There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Impact of Training and Development, training design and on the job training ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
The effect of career development, leadership style and organizational culture...inventionjournals
The practice of career development, leadership style and organizational culture on organizational commitment to employee satisfaction is an important factor in achieving the good governance. Causality between variables built into the model by using the 7,342 employees working in 37 regional work unit (SKPD) in the province of Papua. The sampling technique is done by using proportionate random sampling, the sample size in order to obtain a number of 379 employees with a response rate of 36.41 %, so overall the questionnaire used to analyze just 138 employees. The results of the analysis of moment structures using Ver. 21 provides evidence that career development and organizational culture proved can improve employee job satisfaction. Other facts suggest that the better career development and leadership style, the higher the employee organizational Commitment while organizational culture and employee job satisfaction was not shown to improve organizational commitment.
Impact of Training and Development, training design and on the job training ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
The effect of career development, leadership style and organizational culture...inventionjournals
The practice of career development, leadership style and organizational culture on organizational commitment to employee satisfaction is an important factor in achieving the good governance. Causality between variables built into the model by using the 7,342 employees working in 37 regional work unit (SKPD) in the province of Papua. The sampling technique is done by using proportionate random sampling, the sample size in order to obtain a number of 379 employees with a response rate of 36.41 %, so overall the questionnaire used to analyze just 138 employees. The results of the analysis of moment structures using Ver. 21 provides evidence that career development and organizational culture proved can improve employee job satisfaction. Other facts suggest that the better career development and leadership style, the higher the employee organizational Commitment while organizational culture and employee job satisfaction was not shown to improve organizational commitment.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
A Study on Quality of Life and Social Support Breast Cancer Women in Greater ...IJASRD Journal
The diagnosis of cancer created a fear and shock to their well balanced life and most of them felt that they were a burden on their family. Respondents followed an advanced allopathic regimen of treatment and however they enquired about alternative treatment like Ayurveda, homeopathy etc. Women knew about the illness as this study was conducted in a group of population where more number of educated women took part of it and those who have access to tertiary care facilities. It was found that most of the respondents got information about treatment. The difficulty of breast cancer leads to imposition of a lot of psychosocial problems. Respondents had fear about the disease, and its recurrence and subsequently they were in regular follow-ups. Most of them know the importance of regular follow-ups, they did not have an idea about the availability of breast prosthesis which would improve their cosmetic appearance and boost their confidence and had little opportunity to indulge in group sessions. Respondents have shared their feelings with others in their sad time. In our study most of the respondents did mix freely with others post treatment and have received more support from family, however they have felt that their disease has affected their children’s marriage and relationship with their spouse. But most of them felt this disease has had effect on their children’s marriage and education. This present study has several key points. It was found that breast cancer incidence was more in urban area.
Job Satisfaction and Training of Employeesdeshwal852
Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
enhance their skills and ultimately improves their performance and productivity which leads to job satisfaction. The purpose of the present study was to compare the job satisfaction of employees before and after the training programmes. A sample of fifty employees working in private organizations in
Delhi was selected randomly for the study. The data was interpreted with the help of mean, standard deviation and ‘t’ test. The result of the study showed that there was significant difference between job satisfaction before and after training programmes. Employees have high degree of job satisfaction after training.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
A Study on Quality of Life and Social Support Breast Cancer Women in Greater ...IJASRD Journal
The diagnosis of cancer created a fear and shock to their well balanced life and most of them felt that they were a burden on their family. Respondents followed an advanced allopathic regimen of treatment and however they enquired about alternative treatment like Ayurveda, homeopathy etc. Women knew about the illness as this study was conducted in a group of population where more number of educated women took part of it and those who have access to tertiary care facilities. It was found that most of the respondents got information about treatment. The difficulty of breast cancer leads to imposition of a lot of psychosocial problems. Respondents had fear about the disease, and its recurrence and subsequently they were in regular follow-ups. Most of them know the importance of regular follow-ups, they did not have an idea about the availability of breast prosthesis which would improve their cosmetic appearance and boost their confidence and had little opportunity to indulge in group sessions. Respondents have shared their feelings with others in their sad time. In our study most of the respondents did mix freely with others post treatment and have received more support from family, however they have felt that their disease has affected their children’s marriage and relationship with their spouse. But most of them felt this disease has had effect on their children’s marriage and education. This present study has several key points. It was found that breast cancer incidence was more in urban area.
Job Satisfaction and Training of Employeesdeshwal852
Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
enhance their skills and ultimately improves their performance and productivity which leads to job satisfaction. The purpose of the present study was to compare the job satisfaction of employees before and after the training programmes. A sample of fifty employees working in private organizations in
Delhi was selected randomly for the study. The data was interpreted with the help of mean, standard deviation and ‘t’ test. The result of the study showed that there was significant difference between job satisfaction before and after training programmes. Employees have high degree of job satisfaction after training.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
BrentCase Study Analysis of Globalized WorkforcesModern lead.docxjackiewalcutt
Brent
Case Study Analysis of Globalized Workforces
Modern leaders of globalized workforces face new challenges in developing leadership, engagement, and measuring performance and outcomes. As more workforces are working remote, different geographical locals, and time zones, the ability to establish a leadership structure to improve engagement and performance is increasingly more difficult (Northouse, 2016). As presented in the case by Dr. Craig Marsh, the need to establish a leadership structure to manage the past and future growth of the business was critical (Laureate Education, 2016c). Marsh developed three objectives which focused on employee engagement, performance management, and leadership structure (Laureate Education, 2016c). The employee engagement aspect was positive and yielded longevity amongst the contractors. The practitioner research by Perrin applied to the challenge of non-employee engagement and discussed below. Also, presented below is a proposal for an alternative solution for performance management.
Employee engagement
The employee engagement was challenged by the global workforce that was not a direct employee but rather a temporary contractor (Laureate Education, 2016c). The leadership had to develop methods to make the non-employees feel part of the organization. The establishment of the center of excellence website was effective in building engagement. A leader must provide an ability for employees to see the value of others works and to develop a commitment to the processes and services of the company (Westcott, 2014). Perrin (2007) highlighted three elements of employee engagement that fit the case which are rational/cognitive understanding, emotional/affective attachment, and motivation/willingness. Marsh used the three elements in the development of the center of excellence thus increasing the tenure of non-employees.
