning programs62 Table 4. 3: The level of agreement on of the respondents on on job training67 Table 4. : The level of rating of the respondents on effectiveness of training methods71 Table 4. 5: The level of agreement on of the respondents on effectiveness of training methods72 Tabl e 4. 6: The extent to which the following training methods affect employee productivity at KCB72 Table 4. 7: The level of agreement of the respondents on statements on the best training strategies for maximum employee productivity at KCB73 Table 4. 8: Coefficients of the Independent Variables75 Table 4. 9: Analysis of Variance76 Table 4. 10: Squared Multiple Correlation Coefficient, R276CHAPTER ONE INTRODUCTION AND BACKGROUND OF THE STUDY Introduction This chapter presents a brief introduction as well as historical background of employee training. An overall background of the study has been defined clearly, problem statement, objectives, assumptions, and limitations. Key terms have been defined and operationalized. Further the researcher has shown clearly why the topic has emerged as a topic of importance to the researcher. Background of the Study Nadeem (2010) defined training as the process of transmitting and receiving information to problem solving.This implies that training is for specific purpose. Omole (1991) sees training as any process concerned with the development of aptitudes, skills and abilities of employees to perform specific jobs with a view to increase productivity. An organisation may have employees with the ability and determination, with the appropriate equipment and managerial support yet productivity falls below expected standards. The missing factor in many cases is the lack of adequate skills, and knowledge, which is acquired through training and development.Commenting further Iboma (2008) is of the opinion that effective training can change the entire view of workers in an organisation and make the firm more productive as new skills and attitudes are developed by workers. Looking at the indispensability of training and development to an industrial set up, Ladipo-Ajayi (1994) observed that both are very demanding ventures in any organization because people commit huge resources to them. Training is one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges (Goldstein and Gilliam, 1990).Employee training represents a significant expenditure for most organizations. Tella and Popoola (2007) relating training to library work stated that it is as an essential strategy for motivating workers in the library as a service organization. For the Librarian or information professional to have opportunities for self-improvement and development to meet the challenges and requirements to perform a task there is the need to acquire the needed skills suitable for the work at hand. Institute for Work & Health (2010) defines training as planned efforts to facilitate the learning of specific competencies.These competencies typically consist of specialized knowledge, skills and behaviours needed for success in a particular environment. Training methods can range from a one-time dissemination of information to intensive programs administered over a long period of time. Njavallil (2007) did study training of bank employees by doing a comparative study between new generation banks and public sector banks in India. By then, there had come about many challenges in the banking sector following the new economic policy that was introduced during the nineties.The emerging business profile of banks included newer financial services, personal investment counseling, factoring, venture capital and possibly consultancy research services. This called for new knowledge, skills and attitudes and training systems to stand up to the challenges that demanded for changes in the approaches to training. The study found that significant differences existed between the two categories of banks regarding the training provided to its employees. The differences were related to certain aspects.Based on the study it was inapt to say that the training approach of a particular type of bank was significantly enhanced compared to the other. Sulu (2011) stud ied motives for training in the Nigerian banking industry focusing on the motives for training using the Nigerian banking industry as a case study . The study relied on both qualitative and quantitative analysis of data. The entire staff of the 25 commercial banks as at 2007 in Nigeria was the population of the study. The results of the analysis showed that banks saw training as important factors, as well as aving motives for investing in training. These motives included – new technology; productivity; responding to skills deficiencies; moral duty; new hire request; and staff request. Some of the recommendations based on the findings include – training should be seen as one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges; it must also be noted that, training though primarily concerned with people, is also concerned with technology, the precise way an organization does busi ness.Ghebrecristos (1983), studied training methods and techniques in an organization using a case study of the Commercial Bank of Africa Ltd. Nairobi, Kenya. From the findings, CBA used several training methods and techniques in building the employee capability. They made use of classroom teaching, on the job training and seminars and workshops. Ling (2007) notes that training is viewed as an expensive investment for a business organization and is often neglected during recession.The author cites a reason as the value and contribution could not be effectively ascertained. Ling (2007) mentioned that in most studies relating to training effectiveness, the focus was on establishing the relationship between training system or practices or factors (individual and organizational) with training effectiveness, with emphasis on objective, content, organizational factors, expenditures, duration of training, coverage of employees, delivery methods, profitability, growth and overall organizati on performance.IAEA (2003) states that while it is abundantly clear that training can provide added value, a measured, isolated, determination of training effectiveness is difficult because personnel performance depends not only on training, but also on many other factors such as supervision, procedures, job aids, pre-job briefings, management expectations, and the experience and motivation of the workforce. The measurement of training effectiveness i. e. how well the training inputs are serving the intended purpose has also elicited wide reviews.IAEA (2003) identified three kinds of training outputs that organisations need to measure. They are: relating to course planning, relevance, comprehension and whatever goes on in the teaching programme and the environment; the utilisation of what is learnt on the job i. e. transferring the classroom learning to the job in terms of skills, competencies, decision making, problem-solving abilities and relationships and the like; and the change s in the mind set such as work related attitudes, values, interpersonal competencies and personal attributes.Winfred, Winston, Edens and Bell (2003) noted that the continued need for individual and organizational development can be traced to numerous demands, including maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. Training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel. The authors note that in 2000, U. S. organizations with 100 or more employees budgeted to spend $54 billion on formal training.Given the importance and potential effect of training on organizations and the costs associated with the development and implementation of training, it is important that both researchers and practitioners have a better understanding of the relationship between design and evaluation features and the effectiveness of training efforts. Sa hinidis and Bouris (2008) noted that insufficient knowledge and skills which can be imparted through training can cause employees not to feel motivated and lack commitment.Abbas and Yaqoob (2009) noted that training is designed to skill employees so they can perform well. This can be done by formally developing training programs or informally through on job training. Insufficiency in knowledge and skills may result into conflict with organizational goal achievement and eventually affecting employee performance. The authors concluded that training influences employee performance Olaniyan and Ojo (2008) note that the effectiveness and success of an organization lies on the people who form and work within the organization.Consequently, for the employees in an organization to be able to perform their duties and make meaningful contributions to the success of the organizational