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Table of Contents
Abstract ........................................................................................................................................... 3
Summary......................................................................................................................................... 3
Background ..................................................................................................................................... 3
Rationale of Research ..................................................................................................................... 4
Research Questions......................................................................................................................... 5
Research Objectives........................................................................................................................ 5
Research Implications..................................................................................................................... 5
Research Limitations................................................................................................................... 6
Literature Review............................................................................................................................ 6
Reach of Training and Evolution................................................................................................ 8
Elements for evaluation .......................................................................................................... 9
Other Methods for Evaluation................................................................................................... 10
Criteria for performance........................................................................................................ 11
Measurement for Performance...................................................................................................... 13
Types of Employee Motivation ................................................................................................ 14
Stages of Motivation............................................................................................................. 14
Methodology................................................................................................................................. 16
Sampling Design....................................................................................................................... 17
Data Design........................................................................................................................... 17
Conclusion .................................................................................................................................... 19
References..................................................................................................................................... 19
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Impact of job performance in
organizations
Abstract
Training and development are identified as two of the most influential functions improve the
quality and quality of the service and services available to your meet. Research on development
and development has shown in both cases powerful power to improve the skills, to enhance
functionality and combining organizational efficiency. We are carrying out an examination of
Omani Air Company and its activities with random sampling techniques.
Summary
In this article, we present a synthesis about a study carried out for Omani Air Company, the
impact of motivation in the work performance of the employees. The fundamental of the
conceptual framework is the understanding of motivation and work performance concepts. The
motivation was established as impact in the work performance through a semi-structured
interview, which was applied to four employees of the agency's customer service department, to
request the variable motivation and a semi-structured interview with the agency coordinator for
mediate the variable work performance.
Background
Employee training is a very important topic that connects to the research work done by many
researchers. Here, there is a clear agreement that employees are the most valuable for the
organization but they can build or they can even destroy the name of the organization and have a
strong impact on the interest rate. Kuvaas, et al, (2018) found that to overcome and cope with
these negative conditions, members will choose to go for many ways or behaviors they can use
for each employee whose work may not be as prospects or require a worker. The most common
type of technique that is very well applied by most of the organizations is the technique of
training and also that of developing the employees. Finally, the efforts of training and
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development work together to emphasize the process of other efforts being made in the part of an
organization with the aim of improving the quality of human resources that are discussed in their
skills, abilities, and activities in their work. Nevertheless, in spite of its use, training and
development are not the same but they differ from each other. Lăzăroiu (2015) stated that
training or training can be seen as an important way to improve professional services and
services for the current service provider and an organization. On the other hand, the development
can be found and viewed as a service that will enable the future care or work of a future
employer or employee to take up new responsibilities optimization and future service(pp-97-
102).
Through research, it is intended to publicize the approach to the problem and the justification of
the same, the related variables and the indicators of each, the applied methodology and the
results obtained from it, as well as various theories that are fully related to that topic. Finally, it
concludes with the results found in the research during the development of this process.
Rationale of Research
Currently, more and more organizations agree to recognize the significance of the human
dimension and Human Resources Management (HRM) equal in importance to the economic
aspects. Saif, et al, (2019) researched that the development of the company's human resources
and its job satisfaction nowadays becomes an inescapable necessity not only for social and
technological reason but also for economic reasons of a production and service system that is
increasingly demanding due to the competitive and turbulent in which it develops(pp-31-41).
There is a group of models that include tools for the management of job satisfaction, although
they are not exactly called that, which can be direct or indirect depending on the form of analysis
of the variable "satisfaction"; based on the questioning of people through questionnaires
previously prepared, which occupy an important place in international literature. Although from
the point of view of the satisfaction of the internal client or job satisfaction linked to the
performance, little has been addressed and the investigations carried out in this regard are still
insufficient.
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ResearchQuestions
What is the difference between staff training and employee development workers?
What effect does staff training have on staff performance?
What effect does the job development have on staff performance?
What is the best way of training and developing for modern-day businesses?
What solutions and recommendations will be provided in the training process and development
of the Omani Air Company?
ResearchObjectives
To review the effects of the work of the Omani Air Company.
To review the effects of the development program on the Omani Air Company
To review the training and development training currently being applied to the Omani Air
Company.
To advise on improved systems and methods used for training and development services at the
Omani Air Company.
ResearchImplications
During a study of training and development, many experienced working professionals will
benefit from research and process. First of all, since training and development are often used as a
job of more efficient work than employees, next time the study will benefit the student to
understand many of the topics, best practices, and links with the functionality associated with
training and development. Similarly, Omani Air Company's management will benefit from
understanding how different methods they currently use for training/development are working or
that there are some areas where it is operating, has not yet been effective. Third, the Ministry of
Works and Omni Air Company will benefit from obtaining key points and current systems as
well as good training and training. Nica (2016) emphasis that other companies in Oman are other
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companies in the Omani Air Company who can also benefit from the discoveries by reflecting on
ideas and practices that are associated with implementation/development. (pp-220-226)
ResearchLimitations
The study of training and development at the Omani Air Company is the only full function of the
Care and Care Services for training/development and not any type of form. Additionally, it is
derived or based on data collected through a selected group or individual viewer or member.
Likewise, the research analyzes the data or key points mentioned in the training and related
documents or newsletters, so it may not be possible to review additional information about the
Omani Air Company which made some of the issues related to the investigation because they
were unsuccessful. Likewise, there is no quantitative data type of actual performance when the
job of training/development that is considered as the cost adds to this research and this analysis
may only be a discovery of the Omani Air Company may not interfere with other researchers.
Literature Review
Maslow was a psychologist who proposed that in each person there is a hierarchy of five needs,
which are "Physiological needs such as food, drinks, housing, satisfaction sexual and other
physical needs; Security needs: security and protection from physical and emotional harm, as
well as the certainty that they will be followed satisfying physical needs; needs social: affected,
belonging, acceptance and friendship; Estimation needs: factors of esteem internal, as respect to
one same, autonomy and achievements, and factors of external estimates, such as status,
recognition and attention and the need of the impulse of self-realization.
McGinnis Johnson, et al, (2016) said that at the same time it indicates that "as regards
motivation, Maslow argued that each level of the needs hierarchy should be satisfied before the
next, and once a need is satisfied in an important way, no longer motivates the behavior. In
others words, as each need, the next need is it becomes dominant " In addition "Maslow
separated the five needs at higher levels and inferiors I consider the needs physiological and
safety as needs at the lower level and social needs, esteem and self-fulfillment as needs of Upper
level. The difference was in that higher-level needs are satisfied internally, while the lower level
needs are mostly satisfied externally ". (pp-283-305)
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There are also others like theory X and Y theory of McGregor and defines that "it's best known
for proposing two series of assumptions about nature human: theory X and theory Y. Said in
simple form theory X presents a basically negative point of view people. It assumes that workers
have little ambition, they dislike to work, want to avoid responsibility and they need a control
strict to work effectively. The theory and offers a positive point of view. It assumes that workers
can address themselves, accept and they really look for responsibility, and they consider work as
a natural activity “Finally he mentions the theory of motivation and hygiene of Herzberg,
proposes "that satisfaction and motivation at work relate with intrinsic factors, while the
dissatisfaction at work is related with extrinsic factors. Herzberg believed that the attitudes of
individuals towards the work determined the success or failure.