Performance management
The performance management and leadership structure impacted each other. The dashboard principle used by Marsh, although yielded positive results, the underlining front line management was not improving. The challenge with performance tools is the acceptance of the specific areas of measurement, use of the measurement results for future development, and balancing the impact of the negative results with coaching (Dusterhoff, Cunningham, & MacGregor, 2014). The employees that view the performance measurement as justified and morally right accept the measurement (Dusterhoff et al., 2014). The alternative, those employees that disagree with the measurement are not likely to provide accurate information (Dusterhoff et al., 2014). As indicated, the front line leadership’s views are not a part of the performance measurement dashboard. As a result, the dashboard did not indicate the issues with front-line managers ability to coach.
From experience, single page dashboards with three color indicators rarely tell the whole story. The use of a limited set of measurements is not indic.
1Running Head LITERATURE REWIEW2LITERATURE REVIEW.docxdrennanmicah
1
Running Head: LITERATURE REWIEW
2
LITERATURE REVIEW
Assignment 2: RA 1 Literature Review
Karen Crump
Argosy University
Introduction
Vision, ethics, modeling, coaching, and shared values are an essential aspect of professional leadership development. Such perimeters ensure that leadership composure is well defined and outlined for developing skills and providing unity and integral growth. Reflecting on these aspects helps the individual in utilizing their power and influence in the building of alliances, creation of passion at work as well as empowering their employees and subordinate workers in achieving the set goals and objectives of the organization.
They help the individual gain personal insights and deepen their self, social and relationship awareness which results in higher performance in their respective teams. Numerous leadership approaches help govern and thrive in professional leadership development. Such methods include taking leadership as a position, taking command as a result and taking direction as a process. Essentially, there is a need to evaluate the various articles that described the professional leadership development through the use of the leadership mentioned above approaches.
Belinda Johnson (2017), A Leadership & Professional Development Teaching and Learning Model for Undergraduate Management Programs, Journal of Higher Education Theory and Practice, Vol. 17(4), pp. 55-57
This article describes a holistic leadership and professional development teaching and learning model for undergraduate students with universal application across all disciplines and functional areas of organizations due to its emphasis on the non-technical skill requirements of leadership. The model highlights the development of intrapersonal, interpersonal and professional skills or KSAs (knowledge, skills, and abilities) and uses the mnemonics FOCUS and ACTION to structure the large number of traits, behaviors, and KSAs.
The archetype is advantageous as it helps management competencies in the early stage of career development. The upcoming leaders show their potentiality in leading others through this archetype. This signals for individuals developing aggressive attention towards professional leadership especially the learning students.
Darryl C. Hill & Richard Olawoyin (2018), Safety Leadership & Professional Development, Professional Safety, pp. 145-149.
The article facilitates a raid map of the safety profession and promotes leadership and professional development. Darryl and Richard describe professional leadership development to be controlled by crucial factors. These essential factors include ethics, administration as well as management. Besides, the authors suppose that certification and accreditation have ensured the safety profession in leadership as well as an entire professional development.
Daryl and Richard believe in the identification of professional leadership development hazards that may retard the growth and .
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
Human Resoruce - Training and development (GSK Glaxosmithkline India)←ครђเรђ Batra
It is basically a Training and Development report in which the critical analysis has been done and the methods used in the GSK GlaxoSmithKline and the survey questions
Promoting employee loyalty through organisational learning A study of selecte...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
Similar to Non-Conventional Training for Employee Development; the Mediating Role of Employee Relations at Work (20)
Many countries have seen the importance of financial education by making financial
education a national strategy. In Vietnam, although the National Strategies for Inclusive Financial
Education has been proposed since 2017 and officially included in the National Financial Inclusion
Strategy in 2020, however, financial education is still quite new, and many people are not aware of
the necessity of financial l
Today, in the rapidly emerging globalization process, increasing the competitiveness of enterprises
depends on increasing of their firm performance. Although there are many methods and techniques affecting
firm performance, Information technology (IT) capabilities has become one of the most widely used method,
especially in dealing with supply chain matters of a firm. The aim of our study is to express whether innovation
and organization learning is effective as intermediate variable to the effects of IT capabilities at firm’s
performance. The opinion which claim
Globally, the number of startup companies has rapidly expanded during the last 5-8 years. Offering
products and/or services that greatly enhance the lives of its clients is a major focus for these firms. In India,
local and federal government initiatives have provided new enterprises and entrepreneurs with much
momentum and assistance, helping India become the world's top startup location. The Government of India
(GOI) launched the "Startup India" campaign in 2015 to promote entrepreneurship and support businesses to
achieve this goal (Babu, S., Sridevi, K.,2019). An IBM Center for Business Value and Oxford Economics study
in 2018 found that 90% of Indian companies fail within the first five years of operation. Potential difficulties
that startups may run across, both generally and specifically in the Indian market, have been described by
several authors.
Behaviour finance is the study of how psychological phenomena affect financial behaviour. This
financial science is used in making financial decisions. Amid the development of the digital economy, paylater
innovation has emerged. It is feared that the ease of use of paylater can have a negative impact, one of which is
the attitude of impulsive buying. This research will analyze the effect of financial literacy, self-control, risk
perception, and percieved ease of use on impulsive buying behaviour. This research is based on Decision Affect
Theory, which is a theory that discusses financial decision behaviour that is influenced by self-emotion. This
research is uses purposive sampling wi
Improving the business environment is one of the key strategies to promote local and regional
economic development. However, which factors affect the business environment of the provinces is still
controversial. Using survey data from 400 investors and managers and a multivariate regression analysis
method, this study has identified the factors affecting the business environment of Hai Phong province. The
analysis results show that there are 09 factors affecting the business environment of Hai Phong City, including
entry costs, land access and tenure, transparent, informal charges, time cost, pro-activeness, business support
services, labor training and legal institutions. In
The effect of work attitude and innovation ability on employee innovation performance is of great
significance for improving the innovation ability of manufacturing enterprises and building an "Innovative
Country" in China.This article theoretical analysis was conducted on the mechanism by which the work attitude
of employees in manufacturing enterprises affects innovation performance and the mediating mechanism of
innovation ability. Based on data from Chinese manufacturing enterprises, empirical analysis was conducted
using SEM models. Resear
The concept of organizational resilience continues to grow in focus and importance, but there
has yet to be an agreed upon measure of organizational resilience. Organizational resilience can be seen as a
corporation’s ability to adapt to change and maintain flexibility within their supply chain. Resilience and
flexibility at all organizational levels is necessary, in a proactive manner, to turn resilience into a competitive
advantage
In this paper, by using the basic method of differential geometry, combined with the optimization
theory and the basic technique of data analysis, the definition, basic properties and statistical characteristics of
nonlinear correlation coefficients on manifolds are studied and given, test the rationality and validity of the
nonlinear correlation coefficient defined in this paper. Therefore, the study of this paper has certain theoretical
value and potential practical significance.