goals, they need to acquire the relevant skills and knowledge. In appreciation of this fact, organization like educational institution, conduct formal training programmes for the different levels of their employees. Institute for Work & Health (2010) identified two broad approaches to research on training effectiveness. One approach employs triangulation of multiple data sources and methods to gather data from end users of training.This method combines qualitative data (e. g. from key informant interviews, focus groups and observations) with various forms of quantitative data (e. g. from controlled study situations. These data are then used to assemble valid co-relational arguments for interpretation of results. The other approach to studying the effectiveness of training explores cause and effect relationships that are pertinent to the learning process or the application of learned material within the workplace. These studies use experimental designs to investigate factors related to the training process itself.They use measurable outcomes affecting individuals or work teams and, if feasibl e, gather data related to the impacts of training on the organization or relevant industry. Haslinda and Mahyuddin (2009) examined the effectiveness of training in the public sector using training evaluation framework and transfer of training elements. The findings of this study suggest that public service employees were evaluated at all five levels of evaluation, namely, the reaction, learning, behavior change, results and transfer of training levels.Factors that can affect the effectiveness of training in the public sector include lack of support from top management and peers, employees’ individual attitudes, job-related factors and also the deficiencies in training practice. The study was done in Kuala Lampur. A number of factors have been identified that influence the effectiveness of training in an organization. Haslinda and Mahyuddin (2009) identified the human resource policy of training, employees’ attitude and motivation, and the commitment of top management t o the training and development as some of the key factors.Pfeifer, Janssen, Yang and Backes-Gellner (2011) observe that training can serve as a screening device without increasing individual productivity, i. e. , the firm learns about abilities and skills of workers and can promote the best fitting (most productive) worker to the next job in the hierarchy. They also note that training might, on the other hand, indeed increase individual productivity by teaching skills and knowledge that are important to fulfil tasks at higher job levels.Gyes (2008) uses company-level panel data on training provided by employers in order to estimate its effect on productivity and wages in the food industry in Belgium. The productivity premium for a trained worker was estimated at 23%, while the wage premium of training is estimated at 12%. The study concluded that, by training its workers, a company can realise an extra added value per worker amounting to â‚ ¬1,385 higher than the cost of the requ ired training. Konings and Vanormelingen (2009) confirmed and expanded their analysis to the whole Belgian private sector.Again, the findings showed that training has a positive effect on productivity and wages. The marginal product of a trained worker is on average 23% higher than that of an untrained worker while wages increase by 12% as a result of training. Among the manufacturing subsectors, the largest productivity gains can be found in the chemicals and rubber and plastic industries. Finally, the study’s authors found no differential impact of training on the productivity of male versus female workers; however, wages increase more in response to training for women than for men.Almeida and Carneiro (2006), using a panel of about 1,500 large Portuguese manufacturing firms between 1995 and 1999, found that an increase of 10 hours per year in training per worker leads to an increase in productivity of about 0. 6 per cent. Colombo and Luca Stanca (2008) investigated the eff ects of training on employee productivity using a unique nationally representative panel of Italian firms for the years 2002 to 2005 and found that training activity has a positive and significant effect on productivity at firm level.Training also has a positive and significant effect on wages, but this effect is about half the size of the effect on productivity. Within occupational groups, the effect of training on productivity is large and significant for blue-collars, but relatively small and not significant for white-collars. Profile of Kenya Commercial Bank (KCB) The history of Kenya Commercial Bank dates back to 1896 when its predecessor, the National Bank of India, opened a small branch in the coastal town, Mombasa. In 1958 Grindlays Bank of Britain merged with the National Bank of India to form the National and Grindlays Bank.In 1970, the Government of Kenya acquired 60% shareholding in National and Grindlays Bank and renamed it the Kenya Commercial Bank. In 1976, the Govern ment acquired 100% of the shares to take full control of the largest commercial bank in Kenya. The Government has over the years reduced its shareholding in the Bank to the current 26% with the public owning the remaining 74% (KCB, 2011). The Kenya commercial bank has four subsidiaries; a wholly owned subsidiary, Savings and Loan (K) Ltd. was acquired in 1972 to provide mortgage finance.In 1997, another subsidiary, Kenya Commercial Bank (Tanzania) Limited was incorporated in Dar-es-salaam, Tanzania to provide banking and financial services and to facilitate cross-border trade within the East African region. Since inception, the Kenya Commercial Bank Group has endeavoured to provide quality and customer friendly services geared towards meeting the ever-changing customer needs. This has ensured consistent growth in customer deposits that have, in turn, provided a strong reservoir for steady growth in customer borrowings every year. Shares in KCB have, until 2004, historically underper formed most other publicly listed banks.The KCB share price has recovered dramatically since elections in 2004. KCB has more than 170 branches throughout Kenya, making it the largest banking network in the region. It has the largest number of own-branded ATMs in Kenya. Since 2004 most of the branches in Kenya have been rebranded as part of a wider corporate branding exercise. Since incorporation, KCB has achieved tremendous growth to emerge as a leader in Kenya's banking and financial sector. In 1970, the bank had 32 full- time branches, of which 25 were located in rural areas, five in Nairobi and two in Mombasa.Today, the KCB Group has the widest network of outlets in the country, comprising 170 full-time branches all of which represent over 55% of the total banking outlets in Kenya. Of the total outlets, 80% are located in the rural areas, with representation in all administrative districts. Statement of the Problem Training is an integral part of every company's agenda. Because o f the implications of training, it is important to have training that is effective. Studies have proven that more costly but effective training can save money that is wasted on cheap but inefficient training (Ginsberg and McCormick, 1998).Unfortunately, there is no rule of thumb method of effective training. Methods of training have to be analyzed and studied before companies can rely on them to train a competent workforce. Kenya commercial bank like any other organization is in the business of providing services to its customers. For the bank to effectively serve its customers, it has to have well trained employees who ensure quality service delivery. It is very important to have a needs analysis to determine which training method works best.There are several studies in this area in the banking industry in Kenya limited studies that have studied the impact of employee training on organizational productivity. There are numerous factors to be considered in making training method deci sions. Factors such as training objectives (what is aimed to be learned), cost, and trainee demographics are some important issues to be considered. The problem is to determine the effect of training on staff productivity. Purpose of the Study The purpose of this study is to establish the effect of training on staff productivity in Kenyan banks.The study is important in developing information necessary to lead organizations on the importance of training. Objectives of the Study The study will be guided by the following objectives: 1. To determine the strategies used by KCB in employee training 2. To determine the effectiveness of training methods used by KCB 3. To determine the effectiveness of training on employee