De Vito, et al, (2018) stated that the procedure seeks to structure the steps to manage the internal
customer satisfaction and its performance linked to the improvement of external customer
service; making use as a theoretical basis, from the systems approach to interpreting human
resources management, from the strategic approach of management that combines management
by objectives and strategic planning.
The methods and tools necessary for each of the stages of the implementation process are also
included, including documentary review, interview, survey, group work, among others.
Salisu, et al, (2016) found that the selection of experts is achieved through the Delphi method
and the validation of the instrument through the application of a pilot test where its reliability and
validity are analyzed. The calculation of the weight is obtained with the use of the method of
agreement of Kendall for 15 experts and the index of satisfaction of the client through the sum of
the multiplication of the weight by its valuation for each one of the dimensions.
The regression analysis is done with the use of Stat graphics in order to observe if the dependent
variables that are declared are significant in the model to be studied, using a confidence level of
99% and finally the graphic representation of the inhibitory factors. It starts from the previously
calculated valuations and weights, located graphically on the x and y-axes respectively forming a
pair (x; y), with the objective of defining a priority order to act on the dimensions, directing the
actions towards those with greater weight and lower valuation, declared as terrible.
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Lee, et al, (2016) researched that this procedure was successfully implemented in an organization
in the territory where the relationship between the satisfaction of the internal client, its
performance and its impact on the external client was statistically verified; as well as the main
factors that inhibit the satisfaction of the internal client (pp-162-169). The opinion of the experts
on the possibilities of application in other service-oriented organizations express that the
procedure is possible to be applied, and thus demonstrate its convenience and its ability to
describe, explain and predict, in relation to the satisfaction of the internal client, their work
performance, and their impact on the external client. It is in correspondence with the current
trends in quality management so that its theoretical and practical relevance is demonstrated.
Reachof Trainingand Evolution
Evaluation of performance can be considered as a process that affects all members of the
organization in which it is implemented since it involves the entire staff from the management
levels to the lowest levels of the business organization in question.
Although this implication is generalized, the different members that intervene play different
roles, namely:
 ADDRESS: Approves and validates giving your approval to the implementation of the
performance evaluation system
 HUMAN RESOURCES: Technically designs or supervises the system and plans the
execution, integrating the obtained information into the system.
 SUPERVISOR: Guarantees the execution of the process in time and form, and average
when there are discrepancies between evaluator and evaluated
 EVALUATOR: Observe, record, assess and report on the performance, potential and
training needs of the evaluated
 EVALUATED: It is the object of the evaluation. Consensus with the evaluator on his
level of performance and the objectives for the next period.
It should be noted that these roles are sometimes not fixed during the process since the
supervisor can bean evaluator and evaluated, and the evaluated supervisor and evaluator. The
most common practice at present is to centralize the design and implementation of the system
and the treatment of the results obtained in the human resources department and decentralize the
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execution throughout the organizational pyramid so that any person with a team his position
evaluated the performance of its members.
Landry, et al, (2017) stated that the evaluation of the performance consists in carrying out an
analysis of the value of the individual for the organization. Therefore, it tries to establish a
system that allows each collaborator to be placed within the organization in relation to what he or
she thinks or expects from him, in order to allow him to correct his professional evolution in a
certain period of time in cases where it is necessary.
Elements for evaluation
The elements that can be evaluated areas: BEHAVIOR, PERFORMANCE, AND
RESULTS. And in relation to the personal characteristics of the individual: CAPACITY,
EXPERIENCE, AND PERSONALITY. Ristic, et al, (2017) researched that with what the strong
and weak points of the person in relation to the demands of the job are identified.
Advantages of Evaluation of Employee
o know how things are being done
o detect training needs
o know better the direct collaborator
o set individual goals
o guide and assist the professional development of the collaborator
o update job descriptions
o know the aspirations, wishes, and preferences of the evaluated
o establish fairer compensation systems
After that employee will be evaluated for:
o know how he is doing his job
o get information to better execute your work and/or overcome your deficiencies
o facilitate integration through the analysis of your opportunities in the company
o motivation from praise
Individual Merit
The assessment of individual merit is a systematic appreciation of the value that the individual
has for the organization. The importance of a connection between the valuation of work and
individual merit is fundamental. The first determines the relative value of all the critical tasks of
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the organization and the second evaluates the people.
1st Principle. - It is not the absolute value of the individual in which he is interested, but his
value in the scope of the organization and within the purpose for which he has been
employed. Eaton et al, (2016) found that what is interesting to know are the qualities, capacities,
and facets of behavior that are reflected in the efficiency of the individual and, consequently, of
the organization. It is necessary to know first of all which of all the possible personal aspects, of
performance and behavior, are important for the purposes of the work carried out by the average
individual of the work in the study(pp-63-109)
.
2nd Principle. - A correct assessment of the individual merit must be formulated and carried out
according to a precise knowledge of the content of each particular work or group of similar
works. It is necessary to know with sufficient precision the requirements of the work, its main
characteristics and what skills, attitudes and levels of professional preparation it requires to be
carried out satisfactorily. The analysis of the work can be defined as the meeting of all the
elements that make up work: tools, machines, and materials used, physical and necessary
requirements, responsibility, degree of training, the pace of work and existing risks, conditions in
which the work is done.
3rd Principle- to judge the effective value (level of individual merit) of an individual with respect
to the organization, it is necessary to know the relative importance of the tasks and
responsibilities that are incumbent on him. It is necessary:
1 º Determine the value of each constituent element of the work, with respect to the other
elements that concur to form the same work.
2º. Determine the value of any quality, capacity and human characteristic required by the work
with respect to all others that are required for the same work.
3º. Determine the total value of the work itself with respect to all others existing in the
organization.
Other MethodsforEvaluation
Utomo (2017) found that there are several evaluation methodologies, among which the following
can be mentioned: graphical scales, comparison scales, verification scales, performance
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evaluation, ECBC method, critical incidents. However, frequently the results of the application
of this type of methods are not as expected, making necessary the use of a methodology based on
the following factors:
 Acceptance of the worker for participating in the setting of objectives and programs of
activities
 Generation of an adequate degree of trust between the supervisor and the subordinate
 Based on data and sufficient, relevant and objective information
 Use quantitative goals
 That allows periodic performance reviews for adjustments
 That allows agreeing with the worker strategies to overcome their deficiencies.
 To allow participation in the initial development, design of tools
 That allows workers to have a complete and updated knowledge about what the company
thinks about their efforts.