This study aims to analyze and prove whether there is a positive and significant influence
between product quality and poki prices on purchasing decisions for Kobba brand coffee. The survey was
conducted using 53 respondents who were buyers who had purchased Kobba brand coffee more than once.
Information from respondents was obtained through a list of questions that were sent and returned by
respondents
In this paper, we introduce a universal framework for mean-distortion robust risk measurement and
portfolio optimization. We take accounts for the uncertainty based on Gelbrich distance and another uncertainty
set proposed by Delage & Ye. We also establish the model under the constraints of probabilistic safety
criteria and compare the different frontiers and the investment ratio to each asset. The empirical analysis in the
final part explores the impact of different parameters on the model results.
Despite the attainment of the famous Millennium Development Goals (MDGs) of reducing the number
of poor people across the globe a significant number still live below the poverty line. The problem of poverty is
more endemic in developing countries like Nigeria. Several intervention efforts have been in place to address
the poverty question which persists partly due to serious financial exclusion and unethical activities of informal
finance providers.
The focus of this research was to establish the effect of entrepreneurship Ecosystem in inculcating
entrepreneurial propensity for community development. Promotion of entrepreneurship in Kenya has existed
ever since independence. The Government has shown tremendous support to entrepreneurship growth. The
Government have channelled financial support through funding such as Women Enterprise fund, Youth
Enterprise Fund and Uwezo Fund
In this paper, we consider an AAI with two types of insurance business with p-thinning dependent
claims risk, diversify claims risk by purchasing proportional reinsurance, and invest in a stock with Heston
model price process, a risk-free bond, and a credit bond in the financial market with the objective of maximizing
the expectation of the terminal wealth index effect, and construct the wealth process of AAI as well as the the
model of robust optimal reinsurance-investment problem is obtained, using dynamic programming, the HJB
equation to obtain the pre-default and post-default reinsurance-investment strategies and the display expression
of the value function, respectively, and the sensitivity of the model parameters is analyzed through numerical
experiments to obtain a realistic economic interpretation. The model as well as the results in this paper are a
generalization and extension of the results of existing studies.
:Textiles and clothing are a fundamental part of everyday life and an important sector in the global
economy. It is hard to imagine a world without textiles. Clothes are worn by almost everyone, almost all the time
and it also becomes an important expression for an individuality. In 2015, emission from textiles production
totaled 1.2 billion tons of CO2 equivalent throughout its lifecycle. The fashion industry is a large consumer of
water, high volumes of water containing
In this paper, we construct a Credit Default Swap pricing model for default recovery rates under
distributional uncertainty based on a structured pricing model and distributional uncertainty theory. The model
is algorithmically transformed into a solvable semi-definite programming problem using the Lagrangian dual
method, and the solution of the model is given using the projection interior point method. Finally, an empirical
analysis is conducted, and the results show that the model constructed in this paper is reasonable and efficient
The closures of schools, colleges, and universities in many countries worldwide during the COVID19 pandemic have reshaped every aspect of our normal lives and educational experience. As a result of
extended periods of lockdown, whole populations have been advised to stay in their households and
communicate with others through distance electronic communications methods such as Zoom, Teams, Google
meetings etc. More than 1
Even though economists and academics have been studying money laundering for many years, there
are still gaps in the research because there is a dearth of trustworthy data on the activity as well as an absence
of specific sources and methods of collection in government-based reporting. The Walker-Unger gravity model
was used in this study to determine the countries that Russian-based money launderers used as funding
destinations between the years 2000 and 2020, as well as whether there are any variations in country rankings
during economic downturns. The investigation's findings indicated that even during recessionary times, money
launderers with Russian bases consistently preferred certain countries as their destination
This study will establish a scientific foundation for analyzing and assessing the development of
human resources in industrial parks of Hai Duong province. According to statistics and primary data, the
study analyzes the current situation of human resource development in the industrial parks in Hai Duong
province, states achievements, limitations and their causes, thereby giving solutions to improve the human
resource development in industrial parks of Hai Duong province in the future for the economic development
of industrial parks in particular and Hai Duong province in general.
Solar photovoltaic systems are becoming essential in renewable energy sources to help reduce
dependence on renewable energy sources, fossil fuels and mitigate climate change. In the world today, many
successful businesses bring efficiency to the environment as well as the global economy. However, to evaluate
the business performance of the global supply chain, it is necessary to find an appropriate method. This article
uses data envelopment analysis (DEA) and Malmquist Productivity Index (MPI) methods to compare
performance across businesses
The objective of this research is 1) to study social media usage behavior of the elderly and 2) to
examine the relationship between factors of the social media usage behavior of the elderly in Surat Thani
Province, Thailand. The data were collected from selected elderly aged 60 years and older in Surat Thani
Province. The number of the sample in this study was 400. The questionnaire was used as a tool to collect the
data. Statistics used were frequency, percentage, mean, standard deviation, and Chi-Square
More from International Journal of Business Marketing and Management (IJBMM) (20)
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Global Interconnection Group Joint Venture[960] (1).pdf
Non-Conventional Training for Employee Development; the Mediating Role of Employee Relations at Work
1. International Journal of Business Marketing and Management (IJBMM)
Volume 6 Issue 8 August 2021, P.P. 23-32
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 23
Non-Conventional Training for Employee Development; the
Mediating Role of Employee Relations at Work
WALUSIMBI YUNUS
PhD Student
Faculty of Management and Information Technology
University Sultan Azlan Shah
33000 Chandan Putri, Kuala Kangsar
Malaysia
Tel +256 772526393 Email: walusimbiyunus2017@gmail.com
Abstract: There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations. The study findings reveals that the nonconventional methods
of employee development like mentoring, coaching, counselling feedback and feedforward are very crucial in
fostering staff development, however it was also found out that without a good employee relation at the work
employee development would be very difficult to achieve as good employee relations encourages the sharing of
knowledge and a peaceful atmosphere for learning at the work place. This study therefore concludes that the
use of feedforward influences the non-conventional methods of employee training in the achievement of
employee development with employee relations as a mediating factor at the work place today.