productivity at KCB 4. To recommend the best training strategies for maximum employee productivity at KCB Research Questions 1. What training strategies are used by KCB? 2. What effect do the training methods have on employee productivity at KCB? . How does employee train ing affect employee productivity at KCB? 4. What are the best employee training strategies for maximum employee productivity at KCB? Justification Training has become an increasingly critical area of management for companies to enhance service quality, reduce labor costs, and increase productivity (Enz & Siguaw, 2000). Training programs can also promote teamwork; improve staff attitudes and self-awareness (Conrade, Woods & Ninemeier, 1994). Organizations must therefore focus on these different aspects in order to maintain a competitive edge in their respective industries.Organizations should remember that training begins once an employee joins the organization and should continue throughout their tenure with the organization. Training can also be provided by everyone i. e. all employees are potential instructors and students Kenya Commercial Bank has been selected due to its large size, presence and location across the regions. In addition it has a dedicated training centre at Karen (KCB Leadership Centre) from which courses are developed and imparted to staff. Training is seen as a fundamental and effectual instrument in successful accomplishment of the bank’s goals and objectives.Training not only improves staff resourcefully, but also gives staff a chance to learn their job virtually and perform it more competently hence increasing bank’s productivity. The ultimate implication of staff training can be noted in the bank’s bottom line. A study to evaluate the effect of training on staff productivity at KCB is thus necessary. Significance of the Study This study aims to explore the effect of training on staff productivity in Kenyan banks. KCB The study will deepen the understanding between perception and expectations as well as improve the knowledge of staff productivity by banks.Further it will address the fundamental aspect of the correlation that necessitates KCB to undertake training to improve the productivity of its staff. Scholars T his research will provide information to scholars as well as form a basis for further research to be conducted, here in Kenya as well as world-wide, regarding the effect of training on staff productivity in Kenyan banks. Assumptions The following is assumed: 1) All staff will be available for interviews. 2) Respondents are truthful when responding to questions on the survey. 3) Training is a pressing issue for many staff. LimitationsThe limitations faced or anticipated are: First, due to the study limiting itself to one bank, the generalization of results can be challenged. Secondly, even though there will be a concentrated effort to get the questionnaire into the hands of all staff, there is no guarantee that the individuals will actually receive and complete the questionnaires. Lastly, due to locations of some KCB branches, some of the data collection instruments will be sent via email or sent by parcel to the branches, thereby compromising on time taken to process the same. Defin ition of Terms, abbreviations and acronyms KCB:Kenya Commercial BankTraining – A process dealing primarily with transferring or obtaining knowledge, attitudes and skills needed to carry out a specific activity or task. Chapter Summary This chapter covered the background of the research, the problem statement, the purpose of the study or general objectives of this research, the research questions, the significance and scope of the research i. e. importance of the study and the definitions of Terminologies used in this research. In chapter two, I will review relevant literature that will help build on the variables and data collection methods to be used in the study. CHAPTER TWOLITERATURE REVIEW Introduction The chapter will review relevant literature on the effect of training on staff productivity at Kenya Commercial Bank. In order to have an in depth knowledge on the effects of employee training on employee productivity, the chapter provides relevant literature in the field o f study. The first part provides an overview of training; the next part examines theoretical framework and effects of employee training on employee productivity. Mugenda and Mugenda (2003) noted that literature review involves critical review of what previous work in relation to the research problem being investigated.They argue that a properly done literature review should be extensive and thorough so as to provide the researcher with an adequate base for his or her work. I hope this literature review meets their esteemed standards. Theoretical Framework Human Capital Theory Human capital theory as formalized by Becker and Gerhart (1996) is the dominant perspective on on-the-job training. This theory views training as an investment; it raises expected future productivity but at a cost. The key distinguishing feature of a human capital investment as opposed to an investment in capital concerns property rights.A machine can be sold, but in modern society, men cannot. As individuals h ave the discretion over the deployment of their own human capital, workers and firms will need to agree on an exchange in the labor market. This implies that how the costs and returns to training are shared between workers and firms is a central concern in the on-the-job training literature. Human capital theory has been further developed in the 1970s to explain the life-cycle pattern of earnings. This literature analyses the human capital investment decision of individuals in a competitive environment.One may argue that, in this model, the distinction between education and training is an artificial one. Workers choose the investment as a function of prices (and ability). Through these prices, the demand side enters. There is no strategic interaction between workers and firms. Weiss (1985) surveys this literature. In the beginning of the 1990s, the new field of economics of information resulted in applications to on-the-job training. Recent developments in the training literature fo cus on the strategic interaction between employers and employees, and as such stands apart from life-cycle theories of earnings.The focus is on market imperfections and information asymmetries. This review restricts itself to the core of private sector training theory. The reason for this focus is the scattered nature of this literature. The studies in this field differ in many modeling assumptions that complicate comparison. Yet, some common themes can be distinguished. The first major attempt to apply learning theory to educational technology was Skinner? s development of teaching machines, (Skinner, 1968). His idea was to develop curricula at such a level of detail that a learner could learn without error.The learner, his theory held, never fully recovers from making errors; once made, there remains a possibility that they will recur to disrupt future learning and performance. Consequently, effective instruction should invoke only correct responses. He was critical of traditional teaching methods because they often engender errors in learning, and because they fail to reinforce behaviour effectively. On his theory, negative reinforcement (e. g. criticism, punishment) was to be avoided. Only positive reinforcement is theoretically sound, and this must be administrated according to specific schedules to ensure effective learning.For instance, as new responses are shaped up, reinforcement should be withdrawn. Mechanical presentation of the curriculum seemed an ideal way for teaching since a perfect schedule of shaping and reinforcement could be built into the teaching programme. Kirkpatrick's learning and training evaluation theory Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning.Kirkpatrick's four-level model is now considered an in dustry standard across the Human Resource and training communities. The four levels of Kirkpatrick's evaluation model essentially measure; (1) reaction of student – what they thought and felt about the training and the reaction evaluation is how the delegates felt about the training or learning experience. (2) Learning – the resulting increase in knowledge or capability, to assess whether the learning objectives of the program are met.Learning evaluation is the measurement of the increase in knowledge or intellectual capability from before, to after the learning experience: Whether the trainees learnt what they expected to be taught; (3) behavior – The extent of behavior and capability improvement and implementation or application. Behavior evaluation is the extent to which the trainees applied the