 Supported in training processes for all personnel
 That the evaluator-supervisor knows in detail the position of work
Criteria for performance
They are indicators, rates or data of the desired result in the execution of some task. The
performance criteria are related to the main functions of the position and constitute not only a list
of tasks but also describe what the employee must achieve in the performance of his
position. Setting performance criteria allows minimizing the appearance of elements of
subjectivity in the evaluation process.
Kuvaas, et al, (2018) found that once the performance criteria are set, at the time of the
evaluation, the evaluator makes a description of the employee's results. It is important that
periodic reviews have been made, both of the performance criteria inherent to each task, and of
the objectives separately. The proper evaluation seeks to improve performance, develop
possibilities, and allow the distribution of rewards and knowledge of the worker's potential.
The actions to be carried out are:
a. Evaluation of the general achievement of the performance criteria
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b.Evaluation of the specific achievement of the objectives
c.Review of the special achievements reached
d.Establish an improvement plan for the development of the worker.
Interview for evaluation
The interview is the key to the evaluation system and, if it is not handled properly, it can put a
stop to it. Its main objective is to inform the employee of significant information about his
performance.
The interview should be considered as the annual review of human resources management; is the
main activity that has to consolidate and give value to the daily contact of managers with their
staff to review what happens and what should happen between the employee and the company.
The evaluation interview fulfills the following purposes:
1. Lăzăroiu (2015) stated that to reach agreements with the employee, in a way that allows him
to have a clear idea of how he performs compared to the expected patterns, norms or behaviors.
Define improvement measures:
3. Encourage stronger motivating relationships
4. Eliminate or reduce dissonances, anxieties, tensions or doubts.
These are performance verification sessions that provide employees with feedback on their
performance in the past and their potential for the future. The evaluator can provide feedback
through several techniques:
Nica (2016) emphasis that the one of conviction (used with the employees of little antiquity,
review of the recent performance and try to convince the employee to act in a certain way),
The dialogue (the employee is urged to express their defensive reactions, excuses, complaints,
intends to overcome these reactions through advice on ways to achieve better performance) and
the problem solving (identifies the difficulties that may be interfering with the performance of
the employee, from there those problems are solved through training, advice or relocation).
By emphasizing the desirable aspects of employee performance, the evaluator is in a position to
provide new and renewed confidence in their ability to achieve their goals. This positive
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approach also enables the employee to get a global idea of the strengths and weaknesses of their
performance. The performance evaluation session concludes by focusing on the actions that the
employee can undertake in order to improve areas in which their performance is not
satisfactory. Kuvaas, et al, (2018) found the evaluation interview provides employees with
feedback directly related to their performance. The interviews must meet certain stages for its
correct execution, which are mentioned in the power point slide that we attach.
Measurementfor Performance
They are the rating systems of each job. They should be user-friendly, be reliable and qualify the
essential elements that determine performance. Performance observations can be carried out
directly or indirectly. In general, indirect observations (written exams, simulations) are less
reliable because they evaluate hypothetical situations. Objective measures of performance are
those that are verifiable by other people. As a general rule, objective measurements tend to be of
a quantitative nature. They are based on aspects such as the number of units produced, the
number of defective units, the savings rate of materials, quantity sold in financial terms or any
other aspect that can be expressed in mathematically precise form.
Lăzăroiu (2015) stated subjective measurements are unverifiable qualifications, which can be
considered opinions of the evaluator. When the subjective measurements are also indirect, the
degree of precision goes down even more.
The principles of the evaluator:
o Know the reasons for the evaluation
o Evaluated on the basis of representative, sufficient and relevant information
o Conduct an honest evaluation
o Maintain consistency between oral and written evaluation
o Present the evaluation as an opinion
o Give information about evaluations only to those who have a good reason to know them
o I did not imply the existence of an evaluation that has not been done
o Do not accept the evaluations of others without knowing what they have been based on
o Set regulations for the evaluations and respect it
o Transmit evaluation data to a third party only if they have also been given to the interested
party
o Make written evaluations available to employees
o Provide employees the right to appeal
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o Leave evaluations open to employee input
Ten basic rules for evaluation:
1. Prepare the evaluation: a study of the curriculum vitae, of the previous evaluations, of the
content of the position, of the objectives, set previously and of other diverse data
2. Observe the difference, on the one hand, between the reality of the company and the
potential observed in the evaluated, and, on the other hand, the perceptions and behaviors of
this that can depart from that reality.
3. Make an approximate quantification of the average attitude existing in the company, in order
to make a comparison between the attitude of the evaluated and that average attitude
4. Quantify the realization of the objectives and the role played by the environment in this
realization
5. Dialogue in a simple, sincere, complete and constructive way
6. List the frustrating and rewarding situations of the previous year and look for credible
explanations and solutions, with courtesy and interest
7. Avoid the final judgments and do not reach the conclusion of a lack of capacity of the
collaborator when this has not simply had the chance to demonstrate it
8. Define new objectives, demanding but realistic, accepted by both parties
9. Establish, according to the results of the interview, a change in remuneration, career,
training, redefinition of the position, ... etc ...
10. Collect the opinion of the second higher hierarchical level and transmit the synthesis to the
evaluated
TypesofEmployeeMotivation
Among many types of motivation stand out two general lines that in its greater or lesser extent
all we know from experience " this author, these types are "the motivation non-coercive and
coercive motivation "the first "is done by means of incentives, for persuasion, for example, and
the stimulus "and the coercive "Is done through threats, through the pressure, for the punishment
and reprimands.” Saif, et al, (2019) researched that there are other authors that distinguish other
types of motivation like being intrinsic and extrinsic, the intrinsic motivation refers to "the
motivation provided by the activity itself "and the motivation extrinsic refers to "the motivation
that is derived from the consequences of activity".; at the same time consider that "the fact that a
behavior is intrinsic or extrinsic motivated has important consequences.
Stages of Motivation
Investigations made by Bender, in Dartmouth with students, induced him to propose the
following classification, on reactions of groups to motivation within a teaching process and
learning: "exuberant individuals, spontaneously inspired self- motivated; conscientious
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individuals and hard-working, less bright than the first, but capable of a prolonged effort to get to
learn; dependent individuals, inert when they are abandoned to it, but easy of being taken
responding to the incentives for dynamic and active guides; hesitant and inconstant individuals,
incapable of a lasting interest or dragged on; they get discouraged easily; individuals public or
immune to any incentive motivator. Nica (2016) emphasis that the above described are some
types of reactions related to the motivation of individuals, so that happen this, there are elements
motivational money is one of them already that "economic rewards paid to workers whose
production exceeds a standard previously determined "at the same time indicates that "Frederick
Taylor, at the end of XIX century. Taylor, in charge of Supervision of Midvale Steel Company, I
was worried about what I call "life systematic military ", i.e. the tendency of the employees to
work at the most pace slow to produce at the level minimum acceptable.