Key Words: Non-conventional training, Employee development, Employee relations at work.
I. Introduction
There is growing agreement that the non-conventional methods of employee development are very
convenient and easy to implement than the conventional methods with high results in bringing about a change in
employee development, Mizintseva, Sardarian & Chavykina (2019). The survival of businesses in today's global
arena be it public or private enterprise requires a close look at the nature of training being offered to the
employees and as to whether the training methods can help the organisation achieve employee development,
Wijayanti, Setini, Darma, Purwadi & Alka (2020). There must be avenues to constantly help individuals and
groups informed of knowledge and skills to be able to perform better, Zakaria, Yasoa, Ghazali, Ibrahim &
Ismail (2017). It is very important that the organisation is well organized and its human resources are put to
good use as well as well managed for better human resource development. Rodriguez & Walters (2017), says
that a situation where the organisation fails to adequately training their members of staff will result into
extinction of ideas to move the organisation to the next level. Employee relations management seems to play a
mediating role between the implementation of the nonconventional methods of training and the achievement of
staff development.
Employee relations at the work place will involve ideas and practices that encourage people to work together
including the polices that help in directing this relationship. The essence of relations is to make sure that
employee work together as a group and avoid selfish thinking which will damage group cohesion in the
organisation and in the process encourage learning among the organisational members, Rani & Merga (2016).
II. Statement of the problem
Employee training has become a matter of strategic importance to all organisations so as to achieve a
competitive aged over others amid stiff competition. There has been much attention put on the relationship
between training and employee development mainly by focussing on the conventional training with different
mediating variables in the various studies yet there seems to be a mediating role of employee relations in this
relationship. In the study conducted by Fletcher, Alfes & Robinson (2018) about employee training and
development with a mediating role of work attitude, Jerez-Gómez, Céspedes-Lorente & Pérez-Valls (2019) in
their study about high performance human resource practices and performance had its mediating role of
2. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 24
organisational learning. None of these studies have focused on the role of employee relations as mediating factor
in the relationship between employee training and employee development.
Yaokumah, Walker & Kumah (2019, in their study about security behaviour studied employee relations as
mediating variable but did not focus on training and development. Gumilar, S. (2020), in his study about
leadership and employee performance with employee relations as a mediating variable did not look at employee
training and development. This therefore suffices to say that this study is looking at the relationship between
employee training and employee development with employee relation as a mediating variable.
III. The Main Objectives Of This Study
To examine the mediating role of employee relations on the effect of non-conventional training and
employee development.
3.1Specific objectives
a) What is the effect of nonconventional training on employee development?
b) What is the mediating role of employee relations on the effect of non-conventional training and
employee development?
3.1.1Research questions
a) What is the effect of nonconventional training on employee development?
b) What is the mediating role of employee relations on the effect of non-conventional training and
employee development?
IV. Methodology
This paper examines the effect of nonconventional training on employee development with employee
relations as a mediating factor and the systems theory as the theory underpinning the study. The researcher has
conducted a literature search under the terms nonconventional training, employee development and employee
relations and the systems theory. Evidence from literature reviewed links very well this relationship. The
discussion and conclusion of this study gleans from the literature reviewed.
V. Literature review
5.1 Non-conventional training
Employee training is an organised activity, Khan & Baloch (2017), aimed at providing employee with
specific knowledge and skills which can enhance their work performance Training may also be defined as that
in which organisations make ways to update their employee knowledge, skills and attitude to enhance their
performance in the organisation. It will involve the design of learning activities that will lead to a change in
employee performance, Gerpott, Lehmann-Willenbrock & Voelpel (2017). Non-conventional training is the
training activity that is mainly work based which is a shift from the common method of training that we
normally call the class room learning. Non convectional training takes the form of role playing, mentoring,
coaching, and counselling among the many methods. These activities are aimed at enhancing training that is not
class room based. Training as a learning activity will involve many ways aimed at making the individual
capable of performing his tasks well as expected, Cole (2002), mentioned in his book Personnel Human
Resource Management, that training is more of a learning activity to acquire better skills and knowledge needed
to perform a task. In reference to this study the researcher looked at three non-conventional methods of training
namely mentoring, coaching and feedback.
5.2 Employee development
Human resource development has been defined as a set of systematic and planned activities designed
by an organization to provide its members with the opportunities to learn necessary skills to meet current and
future job demands which focuses on training, education and other types of development for workforce after
they are employed by a company, Jiang & Gong (2019). Throughout the years it has been established that
organizations are made of people and the organizations rely on people’s expertise to archive organizational
goals and objectives. It is also believed that human expertise is developed and maximized thru HRD Process,
organizations are human-made entities that rely on human expertise in order to establish and achieve their goals.
According to Armstrong (2006), human resource development is essentially a business led approach to
managing people within a strategic frame work. Storey (1989) cited in by Collings, et al (2018) describes what
human resource management is and says that the employees or the workers are a resource that is important for
organizational competitiveness, this is where human resource development comes in to provide the necessary
knowledge and skills required to bring about this competitiveness in the organization.
3. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 25
Training concerns application of formal processes to impart knowledge and help people to acquire the skills
necessary for them to perform their jobs satisfactorily, Armstrong (2006). Wang et al. (2017) define human
resource development as any process or activity that, either initially or over the long term, has the potential to
develop adult work-based knowledge, expertise, productivity, and satisfaction, whether for personal or
group/team gain, or for the benefit of an organization, community, nation, or, ultimately, the whole of humanity.