learning and changed their behavior, and this can be immediately or several months after the training, depending on the situation (the extent of applied learning back on the job. 4) Results – the effects on the business or environment resulting from the trainee's performance. Results evaluation is the effect on the business or environment resulting from the improved performance of the trainee. This involves the organizational impact in terms of improved quality of work, increased output etc. It is the acid test. All these measures are recommended for full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1-4.Effects of Training on Employee Productivity Research has shown that leadership training for executives and middle managers results in increased worker productivity (Barling, Weber, & Kelloway, 1996). Leadership development training could have the same benefits if given to the rest of the workforce (IIE Solutions, 1999). Leadership development, supervisory skills, and teamwork training often rank as the most important and most frequently offered training topics in corporations.With the amount of money budgeted for training increasing every year and the marketplace becoming more global and competitive, it is imperative that the money spent on training is utilized to the fullest extent possible (IIE Solutions, 1999). According to Kapp (1999), manufacturing firms implementing training programs can expect an average gain of 17% in manufacturing productivity. Companies must understand that training is portable; that is, the knowledge imparted to employees will leave with the employee, thus benefiting another company. This also allows new employees to bring with them the knowledge ained from previous training programs. It is from this viewpoint that a company must manage its training program to identify the skill sets needed to increase problem solving for the present needs of the business (Miller, 1997). If gains in manufacturing productivity are achieved through the delivery of leadership training to tra ditional leadership groups, can similar gains be achieved in the banking industry by providing the same training to employees? Training and Employee performance People needing training can be classified in different ways. There is a distinction between novice users and expert users.They can also be classified through their educational backgrounds, or through their current employment position. Whatever way trainees are classified, they all have different needs. It is important, when choosing a training method, to identify who is to be trained. Novice users may be computer-shy or technology-intimidated and may need personal attention. Experts may need little attention and may be bored with basic information, and therefore dampening the desire to learn. According to Campbell (2000), educational background information is important.He also says that for people with little education, structure in learning is important. Employee position is important as well. Senior management may not have the time to attend group training or may have frequent distractions. The issue of self-esteem may also be a factor. Someone high in the ranks may not want to appear stupid to his counterparts by asking a question in group training. The explanation contributed by the knowledge management approach would be that training provides employees with the knowledge, abilities and skills required by the position.In fact, Hitt, Ireland, Camp and Sexton (2001) found that training investment first generates a negative effect on results (deriving from the cost of the same), which later become positive, as far as the transfer of knowledge to the post is concerned. This effect can also be explained by taking into consideration that if employees perceive that the organisation is interested in training them and giving them confidence and intends to count on them in the long-term future, they will make more effort and be more effective in their work.Training would be an important element in generating human capital. This argument is defended by Tzafrir (2005), who considers that investment in training can make employees feel indebted to the company. From a universal viewpoint some authors have argued that it is precisely in training that a greater universal effect than in other human resource practices can be seen. This is how it was noted by Lee et al. (2005) who highlight the fact that, of the 16 best practices studied by Pfeffer (1994), training is one of the few practices where a consistent, positive impact on performance is found.The study carried out by Koch and McGrath (1996) does not directly analyze the relationship of training with performance; instead, it uses a personnel development index that showed a slightly significant effect on work productivity, measured by net sales per employee. However, this development index only gathers information through the measurement of the number of categories of jobs that receive formal training, which, to me, seems to be a very lim ited indicator of the training imparted by the company.In Huselid (1995) and Huselid, Jackson and Schuler (1997) investigation, something similar happens. The combination of human resource practices is used rather than the training variable. In the first study, Huselid (1995) uses two factors to group the practices requiring a high level of commitment, the first of which designates employee and organized structure capabilities, including a wide range of practices aimed at developing the knowledge, abilities and capabilities of employees.However, we are given to understand that it incorporates very heterogeneous practices where training has a relative weighting, since only one of the eight factor items makes reference to training (the average number of training hours received by the employee in the last year). A greater effort in training measurement can be found in the work of Delaney and Huselid (1996), who use a training index constructed from three items. The first records whethe r the company supplied some sort of training besides job position training, the second how many workers participated in hese programmes and the third a subjective evaluation of training effectiveness. Its results suggest that high performance practices in human resource management that include contracting on a selective basis, with training and incentives, are positively related with measurements of perception of the organization’s role. Training and Employee Commitment Training practices used by organizations may have an effect, direct or indirect on both employee motivation and organizational commitment (Meyer and Smith, 2000).Organizational commitment is defined, in the words of Aragon et al (2003) as the relative strength of an individual's identification and involvement in a particular organization. In order to equip their employees with the skills necessary to do their job, companies train them, in an effort to optimize their workforce's potential. Some companies, plann ing for the long-term, invest in the development of new skills by their employees, so as to enable them to handle issues not currently present, but likely to come up in the future.This kind of training can lead to high levels of motivation and commitment by the employees, who actually see the opportunity they are given. These employees' appreciation for the investment their organization is making in them is shown in their hard work and their contentment in being a member of that organization. Training, then, is expected to have a positive effect on both motivation and employee commitment Training Methods and Employee Productivity It is readily acknowledged that individuals tend to learn differently based on preferred styles of teaching (Chambers, 2005).Since these teaching styles impact the way individuals learn, training sessions could be augmented by designing the content to tap into each of the three different styles, thus appealing to a broad scope of disparate learning styles. For example, visual learners tend to process and recall information best when it is presented in a way that they can easily see the information. This can be achieved through the use of hand-outs, PowerPoint slides including pertinent information, and also other forms of multimedia such as videos or computer-based simulations.Auditory learners, by comparison, process information from more of a listening perspective. Consequently, training can be augmented to focus on this preferred style by frequent descriptions of the pertinent information. This can easily be accomplished by verbalizing the content in handouts and PowerPoint presentations. Further augmentation can be achieved by allowing trainees to discuss important content in small group settings. The third learning