Job Performance
The fulfillment of activities work is essential to achieve the objectives of any organization so
great importance is attached to this element within it considering that motivation plays an
influential role in this unfolding of the work that the employee develops within an institution.
Definition of Job Performance
The worker's behavior in the search for the objectives set, this constitutes the individual strategy
for achieving the objectives "in this way that labor performance is "the value that hopes to
contribute to the organization of different behavioral episodes that an individual carries out in a
period of weather; these behaviors, of the same or several individuals at different times at the
same time, will contribute to the efficiency organizational " as well reflects that "it is the level of
achievement work that an individual gets only after realizing degree of effort. It depends not only
on the amount of effort invested but also of the skills and perceptions of the roles of the
individual (McGinnis Johnson, et al, 2016, pp-283-305). An individual who He makes a great
effort in his work, but has a limited ability or has incorrectly assessed what is necessary to
succeed in the organization could well achieve a poor performance Also, it can you say, the job
performance are observable actions directed towards a goal, where the individual manifests the
will and the ability to execute it, as long as the context is suitable to achieve them " In most of
these authors there are Common elements that match the definition of work performance, by
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example, performance is influenced to a large extent by employee expectations about the work,
their attitudes towards achievements and his desire for harmony "at the same time he meditates,
therefore "the performance is related or links with the skills and knowledge that supports actions
of the worker, in order to consolidate the business objectives.
Features of Job Performance
A series of individual characteristics, among them "the capabilities, skills, needs qualities what
interact with the nature of the work and of the organization to produce behaviors that can affect
results and unprecedented changes that are occurring in the organizations "at the same time
express this same perspective expanding more on features of the work performance since he
meditates that correspond to "knowledge, skills and abilities that are expected that a person
applies and demonstrates develop your work "as being: the adaptability "refers to maintenance of
effectiveness in different environments with different assignments, responsibilities people";
communication is "the capacity of express your ideas effectively already either as a group or
individually. The ability according to the language or terminology to the needs of the
receiver"; the initiative "is the intention of influence actively on the events to achieve objectives.
The ability to provoke situations instead of accepting them passively. At measures you take to
achieve objectives beyond what is required "; knowledge is defined as "the level reached of
technical and/or professional knowledge in areas related to your area work. De Vito, et al, (2018)
stated the capacity that tends keep abreast of the advances and current trends in your area
experience"; teamwork It constitutes "the capacity of evolving effectively in teams / working
groups to achieve the goals of the organization, contributing and generating a harmonious
environment that allows consensus. "; and the development of talents refers to "the ability to
develop the skills competencies of its member's team, planning activities of effective
development, related to current and future charges ".
Methodology
The study is to understand and define the learning and development pathways at the Omani Air
Company, how to do these things, which is the best of the training / development program, so
these have been criticized by the definition analyzes to study the subject of the Omani Air
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Company and how one organization puts itself on, why, according to the findings. Salisu, et al,
(2016) found that additionally, asking for training / development is a direct and reliable link to
the data analysis by researching how to find out how much research the Omani Air Company can
use to analyze and analyze the Omani Air Company.
SamplingDesign
To learn about training and development as it affects or affects Omani Air Company and its
employees, it is important to gain respect for employees by analyzing their views or their
services or their services asked when their training was terminated. Similarly, more than 2000
employees working on the Omani Air Company offer a mystery of employees that will be
extremely challenging so that it can end with 130 people from the Omani Air Company Answer
for questions related to training and development. Eventually, one of the 100 employees of the
Omani Air Company is fully informed because they have a clear understanding of the benefits
and agreements and the kind of training and skills he has because of the potential for study they
thought and analyzed the research findings. The study of Omani Air Company and training and
development is based on a randomized research system for members of the Omani Air Company.
(Lee, et al, 2016, pp-162-169)
Data Design
• Description of the head: this is the type of data that is the first data collected in order to
understand the training and development as well as the other discussed at the Omani Air
Company. This must be done by using research queries as easy and easy that has questions about
training and development, and the best results can be found and make all the changes using the
search query when you are using About Omani Air Company.
• Ristic, et al, (2017) researched that the teaching, development and thinking of the professionals
in general are the well-known outlines in other books, journals and articles and find out more
about current look and research focusing on other information has been written over the last five
years for other important purposes.
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Data Analysis Design
Eaton et al, (2016) found that different variations in the different data and topics obtained
through training and development can be developed using the device to analyze approximately
the percentage of learners and analyze different levels of response response for the type Different
feedback and training about training and development. In the given statement, the number of
feedback in each form of a training, developers may point out that the current collection
summary and for understanding of understanding may be graphs, charts, and other data shown in
n 'one time at it technical, technical and technological research.
PrimarySourceofData
In this case, the researcher will use two questions to open and end the question and interview for
the source of the data. This question is distributed to employers and developers and the
researcher will consider the high position of the bank manager to analyze, train and effectively.
Secondary Source of Data
Also in order to support the various issues raised in the forum, the second data process will be
considered as an important part of the investigation. These accounts may be derived from
separate manual, book, magazine, and application, internet and directory of meetings under the
auspices of the study.
Sampling Size and Sampling Techniques
The research procedure at this study is a summary process because of a limited number, this
study explorer uses a comprehensive method, to analyze the work of a home worker products
generated by the department expressed their views on the importance of training for business
managers under this research process, which research will focus on and split bankers to trained
staff in unemployed to provide the type of exam required for this study.
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Conclusion
Obviously, the way or business system that works, to stimulate the employee, has a significant
effect, since it is his job to achieve those goals, to perform performance. Kuvaas, et al, (2018)
found that among the most exciting financial statements is the cost of achieving goals, each day's
pay and every one with the best customer care service. The supervision of employees of the
employer, since the area overseer, is a group that they are involved in the programs developed by
the company and find ways to achieve goals speed set up.
References
Kuvaas, B., Buch, R. & Dysvik, A., 2018, July. Individual variable pay for performance,
incentive effects, and employee motivation. In annual meeting of the Academy of
Management, Chicago, USA.
Lăzăroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical
Investigations, (14), pp.97-102.