Dash& Pati (2018) postulates that, training enhances employees’ capabilities which are instrumental in
improving overall organizational performance
5.3 Feedback and employee development
Lee, Idris & Tuckey, (2019), says that feedback during performance review is a means by which
feedback provider helps employee to identify gap in this knowledge and skill. The good feedback process
facilitates to deliver high quality information to employee, encourages motivational beliefs and self-esteem, and
clarify what good performance is i.e., goals, criteria, and expected outcome. Good feedback comprises not just
commentary about what has been done, but suggestions for what can be done next, Lee, Idris & Tuckey, (2019).
Supervisory coaching and performance feedback are pivotal leader behaviors that help organizations to create a
competitive advantage, Albrecht, Bakker Grumen, Macey, & Saks, (2015).
It has been found that role-playing teaching increases the efficacy of the learning experience and makes it more
grounded in reality. The player goes into the shoes of the concerned entity and that reveals the expectations to
the other party. The method brings to the surface real factors which need to be addressed in a learning situation
which is effective in making future managers and learning is strongly facilitated by this method. Role playing is
very good at delivery of learning as Beenen, Pichler., & Levy, (2017), commenting on efficacy of role-playing
teaching, says that integrating experiential learning activities in the classroom increases interest in the subject
matter and understanding of course content.
5.4 Feed forward and employee development
The concept of feedforward started way back in the 1990s, Khalil (2017), following the discussion
between Marshall Goldsmith and Jon Katzenbach in which they showed their resentment about feedback which
was not giving good results during the performance management in organisations. They actually found out that
feedback would be more meaningful if it were combined with feedforward. Feedforward is a nonconventional
method of training employee that focuses on the future that is within our control but with a conventional
feedback. It is about employees and their development and being positive to the personal development process
of the employee. The advocates of feedforward say you have to use knowledge of the system to control the
changes that will occur. A feedforward-controlled method works on an action in advance. Carver (2020), say
that when there are errors in the system, a feedforward can reduce the effect arising from this error.
Kluger & Nir (2010), says feedforward focusses positively on the future rather than focussing on the failures of
the past performance. It focuses on recent success stories to improve individual and organisational performance
in the future. The idea behind feedforward is that it draws it bases on the positive thinking that is increasingly
influencing the subject of management. It emphasizes a focus on the positive side of everything and it is that
that will keep one going in the right direction and bringing out success stories, Budworth, Latham & Manroop
(2015), will help in coming out with new ideas that will support future performance.
5.5 Mentoring and human resource development
Non-conventional training also includes mentoring. Mentoring is either informal or non-informal.
Oxford learner online dictionary (2018) sees mentoring as a progression whereby a knowledgeable person in an
organization or educational institution counsels and trains new students or employees. On the other hand, a
mentor is explained as a person with more experience in a given area who takes responsibility for helping
someone with less experience to develop needed knowledge and skills, medical dictionary (2017).
The Mosby’s medical online dictionary (2018) defines mentor as one who is more experienced, trusted adviser
or counsellor who offers helpful guidance to less experienced colleagues. The common one in organizations is
the formal method structured mentoring program, yet informal mentoring is much more common. Formal
mentoring is planned, intentional, and supported. It occurs when relationships are formalized by matching the
mentor with the mentee. The mentor and mentee agree to meet regularly over a period of time to participate in
skills or career-related activities. Formal mentoring tends to be more broadly based and systematic by helping
the mentee acquire skills and attitude required to do work. Mentoring facilitates the transfer of cherished values
and cultural icons, which helps to build employee development.
4. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 26
5.6 Coaching and human resource development
The other non-conventional method of training that is good in employee development is coaching.
Coaching is one on one instruction normally done by an experienced person to the less experienced. The coach
is the more experienced and the coachee is the less experienced. The coach encourages the coachee to reach
their full potential by encouraging self-belief and self-development. Self-belief gives coachee the drive to
achieve their potential. Self-development gives them the means to succeed in their work, Ying & Abdul (2015).
Therefore, the coach does not need to have knowledge of the specific job role of the coachee but encourages
deeper thought and reflection from their coachee by appropriate questioning and listening. This approach is
based upon a confidential, professional relationship being formed between the two individuals with minimal
involvement from a third party
Management ability to coach and adequately provide support to employees may lead to greater
employees’ motivation in organization, Pousa & Mathieu (2015). Therefore, the support from an immediate
supervisor helps the employees to increase their confidence in implementing the actions, Pousa & Mathieu
(2015), and results from previous research showed that a highly supportive management can enhance
employees’ engagement and performance in performing their tasks, Rekalde, Landeta & Albizu (2015). In a
study about lecturers at three polytechnics in Malaysia, Ying & Abdul (2015). The outcomes of these surveys
indicated that the readiness of the management to play appropriately the roles as a coach and prepare a full
support to the employees can increase their self confidence in performing tasks, and indirectly improve their
performance. Coaching therefore is assumed to help in the development of human resource in the ministry of
public service.
VI. Conceptual frame work
The figure 1 below show the conceptual frame work of the study
Source: Researcher
The conceptual frame work shows the interrelationship between the variables. The nonconventional
methods namely, mentoring, coaching, feedforward and feedback as dependent variable will lead to employee
development. However, this relationship is mediated by employee relations which if not taken care of employee
development is not likely to succeed.
Nonconventional
training i.e.
-Mentoring
-Coaching
-Feedforward
-feedback
Employee
development
Employee
relations
INDEPENDENT VARIABLE DEPENDENT VARIABLE
MEDIATING FACTOR
5. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 27
VII. Theoretical framework
This study is underpinned by the systems theory that explains the mediating role of employee relation
in the training and development of employee.