style, kinesthetic, includes individuals who learn best by physically doing something.Augmenting training to tap into this learning style requires the trainer to design exercises and activities that allow the learner t o be physically engaged in learning. For example, a training session on team work may include an exercise where groups, working as a team, actually work jointly to accomplish some small task. One such exercise requires groups to identify some symbol they frequently associate with the idea of teams and then to work within their groups to construct their symbol using modeling clay.This provides both visual and tactile reinforcement associated with the concepts covered in the training. Following this exercise, further discussion can reiterate important aspects of teamwork that were discussed in the training session, further reinforcing the material (Huselid, 1995). On-The-Job Training Methods The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements.Job instruction technique, job rotation, coaching and apprenticeship training ar e the common forms of on-the job training methods. Employees’ professional quality is the key of bank services, the rules and principles of work are taught in this kind of training, besides, courtesy, manners and techniques of handling interpersonal relations are taught as well. This kind of training aims to train employees to learn the best way to do the work in the most quickly and effective way (Walker, 2007). Job Instruction TrainingThis is a structured approach to training, which requires trainees to proceed through a series of steps in sequential pattern. The technique uses behavioral strategy with a focus on skill development, but there are usually some factual and procedural knowledge objectives as well. This type of training is good for task oriented duties such as operating equipment. The instructor or supervisor prepares a job breakdown on the job, while watching an experienced worker perform each step of the job.Job instruction technique consists of four steps, pr eparation, present, try out and follow up (Blandchard & Thacker, 1999). Job Rotation This is the systematic movement of employees from job to job or project to project within an organization, as a way to achieve various different human resources objectives such as: simply staffing jobs, orienting new employees, preventing job boredom or burnout, rewarding employees, enhancing career development, exposing employees to diverse environments (Woods, 1995).Excellent job rotation program can decrease the training costs while increases the impact of training, because job rotation is a hand on experience. Job rotation makes individuals more self-motivated, flexible, adaptable, innovative, eager to learn and able to communicate effectively. One of the possible problems with the rotation programs is the cost, because job rotation increases the amount of management time to spend on lower level employees. It may increase the workload and decrease the productivity for the rotating employeeâ€⠄¢s manager and for other employees.Job rotation may be especially valuable for organizations that require firm-specific skills because it provides an incentive to organizations to promote from within (Jerris, 1999). Coaching This is the process of one-on-one guidance and instruction to improve knowledge, skills and work performance. Coaching is becoming a very popular means of development, and often includes working one-on-one with the learner to conduct a needs assessment, set major goals to accomplish, develop an action plan, and support the learner to accomplish the plan.The learner drives these activities and the coach provides continuing feedback and support (DOE Handbook1074, 1995). Usually coaching is directed at employees with performance deficiencies, but also used as a motivational tool for those performing well. Coaching methods solve precise problems such as communication, time management and social skills. Executive coaching generally takes place on a monthly basis and continues over a period of several years. Often, coaches are brought in where there is a change in the structure of the company, when a team or individual is not performing well or where new skills are required.Coaching assumes that you are fine but could be even better (Kirwan, 2000). Apprenticeship This is one of the oldest forms of training which is designed to provide planned, practical instruction over a significant time span. Apprenticeship was the major approach to learning a craft. The apprentice worked with a recognized master craft person (McNamara, 2000). Training and Employee Effectiveness Analysis from the beginning is definitely needed for training to be effective. The effectiveness of training is usually measured through user performance (Yi & Davis, 2001).They introduces the idea of training validity which assess the performance of trainees in relation to the criteria set by the training. Training must always be evaluated with respect to both its immediate and long term impacts (Patton & Marlow, 2002). It starts from the training experience to the training outcome. The training experience includes the actual training and the immediate effects of the training based on performance. Training outcomes are the long term effects of the training (Carroll and Rosson). Researchers who have analyzed the impact of type of firm and firm size n employee training examined the training budget as the dependent variable Hitt et al (2001). A variety of training programs (in particular, informal training programs such as on-the-job training, job rotation, and apprenticeships) not usually included in the training budget were not considered, as though skills and knowledge acquired through these training programs are not relevant. Sirmon and Hitt (2003) drew attention to the importance of informal training to skill and knowledge acquisition in small firms.In spite of the fact that in the real entrepreneurial world only a small number of companies measure the impact of training on the results (Koch & McGrath, 1996) several authors suggest that training is an instrument that makes the generation and accumulation of human capital possible. Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Huselid, 1995).Given evidence that the support from peers in a training venue can impact the overall effectiveness of the learning (Armstrong, 1998). It might be beneficial to augment training by providing contact information on other training participants, encouraging trainees to communicate and interact following the training session. This could be done on strictly a voluntary basis where trainees could be asked to provide contact information to be listed on a roster of participants, thus minimizing potentially offending those wishing to keep their contact information private.This in formation could be obtained prior to the training session and then the roster could be distributed during the session. In addition to obtaining contact information, trainers could also ask participants to voluntarily provide information related to key knowledge and skills that may further enhance the likelihood that trainees would contact others for the purpose of networking or benchmarking.The perceived importance of training to improvements in productivity, sustained competitive advantage, and ultimately to firm performance has led governments in various countries to invest considerable resources into programs that encourage management and employee training in enterprises (Patton and Marlow, 2002). It is believed that training is a powerful agent to development of capabilities and to growth and profitability of the firm (Armstrong, 1998).Koch and McGrath (1996) argued that firms that invest in employee training engage in formal performance appraisal, and link these to incentive co mpensation are likely to have lower employee turnover, higher productivity, and enhanced financial performance. Cosh, Duncan and Hughes (1997) suggested that training would enhance the survival rate of small firms. Similarly, Delaney and Huselid (1996) noted that the most successful firms provide employees more training than average. Ford and Wroten (1984) established a link between employee training and superior firm performance.In addition, small business failure has been linked to poor management skills. It is argued that management training should greatly improve firm survival and performance (Ford & Wroten, 1984). Macrae (1991) established that major distinguishing factors between high-growth and low-growth small firms are the education, training, and experience of their senior managers. The existing literature tends to focus on management training (Heneman, Tansky & Camp, 2000) to the exclusion of other forms of employee training.Few researchers