Saif, A., Amir, M. & Hussain, F., 2019. Does Compensation & Benefits Matters to Working
Women to Perform Well? A Case of Public School Teachers. Journal of Education and
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21

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1558986929621 job perfomrnace

  • 1. Running Head: 1 Prepared by: Student Name: Student Number:
  • 2. Running Head: 2 Table of Contents Abstract ........................................................................................................................................... 3 Summary......................................................................................................................................... 3 Background ..................................................................................................................................... 3 Rationale of Research ..................................................................................................................... 4 Research Questions......................................................................................................................... 5 Research Objectives........................................................................................................................ 5 Research Implications..................................................................................................................... 5 Research Limitations................................................................................................................... 6 Literature Review............................................................................................................................ 6 Reach of Training and Evolution................................................................................................ 8 Elements for evaluation .......................................................................................................... 9 Other Methods for Evaluation................................................................................................... 10 Criteria for performance........................................................................................................ 11 Measurement for Performance...................................................................................................... 13 Types of Employee Motivation ................................................................................................ 14 Stages of Motivation............................................................................................................. 14 Methodology................................................................................................................................. 16 Sampling Design....................................................................................................................... 17 Data Design........................................................................................................................... 17 Conclusion .................................................................................................................................... 19 References..................................................................................................................................... 19
  • 3. Running Head: 3 Impact of job performance in organizations Abstract Training and development are identified as two of the most influential functions improve the quality and quality of the service and services available to your meet. Research on development and development has shown in both cases powerful power to improve the skills, to enhance functionality and combining organizational efficiency. We are carrying out an examination of Omani Air Company and its activities with random sampling techniques. Summary In this article, we present a synthesis about a study carried out for Omani Air Company, the impact of motivation in the work performance of the employees. The fundamental of the conceptual framework is the understanding of motivation and work performance concepts. The motivation was established as impact in the work performance through a semi-structured interview, which was applied to four employees of the agency's customer service department, to request the variable motivation and a semi-structured interview with the agency coordinator for mediate the variable work performance. Background Employee training is a very important topic that connects to the research work done by many researchers. Here, there is a clear agreement that employees are the most valuable for the organization but they can build or they can even destroy the name of the organization and have a strong impact on the interest rate. Kuvaas, et al, (2018) found that to overcome and cope with these negative conditions, members will choose to go for many ways or behaviors they can use for each employee whose work may not be as prospects or require a worker. The most common type of technique that is very well applied by most of the organizations is the technique of training and also that of developing the employees. Finally, the efforts of training and
  • 4. Running Head: 4 development work together to emphasize the process of other efforts being made in the part of an organization with the aim of improving the quality of human resources that are discussed in their skills, abilities, and activities in their work. Nevertheless, in spite of its use, training and development are not the same but they differ from each other. Lăzăroiu (2015) stated that training or training can be seen as an important way to improve professional services and services for the current service provider and an organization. On the other hand, the development can be found and viewed as a service that will enable the future care or work of a future employer or employee to take up new responsibilities optimization and future service(pp-97- 102). Through research, it is intended to publicize the approach to the problem and the justification of the same, the related variables and the indicators of each, the applied methodology and the results obtained from it, as well as various theories that are fully related to that topic. Finally, it concludes with the results found in the research during the development of this process. Rationale of Research Currently, more and more organizations agree to recognize the significance of the human dimension and Human Resources Management (HRM) equal in importance to the economic aspects. Saif, et al, (2019) researched that the development of the company's human resources and its job satisfaction nowadays becomes an inescapable necessity not only for social and technological reason but also for economic reasons of a production and service system that is increasingly demanding due to the competitive and turbulent in which it develops(pp-31-41). There is a group of models that include tools for the management of job satisfaction, although they are not exactly called that, which can be direct or indirect depending on the form of analysis of the variable "satisfaction"; based on the questioning of people through questionnaires previously prepared, which occupy an important place in international literature. Although from the point of view of the satisfaction of the internal client or job satisfaction linked to the performance, little has been addressed and the investigations carried out in this regard are still insufficient.
  • 5. Running Head: 5 ResearchQuestions What is the difference between staff training and employee development workers? What effect does staff training have on staff performance? What effect does the job development have on staff performance? What is the best way of training and developing for modern-day businesses? What solutions and recommendations will be provided in the training process and development of the Omani Air Company? ResearchObjectives To review the effects of the work of the Omani Air Company. To review the effects of the development program on the Omani Air Company To review the training and development training currently being applied to the Omani Air Company. To advise on improved systems and methods used for training and development services at the Omani Air Company. ResearchImplications During a study of training and development, many experienced working professionals will benefit from research and process. First of all, since training and development are often used as a job of more efficient work than employees, next time the study will benefit the student to understand many of the topics, best practices, and links with the functionality associated with training and development. Similarly, Omani Air Company's management will benefit from understanding how different methods they currently use for training/development are working or that there are some areas where it is operating, has not yet been effective. Third, the Ministry of Works and Omni Air Company will benefit from obtaining key points and current systems as well as good training and training. Nica (2016) emphasis that other companies in Oman are other
  • 6. Running Head: 6 companies in the Omani Air Company who can also benefit from the discoveries by reflecting on ideas and practices that are associated with implementation/development. (pp-220-226) ResearchLimitations The study of training and development at the Omani Air Company is the only full function of the Care and Care Services for training/development and not any type of form. Additionally, it is derived or based on data collected through a selected group or individual viewer or member. Likewise, the research analyzes the data or key points mentioned in the training and related documents or newsletters, so it may not be possible to review additional information about the Omani Air Company which made some of the issues related to the investigation because they were unsuccessful. Likewise, there is no quantitative data type of actual performance when the job of training/development that is considered as the cost adds to this research and this analysis may only be a discovery of the Omani Air Company may not interfere with other researchers. Literature Review Maslow was a psychologist who proposed that in each person there is a hierarchy of five needs, which are "Physiological needs such as food, drinks, housing, satisfaction sexual and other physical needs; Security needs: security and protection from physical and emotional harm, as well as the certainty that they will be followed satisfying physical needs; needs social: affected, belonging, acceptance and friendship; Estimation needs: factors of esteem internal, as respect to one same, autonomy and achievements, and factors of external estimates, such as status, recognition and attention and the need of the impulse of self-realization. McGinnis Johnson, et al, (2016) said that at the same time it indicates that "as regards motivation, Maslow argued that each level of the needs hierarchy should be satisfied before the next, and once a need is satisfied in an important way, no longer motivates the behavior. In others words, as each need, the next need is it becomes dominant " In addition "Maslow separated the five needs at higher levels and inferiors I consider the needs physiological and safety as needs at the lower level and social needs, esteem and self-fulfillment as needs of Upper level. The difference was in that higher-level needs are satisfied internally, while the lower level needs are mostly satisfied externally ". (pp-283-305)
  • 7. Running Head: 7 There are also others like theory X and Y theory of McGregor and defines that "it's best known for proposing two series of assumptions about nature human: theory X and theory Y. Said in simple form theory X presents a basically negative point of view people. It assumes that workers have little ambition, they dislike to work, want to avoid responsibility and they need a control strict to work effectively. The theory and offers a positive point of view. It assumes that workers can address themselves, accept and they really look for responsibility, and they consider work as a natural activity “Finally he mentions the theory of motivation and hygiene of Herzberg, proposes "that satisfaction and motivation at work relate with intrinsic factors, while the dissatisfaction at work is related with extrinsic factors. Herzberg believed that the attitudes of individuals towards the work determined the success or failure. De Vito, et al, (2018) stated that the procedure seeks to structure the steps to manage the internal customer satisfaction and its performance linked to the improvement of external customer service; making use as a theoretical basis, from the systems approach to interpreting human resources management, from the strategic approach of management that combines management by objectives and strategic planning. The methods and tools necessary for each of the stages of the implementation process are also included, including documentary review, interview, survey, group work, among others. Salisu, et al, (2016) found that the selection of experts is achieved through the Delphi method and the validation of the instrument through the application of a pilot test where its reliability and validity are analyzed. The calculation of the weight is obtained with the use of the method of agreement of Kendall for 15 experts and the index of satisfaction of the client through the sum of the multiplication of the weight by its valuation for each one of the dimensions. The regression analysis is done with the use of Stat graphics in order to observe if the dependent variables that are declared are significant in the model to be studied, using a confidence level of 99% and finally the graphic representation of the inhibitory factors. It starts from the previously calculated valuations and weights, located graphically on the x and y-axes respectively forming a pair (x; y), with the objective of defining a priority order to act on the dimensions, directing the actions towards those with greater weight and lower valuation, declared as terrible.