7.1 System theory
According to systems theory, people’s behaviors are affected by internal and external inferences. A
system has a boundary that contains many subsystems and that also separates the system from its environment
McLean, (2006) in Boreum (2019). Systems theory is less of a management methodology as it is a way of
analyzing and thinking about organizations. It puts forth the premise that organizations are like living
organisms, are made up of numerous component subsystems that must work together in harmony for the larger
system to succeed. Systems theory states that organizational success relies on synergy, interrelations and
interdependence between different subsystems. As arguably the most valuable component of a company,
employees make up various vital subsystems within an organization. Departments, work groups, business units,
facilities and individual employees can all be considered component of the systems in organizations. On the
other hand, Ruona (1998) in Boreum (2019), defined a system as ―a collection of elements where the
performance of the whole is affected by every one of the parts and the way that any part affects the whole
depends on what at least one other part is doing. To combine those two definitions, a system is a composite of
subsystems in which every part affects the whole. When looking at this theory, researchers and practitioners
take interest in ―understanding systems with a particular emphasis on the inter-dependencies and dynamics of
the parts, how they are organized, and how they work together to produce results, Swanson & Holton, (2009). In
employee training, a system is considered ―a collection of elements ie employee, employer, and the
organizational set up where the performance of the whole is affected by every one of the parts and the way that
any part affects the whole depends on what at least one other part is doing, Ju (2019). He continues to say, there
are four principal components within a system or subsystem: input, process, output and feedback. Input affects
process, which affects output. Output affects feedback, and feedback affects input. Thus, the loop continues.
From input to feedback and again from input to feedback. While managing human resource one may consider a
systems-theory approach when he or she is planning for the development of human resource in an organization.
7.2 The systems theory and employee relations
The system theory has been well appreciated for making easy for managers to interpret and understand
organisational functioning, Jacobs (2014). The system theory helps mangers to understand and approach
employee relations which helps managers to know that employee are part of the system of organisational
functioning rather than thinking that employees are only cost centres in an organisation. In the subject of human
resource management, employee relations looks at that relationship between the employee and management and
the relationship among employees. The relations must be cordial and it talks about all the ways that can be
employed in enhancing this relationship, Rani & Merga (2016), which can help in fostering learning at the work
place. The systems theory helps managers to analyse organisations and it presupposes, that organisation are
like living organisms, Jacobs (2014), and are made up many components in the system which must work
together for the greater system to succeed. Therefore, the success of an organisation lies on interrelationships
and interdependence of the different subsystems, Jacobs (2014). Human resource who are the employee make
up a big part of the system within an organisation in addition to capital, machines, furniture and fittings and all
other components that are required to do work. While ensuring employee relations management the
interrelationships that exist in the relationship is the foundation of the systems theory, Jacobs (2014). The
employer and the employee rely on each other while at the same time the employee will rely on the fellow
employee in the accomplishment of his/her tasks, Otoo & Mishra (2018). Good employee relations create an
environment that can enhance learning as employees feel free to ask their superiors about what they do not
understand, this can well extend to departments and the entire organisation. Employee relations enables team
work within the organisation which helps to promote productivity within the organisation. Everyone feels is part
of the other and works towards the achievement of a common goal which is a component of the systems theory.
Organisations that encourage good employee relations have greater creativity and innovation which encourages
learning at the work place which promotes employee development.
Huning, Bryant & Holt (2015) says that the biggest part of the work in an organisation is accomplished
through social relationship which tells us that maintaining good employee relations at the work place is
important for employee learning and development. The most important aspect the facilities informal learning at
the work place lies in social participation of those involved, Huning, Bryant & Holt (2015), therefore social
participation is a driver for employee development in organisations today.
Employees can relate in an organisation in many ways and one of them will be the informal groups.
Informal groups can support learning which can well be understood by looking at how social networks work in
an organisation. Normally a social network is a set of people with defined characteristics that tend to bring them
6. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 28
together. Within these set ups management can identify channels that can help to support learning within the
organisation, Mitchell, (1969) in Huning, Bryant & Holt (2015).
VIII. Findings And Discussion
Research question one: What is the effect of nonconventional training on employee development?
The findings indicate that feedback allows leaders to communicate performance standards and expectations,
thus reducing job ambiguity for employees and increasing the understanding and clarity of work goals, Beenen,
Pichler, & Levy (2017). Lee, Idris & Tuckey, (2019). say that role-playing has been used as a pedagogical
approach for many years, predominantly in sports education, theatre, history and other social science disciplines.
Utilizing the techniques of drama, role-playing teaching is a holistic teaching method that inculcates the process
of critical thinking, instigates emotions and moral values, and informs about factual data.
In a feedforward, Rice (2017), normally the first step is to identify times of better performance and their success
stories which will allow a deeper discussion on the personal and organisational factors that supported the
success in question while putting forward new ideas for the future. The examination of these stories allows the
manager to explore issues or factors that explained this success and how they helped both the employee and the
organisation. In the process management will identify gaps in terms of performance and ways of how these gaps
can be closed, Meutia & Bukhori (2017) through the feedforward technique. Therefore, feedforward creates a
positive self-discovery and the greater part of the conversation is about how performance can be improved in
future.
According to Janssen, Tahitu, van Vuuren & de Jong (2018), mentoring relationships that last longer are more
likely to have positive outcomes because the benefits of mentoring emerge over a relatively long period of time.
Quality mentoring produces significant, lasting, positive outcomes. According to Bush, Coleman, Wall & West-
Burnham (2018), mentoring, as part of a general development and training strategy can improve both individual
and organizational performance. Alexandre further states that mentoring aids the mentee’s success through
addressing strengths and weaknesses as well as increased confidence thus allowing a mentee to develop and
learn faster through continuous exchange of information.
Employee coaching is good for managers who want to improve employee performance, (Carr 2016). Coaching
has its own challenges and most important is that the coaches will succeed if they are knowledgeable, Ling,
Kho, Neo & Abdullah (2020), and can well communicate with employees about their performance and have the
will to help employees improve on their performance. The coach or manager needs to well engage his
employees, good engagement will influence how employee learn during the coaching process which helps to get
a deeper understanding of what the coach is talking about, Ling, Kho, Neo & Abdullah (2020).
Research question two: What is the mediating role of employee relations on the effect of non-conventional
training and employee development?