have investigated the determina nts of training in organizations and in all cases the dependent variable-training–was measured by a single variable, the training budget. Because informal training is often not accounted for in the firm's books, the literature tends to be biased toward formal training. Employee training and development is an important programme that promotes employees in an organizational set up. The need for manpower development programmes cannot be overemphasized, as the application of acquired skills will go along way to ensure effective productivity in a world of work.Many employees have failed in organizations because of lack of basic training which was not identified and provided for as an indispensable part of management function (Nwachukwu, 1988). As such, for an organization to realize the full potential of its employees, adequate employee training is necessary to ensure that the organization realizes its objectives. Olaniyan and Ojo (2008) note that training physically, socially, in tellectually and mentally are very essential in facilitating not only the level of productivity but also the development of personnel in any organization.The authors define training as a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are relevant to organizational needs. Training and development are required for staff to enable them work towards taking the organization to its expected destination. Training Quality and Performance Employee performance is an important building block of an organization and factors which lay the foundation for high performance must be analyzed by the organizations.Since every organization cannot progress by one or two individual’s effort, it is collective effort of all the members of the organization. Performance is a major multidimensional construct aimed to achieve results and has a strong link to st rategic goals of an organization (Mwita, 2000). Managers at all the levels have to input their efforts and make maximum use of their abilities which sometimes are produced under supervision or without it. However, there are many expectations from managers working for an organization.These expectations are sometimes fulfilled but in some situations these managers may be running to their boss for guidance. Therefore, the managers must be developed so that they can think and work on their own and fulfill their responsibilities innovatively, while understanding and foreseeing the market and business situations. Consequently question arises that how an employee can work more efficiently and effectively to increase the productivity and growth of an organization.William Edward Deming, one of the quality Gurus defines quality as a predictable degree of uniformity and dependability at low costs and suitable to the market, he advises that an organisation should focus on the improvement of the process as the system rather than the work is the cause of production variation (Heyes, 2000) Many service organisations have embraced this approach of quality assurance by checking on the systems and processes used to deliver the end product to the consumer.Essentially this checks on; pre-sale activities which encompass the advice and guidance given to a prospective client, customer communications ( how well the customers are informed of the products and services, whether there are any consultancy services provided to help the customers assess their needs and any help line available for ease of access to information on products), the speed of handling a client’s transactions and processing of claims, the speed of handling customers calls and the number of calls abandoned or not answered, on the selling point of Products/Services a customer would be interested to know about the opening hours of the organization, the convenience of the location and such issues (Lee, Lee & Pen nings, 2005). This is only possible when employees are well trained and developed to ensure sustainability of the same.Heyes (2000) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behaviour. It must support some organizational and goals, such as more efficient producer or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behaviour affected through training should be aimed at supporting organization objectives. According to Armstrong and Baron (2005) all organizations are concerned with what should be done to achieve sustainable high levels of performance through people. This means giving close attention on how individual can best be motivated through such means as incentives, rewards, leadership and training.The aim is to develop mo tivation processes and work environment that will help to ensure that individuals deliver results in accordance with the expectation of management. For current employees whose job performance is not satisfactory. It may be that some type of additional training can help to bring them up to pair. Such training needs may be experienced with employees or with group of employees or individual who need additional training it is necessary to determine what they need. According to Heyes (2000), Training can only add value results if there is an opportunity for added value. Either the business is not performing effectively because people are not performing, or there is a market opportunity, which can be exploited but requires some new training or development.Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Tzafrir, 2005). The quality of employees and their development through training are major factors in determining long-term profitability and optimum performance of organizations. To hire and keep quality employees, it is good policy to invest in the development of their skills, knowledge and abilities so that individual and ultimately organizational productivity can increase. Traditionally, training is given to new employees only. This is a mistake as ongoing training for existing employees helps them adjust rapidly to changing job requirements.Organizations that are committed to quality invest in training of its employees (Evans & Lindsay 1999). According to Evans and Lindsay (1999), Xerox Business Products and Systems invest over $125 million in quality training. Motorola & Texas Instruments provide at least 40 hours of training to every employee quarterly. A complete employee training program includes a formal new hire training program with an overview of the job expectations and perform ance skills needed to perform the job functions (Odekunle, 2001). A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure.The more background knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization. Models for Measuring the Effectiveness of Training Measuring the training effectiveness should be an important asset for the organizations. There are some criteria for measuring the success of training; direct cost, indirect cost, efficiency, performance to schedule, reactions, learning, behavior change, performance change (Sheppard, 1999). The Kirkpatrick’s Four Level Approach It was created by Donald Kirkpatrick in 1959, at the time; he was a professor of marketing at the University of Wisconsin.It is still one of the most widely used approaches. His four level of evaluatio n are: reaction – a measure of satisfaction, learning – a measure of learning, behavior – a measure of behavior change and results- a measure of results (Phillips, 1997:39). Kirkpatrick model is now nearly 45 years old. Its elegant simplicity has caused it to be the most widely used methods of evaluation training programs. ASTD’s (American Society for Training Development) survey, which reports feedback from almost 300 Human Resource executives and managers, revealed that 67% of organizations that conduct evaluations use the Kirkpatrick model (Stone and Watson, 1999). Table 2. : Kirkpatrick Four Levels of Evaluation |Level 1: Reaction |Were the participants pleased? | | |What do they plan to do with what they learned? | |Level 2: Learning |What skills, knowledge, or attitudes have change? By | | |how much? | |Level 3: Behavior |Did the participants change their behavior based on | | |what was learned in the program? |Level 4: Results |Did the change in be havior positively affect the | | |organization? | Resource: Stone J. and Watson V. , (1999), Evaluation of Trainig, www. ispi-atlanta. org Kaufman’s Five Level of Evaluation Some researchers, recognizing some shortcomings of Kirkpatrick’s four level approach, have attempted to modify and add to this basic framework. Kaufman offers one such presentation. Kaufman has expanded the definition of Level 1 and added a fifth level addressing societal issues (Philips, 1997:40). At level 1, the factor of the concept enabling addresses the availability of various resource inputs necessary for a successful intervention.At Level 5 is the evaluation of societal and client responsiveness, and consequences in payoff. This moves ev