  • 8. Running Head: 8 Lee, et al, (2016) researched that this procedure was successfully implemented in an organization in the territory where the relationship between the satisfaction of the internal client, its performance and its impact on the external client was statistically verified; as well as the main factors that inhibit the satisfaction of the internal client (pp-162-169). The opinion of the experts on the possibilities of application in other service-oriented organizations express that the procedure is possible to be applied, and thus demonstrate its convenience and its ability to describe, explain and predict, in relation to the satisfaction of the internal client, their work performance, and their impact on the external client. It is in correspondence with the current trends in quality management so that its theoretical and practical relevance is demonstrated. Reachof Trainingand Evolution Evaluation of performance can be considered as a process that affects all members of the organization in which it is implemented since it involves the entire staff from the management levels to the lowest levels of the business organization in question. Although this implication is generalized, the different members that intervene play different roles, namely:  ADDRESS: Approves and validates giving your approval to the implementation of the performance evaluation system  HUMAN RESOURCES: Technically designs or supervises the system and plans the execution, integrating the obtained information into the system.  SUPERVISOR: Guarantees the execution of the process in time and form, and average when there are discrepancies between evaluator and evaluated  EVALUATOR: Observe, record, assess and report on the performance, potential and training needs of the evaluated  EVALUATED: It is the object of the evaluation. Consensus with the evaluator on his level of performance and the objectives for the next period. It should be noted that these roles are sometimes not fixed during the process since the supervisor can bean evaluator and evaluated, and the evaluated supervisor and evaluator. The most common practice at present is to centralize the design and implementation of the system and the treatment of the results obtained in the human resources department and decentralize the
  • 9. Running Head: 9 execution throughout the organizational pyramid so that any person with a team his position evaluated the performance of its members. Landry, et al, (2017) stated that the evaluation of the performance consists in carrying out an analysis of the value of the individual for the organization. Therefore, it tries to establish a system that allows each collaborator to be placed within the organization in relation to what he or she thinks or expects from him, in order to allow him to correct his professional evolution in a certain period of time in cases where it is necessary. Elements for evaluation The elements that can be evaluated areas: BEHAVIOR, PERFORMANCE, AND RESULTS. And in relation to the personal characteristics of the individual: CAPACITY, EXPERIENCE, AND PERSONALITY. Ristic, et al, (2017) researched that with what the strong and weak points of the person in relation to the demands of the job are identified. Advantages of Evaluation of Employee o know how things are being done o detect training needs o know better the direct collaborator o set individual goals o guide and assist the professional development of the collaborator o update job descriptions o know the aspirations, wishes, and preferences of the evaluated o establish fairer compensation systems After that employee will be evaluated for: o know how he is doing his job o get information to better execute your work and/or overcome your deficiencies o facilitate integration through the analysis of your opportunities in the company o motivation from praise Individual Merit The assessment of individual merit is a systematic appreciation of the value that the individual has for the organization. The importance of a connection between the valuation of work and individual merit is fundamental. The first determines the relative value of all the critical tasks of
  • 10. Running Head: 10 the organization and the second evaluates the people. 1st Principle. - It is not the absolute value of the individual in which he is interested, but his value in the scope of the organization and within the purpose for which he has been employed. Eaton et al, (2016) found that what is interesting to know are the qualities, capacities, and facets of behavior that are reflected in the efficiency of the individual and, consequently, of the organization. It is necessary to know first of all which of all the possible personal aspects, of performance and behavior, are important for the purposes of the work carried out by the average individual of the work in the study(pp-63-109) . 2nd Principle. - A correct assessment of the individual merit must be formulated and carried out according to a precise knowledge of the content of each particular work or group of similar works. It is necessary to know with sufficient precision the requirements of the work, its main characteristics and what skills, attitudes and levels of professional preparation it requires to be carried out satisfactorily. The analysis of the work can be defined as the meeting of all the elements that make up work: tools, machines, and materials used, physical and necessary requirements, responsibility, degree of training, the pace of work and existing risks, conditions in which the work is done. 3rd Principle- to judge the effective value (level of individual merit) of an individual with respect to the organization, it is necessary to know the relative importance of the tasks and responsibilities that are incumbent on him. It is necessary: 1 º Determine the value of each constituent element of the work, with respect to the other elements that concur to form the same work. 2º. Determine the value of any quality, capacity and human characteristic required by the work with respect to all others that are required for the same work. 3º. Determine the total value of the work itself with respect to all others existing in the organization. Other MethodsforEvaluation Utomo (2017) found that there are several evaluation methodologies, among which the following can be mentioned: graphical scales, comparison scales, verification scales, performance
  • 11. Running Head: 11 evaluation, ECBC method, critical incidents. However, frequently the results of the application of this type of methods are not as expected, making necessary the use of a methodology based on the following factors:  Acceptance of the worker for participating in the setting of objectives and programs of activities  Generation of an adequate degree of trust between the supervisor and the subordinate  Based on data and sufficient, relevant and objective information  Use quantitative goals  That allows periodic performance reviews for adjustments  That allows agreeing with the worker strategies to overcome their deficiencies.  To allow participation in the initial development, design of tools  That allows workers to have a complete and updated knowledge about what the company thinks about their efforts.  Supported in training processes for all personnel  That the evaluator-supervisor knows in detail the position of work Criteria for performance They are indicators, rates or data of the desired result in the execution of some task. The performance criteria are related to the main functions of the position and constitute not only a list of tasks but also describe what the employee must achieve in the performance of his position. Setting performance criteria allows minimizing the appearance of elements of subjectivity in the evaluation process. Kuvaas, et al, (2018) found that once the performance criteria are set, at the time of the evaluation, the evaluator makes a description of the employee's results. It is important that periodic reviews have been made, both of the performance criteria inherent to each task, and of the objectives separately. The proper evaluation seeks to improve performance, develop possibilities, and allow the distribution of rewards and knowledge of the worker's potential. The actions to be carried out are: a. Evaluation of the general achievement of the performance criteria