In today’s business arena, the consideration of human relations is very important in the managing of business
today, Samwel (2018). Employee relations explains the relationship between employee and management. This
relationship consists of social networks that can support learning in an organisation. The social networks will
tell you how people relate within the organisation and different social groups within the organisation. These
social networks will influence positively or negatively the way employees learn in an organisation, Vohra &
Thomas (2016). Good employee- employer relationship is good for the organisation and the training function
because it inspires employee to learn and interact well with each other which, Ali, Lei & Wei (2018), which
creates a better learning environment than in a situation where there is poor employee- employer relationship.
Torrington & Hall (1998) in Pesik, Pangemanan & Tumewu (2019), are of the view that employee-employer
relationship is as a result of justice within the organisation embedded within the culture and values of the
organisation. Issues like satisfaction at the job can only happen if there is a good working relationship between
the employee and management, Liu & Wan (2020). An organisation may have a well-qualified staff but with
poor work relations, this will greatly affect the performance of employee. All organisation will have to have
employee who can live in harmony with each other and work towards the achievement of organisational goals
and objectives, Nechanska, Hughes & Dundon (2020). The factors that explain good employee relations at work
includes employee involvement, employee empowerment, a grievance handling procedure, collective
bargaining, employee training and teamwork, Schweitzer & Lyons (2008) in Ilyas, Shaari & Alshuaibi (2018),
they continue to say when you empower employees you increase on their ability to display their kills which
enhances their ability to learn and to perform.
Having mutual trust and confidence building are foundations of good employee relations, and this helps in
building associations of any kind within the organisation which helps to promote learning in the organisation,
7. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 29
Nechanska, Hughes & Dundon (2020). In improving the relationship to help inn fostering learning within the
organisation, it is very important that employee interests are well aligned with organisational goals which in turn
will improve learning environment and interest in learning by the employees, Pesik, Pangemanan & Tumewu,
(2019). In the process of alignment of employee’s interest and organisational interest, employees are given
knowledge that helps them for their personal development while at the same time the organisation is improving
in terms of productivity due to the knowledge acquired. This relationship will help to foster learning than in a
situation where the interests of the two have not been well aligned, Kaufman, Wilkinson, Barry & Gomez
(2019). There must be a policy frame work in place that governs this relationship that will help employee have a
greater participation in what concerns them directly at the work place.
Business success requires that organisations are able to create new knowledge in a continuous manner, Siktin
(1991) in Caniëls & Baaten, (2019). Employee relations will involve having an environment which facilitates
interaction between employee themselves and between themselves and management, Ford (1992) in Wentzel
(2018), this will support employee to be more creative because it is the knowledge that will help to add value to
organisational product and services. It is therefore important that the organisations support group and individual
learning for the purpose of creation of knowledge, Conrad, Dierberger & Isaacson (2019), and its transfer
through teams, this can happen when there are good employee relations within the organisation.
An environment in which there is trust, Men, Fong, Luo, Zhong & Huo (2019), can enhance the exchange of
knowledge and its creation can well happen if there is good employee relation in the organisation. The
emotional climate that will facilitate the exchange of knowledge through teams and individuals can only be
created where there is good employee relation, Karim & Majid (2019, and where there is good relations even
mistakes can be tolerated when team members or individuals are trying to learn and work out new ideas.
Conclusion
This paper has been able to conclude that employee relations have a mediating role they play in the
provision of training and development of an employee. Human relations are a social network, Nechanska,
Hughes & Dundon (2020). These social networks will influence positively or negatively the way employees
learn in an organisation, Vohra & Thomas (2016). Good employee- employer relationship is good for the
organisation and the training function because it inspires employee to learn and interact well with each other
which, Ali, Lei & Wei (2018), which creates a better learning environment than in a situation where there is
poor employee- employer relationship. Business success requires that organisations are able to create new
knowledge in a continuous manner, Siktin (1991) in Caniëls & Baaten, (2019). Good employee relations create
an environment in winch employee are more creative and social which encourages the exchange of ideas thus
encouraging learning than in an organisation where there is poor employee relations.
Areas for further research
This paper thought to establish the mediating role of employee relations in the achievement of
employee development through training. The study recommends a further study of the mediating role of
technology in the achievement of employee development through training.
Reference
[1]. Albrecht, S. L, Bakker A. B, Grumen, J. A, Macey, W. H & Saks. A.M. (2015). ―Employee
Engagement, Human Resource Management Practices and Competitive Advantage.‖ Journal of
Organizational Effectiveness: People and Performance 2 (1): 7–35. doi:10.1108/JOEPP-08- 2014 0042.
[2]. Ali, M., Lei, S., & Wei, X. Y. (2018). The mediating role of the employee relations climate in the
relationship between strategic HRM and organizational performance in Chinese banks. Journal of
Innovation & Knowledge, 3(3), 115-122.
[3]. Armstrong. M (2006) human resource management. 10th
Edition Kogan page ltd UK.
[4]. Beenen, G., S. Pichler., & P. Levy. (2017). ―Self-Determined Feedback Seeking: The Role of
Perceived Supervisor Autonomy Support.‖ Human Resource Management 56 (4): 555–569,
doi:10.1002/hrm.21787
[5]. Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance
improvement: A field test of the feedforward interview for performance management. Human Resource
Management, 54(1), 45-54.
[6]. Boreum Ju, (2019) "The roles of the psychology, systems and economic theories in human resource
development", European Journal of Training and Development,
8. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 30
[7]. Bush, T., Coleman, M., Wall, D., & West-Burnham, J. (2018). Mentoring and continuing professional
development. In Mentors in Schools (1996) (pp. 121-143). Routledge.
[8]. Caniëls, M. C., & Baaten, S. M. (2019). How a learning-oriented organizational climate is linked to
different proactive behaviors: the role of employee resilience. Social Indicators Research, 143(2), 561-
577.
[9]. Collings, D. G., Wood, G. T., & Szamosi, L. T. (2018). Human resource management: Acritical
approach. In Human Resource Management (pp. 1-23). Routledge.
[10]. Conrad, D., Dierberger, G., & Isaacson, M. (2019). The Management of Knowledge-Sharing in
College Business Departments: A Study of the Perceptions of Business Department Faculty Regarding
Knowledge-Sharing Practices. American Journal of Management, 19(1).