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Human resource - Essay Example I am idealistic and responsible and would rather spend my days doing volunteer work because I am dependable, a team player and an organizer. These characteristics will be effective once I achieve a leadership or managerial position because I can organize my employees and at the same time engage in corporate social responsibility that is good for the community and the image of the organization. I have high management skills which in line with my career success will come in handy My future career goal is to be a strategic Human Resource Manager and therefore the Strategic human resource management is the best human resource category to help me achieve my future goal and enable me to gain enough knowledge to facilitate my smooth initiation into this career. Strategic human resource management is a career that is aimed at enabling organizations prevents foreseeable internal problems that arise in the organization and deteriorate the status of the organization and even reduce productivity immensely. This is an area most organizations are yet to invest in because they usually assume there is a similarity between human resource management and strategic human resource management and hence neglect the strategic aspect of it (Kandula 6). In order therefore to ensure that I achieve my goal and be of help in future to an organization, I need to endeavor in my studies and concentrate on the human resource activity about strategic human resource management as it will not only provide mw with the knowledge but also act as a guide that I will use when working in future. Career success means different things to different people and hence has no definite definition. According to me, career success is much deeper than achieving highly in my education (like having a doctorate) or personal success for that matter. Career success is having a positive impact on the people you have been serving (whether they

John Cooper and Human Resources Case Study Example | Topics and Well Written Essays - 500 words

John Cooper and Human Resources - Case Study Example The study presents John Cooper as a person who has over the past five years and looking at Standard Holdings, the early phases of business improvement and own value arm of Standard Group. This was a bit challenging because the work was one he took quickly after Business College and became the Business Analyst, which was further challenging. In fact, the idea of having met or being offered the opportunity to work with Alan Kirkpatrick was one of the best experiences to Cooper. Kirkpatrick was experienced and regarded business person and founder of the standard. According to the research Cooper increased certainty to use their potential ultimately, and after that, he was welcomed to partake in numerous experiences and created a good relationship with every principal partner at Standard. Cooper really wanted to feel that he was prepared for the senior administration much sooner than anticipated. In the wake of accepting an intriguing telephone call, Cooper thought about how to accomplish one’s vocation objectives, and he began thinking about different choices accessible to him within the standard. He was able to cooperate with those who he found there was able to learn numerous things, which later made him succeed.  This is an inspirational story of a person determined to succeed; however, he is faced with numerous challenges. One of the recommendations is that, when one is confronted with various challenges in a new working environment, it is usually significant to have focus.  Ã‚  

Perspectives From West Africa Movie Review Example | Topics and Well Written Essays - 750 words

Perspectives From West Africa - Movie Review Example The people interviewed to comment on various topics that range from the menace of apes destroying crops to butchers discussing their business. According to Aguibou Yansane, â€Å"The film depicts a lot of truths often avoided by more high profile documentaries and news reports in and on Africa.   It shows Africans as humane and striving to do well like all other human beings†. This documentary is divided into four parts. Each part explores a different country and dwells on different issues. In the first part Senegalese give their opinions on September 11, the United States foreign policy, Osama Bin Laden, former President Bill Clinton and George Bush. These opinions represent a wide spectrum and are valuable as Dakar, where the scenes are shot one year after September 11, is the vibrant capital of a pro-western, democratic country with ninety percent of its population being Muslims. The second part is about The Gambia. The Gambia is ranked almost at the bottom of the world’s economic indexes. However, people visiting Serekunda are surprised when they see the vigorous activity in the sprawling shops and marketplace. This is because even to earn a few dollars (local currency of Gambia) one has to be in the marketplace. In this part of the film, various small-scale entrepreneurs of The Gambia tell in their own words, how they "make their dalasi" in mar ketplaces. Part three is about the successes and challenges of community-based conservation projects that are aimed at providing protection to the natural environment as well as the economic development of the local communities in the forest regions of southern Guinea-Bissau. It includes viewpoints of a variety of local people like the vice-president of a local women’s association, the director of a community radio station, a government forestry worker, a local chief, a hunter, etc. The film also has rare footage of Africa’s chimpanzee.

The causes and effects of smoking Research Paper - 1

The causes and effects of smoking - Research Paper Example In addition, it is seen that smoking kills more people than HIV, alcohol, road accidents, suicides, and other murders do. Furthermore, about 90% of lung cancer deaths are due to smoking (Smoking & Tobacco Use). However, when the question as to why do people smoke is raised, the answer comes from Hughes (1) that they smoke because they are addicted to nicotine. Another better clarified answer comes from Cockerham (4) that people continue smoking even though it provides an unpleasant sensation in the beginning because people learn how to smoke by having other persons interpret the experience for them and teach them how to enjoy the desirable sensation forgetting the undesirable. It seems that people learn smoking as a social activity, and it often originates in peer groups. It typically takes birth in adolescent groups who are highly likely to imitate adults to look mature. It is often used as a weapon to impress others. However, sooner or later, they start smoking even when they are alone, and develop their dependence on nicotine. In an interview with Gilchrist (How Best to Quit Smoking: Interview with Dr. Randy Gilchrist), he pointed out that people continue to smoke even when they know that their health is eroding because for the smokers, the smoking habit is connected with their many everyday activities and emotional states. Many of these activities act as the triggers to smoke, and in his words, for them, cigarette is something like a ‘reliable old friend that offers relaxation, comfort and focus’ (How best to quit smoking, Interview with Dr. Randy Gilchrist). According to Butler and Hope (362), there are seven reasons that can be pointed out at this juncture. The first one is that some people feel good using cigarette. It might be the feeling of social acceptance. According to some others it is the best way for relaxation. Yet another category is fond of the taste of cigarettes. Another vital revelation is that cigarette offers

Surprise Under the Carpet at Northern Sigma Essay Example for Free