  • 12. Running Head: 12 b.Evaluation of the specific achievement of the objectives c.Review of the special achievements reached d.Establish an improvement plan for the development of the worker. Interview for evaluation The interview is the key to the evaluation system and, if it is not handled properly, it can put a stop to it. Its main objective is to inform the employee of significant information about his performance. The interview should be considered as the annual review of human resources management; is the main activity that has to consolidate and give value to the daily contact of managers with their staff to review what happens and what should happen between the employee and the company. The evaluation interview fulfills the following purposes: 1. Lăzăroiu (2015) stated that to reach agreements with the employee, in a way that allows him to have a clear idea of how he performs compared to the expected patterns, norms or behaviors. Define improvement measures: 3. Encourage stronger motivating relationships 4. Eliminate or reduce dissonances, anxieties, tensions or doubts. These are performance verification sessions that provide employees with feedback on their performance in the past and their potential for the future. The evaluator can provide feedback through several techniques: Nica (2016) emphasis that the one of conviction (used with the employees of little antiquity, review of the recent performance and try to convince the employee to act in a certain way), The dialogue (the employee is urged to express their defensive reactions, excuses, complaints, intends to overcome these reactions through advice on ways to achieve better performance) and the problem solving (identifies the difficulties that may be interfering with the performance of the employee, from there those problems are solved through training, advice or relocation). By emphasizing the desirable aspects of employee performance, the evaluator is in a position to provide new and renewed confidence in their ability to achieve their goals. This positive
  • 13. Running Head: 13 approach also enables the employee to get a global idea of the strengths and weaknesses of their performance. The performance evaluation session concludes by focusing on the actions that the employee can undertake in order to improve areas in which their performance is not satisfactory. Kuvaas, et al, (2018) found the evaluation interview provides employees with feedback directly related to their performance. The interviews must meet certain stages for its correct execution, which are mentioned in the power point slide that we attach. Measurementfor Performance They are the rating systems of each job. They should be user-friendly, be reliable and qualify the essential elements that determine performance. Performance observations can be carried out directly or indirectly. In general, indirect observations (written exams, simulations) are less reliable because they evaluate hypothetical situations. Objective measures of performance are those that are verifiable by other people. As a general rule, objective measurements tend to be of a quantitative nature. They are based on aspects such as the number of units produced, the number of defective units, the savings rate of materials, quantity sold in financial terms or any other aspect that can be expressed in mathematically precise form. Lăzăroiu (2015) stated subjective measurements are unverifiable qualifications, which can be considered opinions of the evaluator. When the subjective measurements are also indirect, the degree of precision goes down even more. The principles of the evaluator: o Know the reasons for the evaluation o Evaluated on the basis of representative, sufficient and relevant information o Conduct an honest evaluation o Maintain consistency between oral and written evaluation o Present the evaluation as an opinion o Give information about evaluations only to those who have a good reason to know them o I did not imply the existence of an evaluation that has not been done o Do not accept the evaluations of others without knowing what they have been based on o Set regulations for the evaluations and respect it o Transmit evaluation data to a third party only if they have also been given to the interested party o Make written evaluations available to employees o Provide employees the right to appeal
  • 14. Running Head: 14 o Leave evaluations open to employee input Ten basic rules for evaluation: 1. Prepare the evaluation: a study of the curriculum vitae, of the previous evaluations, of the content of the position, of the objectives, set previously and of other diverse data 2. Observe the difference, on the one hand, between the reality of the company and the potential observed in the evaluated, and, on the other hand, the perceptions and behaviors of this that can depart from that reality. 3. Make an approximate quantification of the average attitude existing in the company, in order to make a comparison between the attitude of the evaluated and that average attitude 4. Quantify the realization of the objectives and the role played by the environment in this realization 5. Dialogue in a simple, sincere, complete and constructive way 6. List the frustrating and rewarding situations of the previous year and look for credible explanations and solutions, with courtesy and interest 7. Avoid the final judgments and do not reach the conclusion of a lack of capacity of the collaborator when this has not simply had the chance to demonstrate it 8. Define new objectives, demanding but realistic, accepted by both parties 9. Establish, according to the results of the interview, a change in remuneration, career, training, redefinition of the position, ... etc ... 10. Collect the opinion of the second higher hierarchical level and transmit the synthesis to the evaluated TypesofEmployeeMotivation Among many types of motivation stand out two general lines that in its greater or lesser extent all we know from experience " this author, these types are "the motivation non-coercive and coercive motivation "the first "is done by means of incentives, for persuasion, for example, and the stimulus "and the coercive "Is done through threats, through the pressure, for the punishment and reprimands.” Saif, et al, (2019) researched that there are other authors that distinguish other types of motivation like being intrinsic and extrinsic, the intrinsic motivation refers to "the motivation provided by the activity itself "and the motivation extrinsic refers to "the motivation that is derived from the consequences of activity".; at the same time consider that "the fact that a behavior is intrinsic or extrinsic motivated has important consequences. Stages of Motivation Investigations made by Bender, in Dartmouth with students, induced him to propose the following classification, on reactions of groups to motivation within a teaching process and learning: "exuberant individuals, spontaneously inspired self- motivated; conscientious
  • 15. Running Head: 15 individuals and hard-working, less bright than the first, but capable of a prolonged effort to get to learn; dependent individuals, inert when they are abandoned to it, but easy of being taken responding to the incentives for dynamic and active guides; hesitant and inconstant individuals, incapable of a lasting interest or dragged on; they get discouraged easily; individuals public or immune to any incentive motivator. Nica (2016) emphasis that the above described are some types of reactions related to the motivation of individuals, so that happen this, there are elements motivational money is one of them already that "economic rewards paid to workers whose production exceeds a standard previously determined "at the same time indicates that "Frederick Taylor, at the end of XIX century. Taylor, in charge of Supervision of Midvale Steel Company, I was worried about what I call "life systematic military ", i.e. the tendency of the employees to work at the most pace slow to produce at the level minimum acceptable. Job Performance The fulfillment of activities work is essential to achieve the objectives of any organization so great importance is attached to this element within it considering that motivation plays an influential role in this unfolding of the work that the employee develops within an institution. Definition of Job Performance The worker's behavior in the search for the objectives set, this constitutes the individual strategy for achieving the objectives "in this way that labor performance is "the value that hopes to contribute to the organization of different behavioral episodes that an individual carries out in a period of weather; these behaviors, of the same or several individuals at different times at the same time, will contribute to the efficiency organizational " as well reflects that "it is the level of achievement work that an individual gets only after realizing degree of effort. It depends not only on the amount of effort invested but also of the skills and perceptions of the roles of the individual (McGinnis Johnson, et al, 2016, pp-283-305). An individual who He makes a great effort in his work, but has a limited ability or has incorrectly assessed what is necessary to succeed in the organization could well achieve a poor performance Also, it can you say, the job performance are observable actions directed towards a goal, where the individual manifests the will and the ability to execute it, as long as the context is suitable to achieve them " In most of these authors there are Common elements that match the definition of work performance, by
  • 16. Running Head: 16 example, performance is influenced to a large extent by employee expectations about the work, their attitudes towards achievements and his desire for harmony "at the same time he meditates, therefore "the performance is related or links with the skills and knowledge that supports actions of the worker, in order to consolidate the business objectives. Features of Job Performance A series of individual characteristics, among them "the capabilities, skills, needs qualities what interact with the nature of the work and of the organization to produce behaviors that can affect results and unprecedented changes that are occurring in the organizations "at the same time express this same perspective expanding more on features of the work performance since he meditates that correspond to "knowledge, skills and abilities that are expected that a person applies and demonstrates develop your work "as being: the adaptability "refers to maintenance of effectiveness in different environments with different assignments, responsibilities people"; communication is "the capacity of express your ideas effectively already either as a group or individually. The ability according to the language or terminology to the needs of the receiver"; the initiative "is the intention of influence actively on the events to achieve objectives. The ability to provoke situations instead of accepting them passively. At measures you take to achieve objectives beyond what is required "; knowledge is defined as "the level reached of technical and/or professional knowledge in areas related to your area work. De Vito, et al, (2018) stated the capacity that tends keep abreast of the advances and current trends in your area experience"; teamwork It constitutes "the capacity of evolving effectively in teams / working groups to achieve the goals of the organization, contributing and generating a harmonious environment that allows consensus. "; and the development of talents refers to "the ability to develop the skills competencies of its member's team, planning activities of effective development, related to current and future charges ". Methodology The study is to understand and define the learning and development pathways at the Omani Air Company, how to do these things, which is the best of the training / development program, so these have been criticized by the definition analyzes to study the subject of the Omani Air
  • 17. Running Head: 17 Company and how one organization puts itself on, why, according to the findings. Salisu, et al, (2016) found that additionally, asking for training / development is a direct and reliable link to the data analysis by researching how to find out how much research the Omani Air Company can use to analyze and analyze the Omani Air Company. SamplingDesign To learn about training and development as it affects or affects Omani Air Company and its employees, it is important to gain respect for employees by analyzing their views or their services or their services asked when their training was terminated. Similarly, more than 2000 employees working on the Omani Air Company offer a mystery of employees that will be extremely challenging so that it can end with 130 people from the Omani Air Company Answer for questions related to training and development. Eventually, one of the 100 employees of the Omani Air Company is fully informed because they have a clear understanding of the benefits and agreements and the kind of training and skills he has because of the potential for study they thought and analyzed the research findings. The study of Omani Air Company and training and development is based on a randomized research system for members of the Omani Air Company. (Lee, et al, 2016, pp-162-169) Data Design • Description of the head: this is the type of data that is the first data collected in order to understand the training and development as well as the other discussed at the Omani Air Company. This must be done by using research queries as easy and easy that has questions about training and development, and the best results can be found and make all the changes using the search query when you are using About Omani Air Company. • Ristic, et al, (2017) researched that the teaching, development and thinking of the professionals in general are the well-known outlines in other books, journals and articles and find out more about current look and research focusing on other information has been written over the last five years for other important purposes.
  • 18. Running Head: 18 Data Analysis Design Eaton et al, (2016) found that different variations in the different data and topics obtained through training and development can be developed using the device to analyze approximately the percentage of learners and analyze different levels of response response for the type Different feedback and training about training and development. In the given statement, the number of feedback in each form of a training, developers may point out that the current collection summary and for understanding of understanding may be graphs, charts, and other data shown in n 'one time at it technical, technical and technological research. PrimarySourceofData In this case, the researcher will use two questions to open and end the question and interview for the source of the data. This question is distributed to employers and developers and the researcher will consider the high position of the bank manager to analyze, train and effectively. Secondary Source of Data Also in order to support the various issues raised in the forum, the second data process will be considered as an important part of the investigation. These accounts may be derived from separate manual, book, magazine, and application, internet and directory of meetings under the auspices of the study. Sampling Size and Sampling Techniques The research procedure at this study is a summary process because of a limited number, this study explorer uses a comprehensive method, to analyze the work of a home worker products generated by the department expressed their views on the importance of training for business managers under this research process, which research will focus on and split bankers to trained staff in unemployed to provide the type of exam required for this study.
  • 19. Running Head: 19 Conclusion Obviously, the way or business system that works, to stimulate the employee, has a significant effect, since it is his job to achieve those goals, to perform performance. Kuvaas, et al, (2018) found that among the most exciting financial statements is the cost of achieving goals, each day's pay and every one with the best customer care service. The supervision of employees of the employer, since the area overseer, is a group that they are involved in the programs developed by the company and find ways to achieve goals speed set up. References Kuvaas, B., Buch, R. & Dysvik, A., 2018, July. Individual variable pay for performance, incentive effects, and employee motivation. In annual meeting of the Academy of Management, Chicago, USA. Lăzăroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical Investigations, (14), pp.97-102. Saif, A., Amir, M. & Hussain, F., 2019. Does Compensation & Benefits Matters to Working Women to Perform Well? A Case of Public School Teachers. Journal of Education and Vocational Research, 9(2), pp.31-41.
  • 20. Running Head: 20 Nica, E., 2016. Employee voluntary turnover as a negative indicator of organizational effectiveness. Psychosociological Issues in Human Resource Management, 4(2), pp.220- 226. McGinnis Johnson, J. &Ng, E.S., 2016. Money talks or millennials walk: The effect of compensation on nonprofit millennial workers sector-switching intentions. Review of Public Personnel Administration, 36(3), pp.283-305. De Vito, L., Brown, A., Bannister, B., Cianci, M. &Mujtaba, B.G., 2018. Employee motivation based on the hierarchy of needs, expectancy and the two-factor theories applied with higher education employees. IJAMEE. Salisu, J.B., Chinyio, E. & Suresh, S., 2016. The influence of compensation on public construction workers’ motivation in Jigawa state of Nigeria. 5th International conference on Business & Economic Development (ICBED). Lee, M.T. & Raschke, R.L., 2016. Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge, 1(3), pp.162-169. Landry, A.T., Gagne, M., Forest, J., Guerrero, S., Seguin, M. & Papachristopoulos, K., 2017. The Relation Between Financial Incentives, Motivation, and Performance. Journal of Personnel Psychology. Ristic, M.R., Selakovic, M. & Qureshi, T.M., 2017. Employee motivation strategies and creation of supportive work environment in societies of post-socialist transformation. Polish journal of management studies, 15. Eaton, A.E. & Voos, P.B., 2016. ORGANIZATION, COMPENSATION, AND. Advances in industrial and labor relations, 6, pp.63-109. Utomo, S.B.H., 2017. Effect Leadership, Organization Culture And Compensation To Employee Performance Regional Secretariat Grobogan Regency With Satisfaction And Motivation As An Intervening Variable. eAbstract Excellent, 2(2).