Surprise Under the Carpet at Northern Sigma Essay Based on the information generated by the interviews with the two different groups, what have you learnt about this plant? What I have learnt about this particular plant is the fact that the workers are not in harmony with each other. They also tend to assume things as per the behaviors of the other groups for instance the white male groups tend to think that or rather assume that these women and disadvantaged groups feel that not only were they left out of important task forces but were required to be ten times better than their white counterparts in order to be promoted (Robbins, et al. 2011). Midrand plant employees have no communication channels whatsoever with their senior management and this is rather obvious by the reaction seen on Peter Barnes once the results of the interview have been given. 2. What may have led to these problems? There are a number of factors that may have led to the problems currently being experienced in this plant for instance lack of motivation and training especially for women and disadvantaged groups, lack of proper communication channels and directions from the top management to the workers and vice versa as well as lack of conflict management skills (Robbins, et al. 011). It is clear that conflict exists between the workers thus resulting in poor performance. And despite the fact that majority of employers are highly educated there are no programs offered for enhancement of skills for these employees which makes them stagnant in a business world that is forever changing and in need of new and unique business skills (Robbins, et al. 2011). 3. What consequences are likely to emanate from these problems? Such problems as experienced by this plant result in a number of consequences for instance not being able to keep and maintain workers. Those already experiencing conflict within this plant are pressured into quitting as revealed from the interview results with the case of women and disadvantaged groups by the white male groups (Robbins, et al. 2011). Such companies also tend not to attract potential workers and this may be harmful for the company’s future success in as far as meeting its objectives is concerned. Organizational conflicts also result in low morale amongst the workers, reduced ollaboration, reduced productivity, passive or aggressive behavior and distrust (Robbins, et al. 2011). 4. Do you agree that Barnes should be responsible for these problems? Explain. I agree that Barnes should be responsible for these problems since he is the general manager having the responsibilities of not only hiring and recruiting of staff but also training process managers under him. A general manager is expected to encourage team members in their work as a way of getting the best output from them (Robbins, et al. 20 11). In this particular case, Barnes left the workers to do carry out the tasks without any particular supervision and expected results by the end of the day. He is not seen as having followed up any of his workers’ performance progress and that is why he is shocked at the results of the interview. An effective general manager must have leadership qualities to be able to lead and direct his workers (Robbins, et al. 2011). 5. What specific recommendations would you offer to Barnes to improve the management of diversity at the plant? As a way of improving the management of diversity at the plant, Barnes should first and foremost consider establishing a conducive working environment where all workers can work in harmony with each other without feeling discriminated or overworked (Robbins, et al. 2011). He should also create equal opportunities for both groups of workers where women and the disadvantaged groups can feel that their contributions are taken seriously in group projects. Clear communication channels should also be established in order for the workers to feel comfortable enough to open up and share their opinions, doubts or ideas regarding projects or the management of the company. This is especially so in the case of the Asian group whose members were considered difficult to understand and very secretive (Robbins, et al. 2011). In this way, Barnes will better manage this diverse workforce and experience better results the next time such an interview is conducted.

13 Domestic Cabinet Departments Essay Example for Free

13 Domestic Cabinet Departments Essay 1.) U.S. Department of Agriculture (USDA) – responsibilities include farming, agricultural products, food stamps, and anti-poverty programs, and conservation and natural resource protection. The inspectors of this department are responsible for the safety of the nation’s food supply. 2.) U.S. Department of Commerce- responsible for everything we buy and sell, they regulate everything from foreign trade to fishing to the granting of patents, they oversee programs that support minority businesses, and provides statistics and analyses for business and government planners. 3.) U.S Department of Defense (DOD)- responsible for supplying military hardware, administering personnel pay and benefits, providing info to the public and military, managing military education programs and attempting to locate missing personnel or prisoners of war. 4.) U.S. Department of Education- their first responsibility is making sure that the nation’s public school systems provide students with proper school supplies, educational facilities and qualified teachers. Personnel promote parental involvement in their children’s education, develop financial aid policies and encourage the use of modern technology in the classroom. 5.) U.S. Department of Energy- works to ensure that the nation has a steady, consistent and safe supply of energy. Energy scientists work to harness the sun’s power while its physicists attempt to capture nuclear energy for civilian or military use. 6.) U.S. Department of Health and Human Services (HHS) the governments primary agency for overseeing the health and well-being of the American people. HHS employees work on more than 300 programs and perform essential services ranging from food safety to medical research to drug abuse prevention. HHS has regional offices across the country. 7.) U.S. Department of Homeland Security (DHS) first priority is to protect the nation against further terrorist attacks. Component agencies will analyze threats and intelligence, guard the nations borders and airports, protect critical national infrastructure, and coordinate the nations response for future emergencies. 8.) U.S. Department of Housing and Urban Development (HUD) responsible for ensuring that American families have access to decent, safe and affordable housing. Among HUDs biggest programs are insuring mortgages for homes and loans for home improvement, making direct loans for construction or rehabilitation of housing projects for the elderly and the handicapped, providing federal housing subsidies for low- and moderate-income families, and enforcing fair housing and equal housing access laws. 9.) U.S. Department of the Interior (DOI) manages the nations natural resources, from land and water to coal and natural gas. By monitoring the extraction of natural resources, Interior Department personnel work to efficiently protect and preserve the environment. The Department also houses the office responsible for overseeing Native American affairs. 10.) U.S. Department of Justice (DOJ) makes sure that federal laws aimed at protecting the public and promoting competitive business practices are implemented, including immigration and naturalization statutes, consumer safeguards and criminal prosecutions. The FBI falls under the Justice Departments authority. 11.) U.S. Department of Labor (DOL) administers and enforces laws and regulations that ensure safe working conditions, minimum hourly pay and overtime. Through its varied initiatives, it also works to meet the special employment-related needs of the disabled, the elderly and minorities, and provides job banks, unemployment benefits and workplace health regulations. 12.) U.S. Department of State- responsible for the conduct of the nations foreign affairs and diplomatic initiatives. State Department personnel coordinate conferences with foreign leaders, hammer out treaties and other agreements with foreign governments and protect the safety of US citizens traveling abroad. 13.) U.S. Department of the Treasury- Printing the nations money is only one of many responsibilities overseen by the nations second oldest cabinet department (only the State Department has been around longer). It also sets domestic financial, economic and tax policy, manages the public debt and collects taxes. Less obvious is Treasurys other major role—law enforcement; the Secret Service and the Customs Service are Treasury agencies. 14.) U.S. Department of Transportation (DOT) Cars, trucks, buses, trains, boats, and airplanes all fall under the Department of Transportations authority. So does the nations transportation infrastructure. The work of Transportation Department employees makes it possible for Americans to travel home for the holidays, away on vacation, and even to and from work. The Transportation Department is also home to the new Transportation Security Administration, which is responsible for protecting the countrys transportation systems and ensuring the safety of its passengers. 15.) U.S. Department of Veterans Affairs (VA) Best known for its healthcare system, the VA also provides social support services, administers pensions and other veterans benefits, and promotes the hiring of veterans.