[11]. Carver, M. (2020). Feedback, feedforward, or dialogue? Defining a model for self-regulated learning.
In Learning and Performance Assessment: Concepts, Methodologies, Tools, and Applications (pp.
1696-1713). IGI Global.
[12]. Carr, A. E. (2016). Executive and employee coaching: Research and best practices for
practitioners. Bowling Green, OH: Society for Industrial and Organizational Psychology.
[13]. Cole, G.A. 2002 Personnel and Human Resource Management Practice, 5th
edition.
[14]. Dash, S., & Pati, U. C. (2018). The Effect of HRD Practices for High-Performance Work Systems: An
Empirical Study on IT Industries in India. Revista ESPACIOS, 39(41).
[15]. Fletcher, L., Alfes, K., & Robinson, D. (2018). The relationship between perceived training and
development and employee retention: the mediating role of work attitudes. The International Journal
of Human Resource Management, 29(18), 2701-2728.
[16]. Gerpott, F., Lehmann-Willenbrock, N. & Voelpel, S. (2017). A phase model of intergenerational
learning in organizations. Academy of Management Learning and Education, 16(2), 193-216.
[17]. Gumilar, S. (2020). Analysis the Effect of Servant Leadership on Performance of Employees with
Employee Relation as a Mediating Variable (Doctoral dissertation, Universitas Andalas).
[18]. Huning, T. M., Bryant, P. C., & Holt, M. K. (2015). Informal social networks in organizations:
Propositions regarding their role in organizational behavior outcomes. Academy of Strategic
Management Journal, 14(1), 20.
[19]. Ilyas, M. A., Shaari, H., & Alshuaibi, A. S. I. (2018). Transformation of the employees into brand
advocates through employer branding. International Journal of Academic Research in Business and
Social Sciences, 8(6), 361-370.
[20]. Jacobs, R. L. (2014). System theory and HRD. Handbook of human resource development, 21, 39.
[21]. Janssen, S., Tahitu, J., van Vuuren, M., & de Jong, M. D. (2018). Co-workers’ perspectives on
mentoring relationships. Group & organization management, 43(2), 245-272.
[22]. Jerez-Gómez, P., Céspedes-Lorente, J., & Pérez-Valls, M. (2019). Do high-performance human
resource practices work? The mediating role of organizational learning capability. Journal of
Management & Organization, 25(2), 189-210.
[23]. Jiang, Z., & Gong, X. (2019). The Research on Human resource Development of Tencent—The HR
Three Pillar Model. Journal of Human Resource and Sustainability Studies, 7(3), 462-474.
[24]. Ju, B. (2019). The roles of the psychology, systems and economic theories in human resource
development. European Journal of Training and Development, 43(1/2), 132-152.
9. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 31
[25]. Kabugho, Barbra Matte, (2018) human resource development and employee performance in the
ministry of public service. (Dissertation).
[26]. Karim, D. N., & Majid, A. H. A. (2019, March). Barriers to Knowledge Sharing Among Academics in
Tertiary Institutions. In First International Conference on Materials Engineering and Management-
Management Section (ICMEMm 2018). Atlantis Press.
[27]. Kaufman, B. E., Wilkinson, A., Barry, M., & Gomez, R. (2019). Measuring the Quality of Workplace
Relations and Organizational Performance with Alternative Balanced Scorecards from Strategic HRM
and Employment-Industrial Relations. Andrew Young School of Policy Studies Research Paper Series,
(19-08).
[28]. Khalil, H. (2017). Feedback vs Feedforward. TLN Journal, 24(1), 13.
[29]. Khan, K. & Baloch, N. (2017). Impact of training on employee development and other behavioral
outcomes: a case of public accountant trainees in Khyber Pakhtunkhwa. Journal of Managerial
Sciences, 11(1), 93-107.
[30]. Kluger, A. N., & Nir, D. (2010). The feedforward interview. Human Resource Management
Review, 20(3), 235-246.
[31]. Lee, M. C. C., Idris, M. A., & Tuckey, M. (2019). Supervisory coaching and performance feedback as
mediators of the relationships between leadership styles, work engagement, and turnover
intention. Human Resource Development International, 22(3), 257-282.
[32.] Ling, Y. L., Kho, M. G. W., Neo, B. A., & Abdullah, A. G. K. (2020). Coaching communication:
strengthening construct sharpness and measurement. international journal of education and
pedagogy, 2(1), 235-252.
[33]. Liu, J., & Wan, L. (2020, March). Labor Relations Effect on Employee Work Performance: Focusing
on the Moderating Effect of Employee Emotional Factors. In 4th International Conference on Culture,
Education and Economic Development of Modern Society (ICCESE 2020) (pp. 1539-1548). Atlantis
Press.
[34]. Men, C., Fong, P. S., Luo, J., Zhong, J., & Huo, W. (2019). When and how knowledge sharing benefits
team creativity: The importance of cognitive team diversity. Journal of Management &
Organization, 25(6), 807-824.
[35]. Meutia, T. I., & Bukhori, A. (2017). The role of feedback and feed forward control system to improve
competitive advantage of SMEs in Indonesia. European Research Studies, 20(2), 496.
[36]. Mizintseva, M., Sardarian, A., & Chavykina, M. (2019). Personnel Development of Leadership
Capacity Management in Organizations. In Sustainable Leadership for Entrepreneurs and
Academics (pp. 91-101). Springer, Cham.
[37]. Nechanska, E., Hughes, E., & Dundon, T. (2020). Towards an integration of employee voice and
silence. Human Resource Management Review, 30(1).
[38]. Otoo, F. N., & Mishra, M. (2018). Influence of Human Resource Development (HRD) Practices on
Organizational Effectiveness: The Role of Employee Competencies. International Journal of
Management Studies, 2.
[39]. Pesik, R., Pangemanan, S. S., & Tumewu, F. J. (2019). The linkage between strategic human resource
management and organizational performance through employee relations as an intervening variable at
pt. Borwita citra Prima Manado. jurnal emba: jurnal riset ekonomi, manajemen, bisnis dan
akuntansi, 7(4).
[40]. Pousa C & Mathieu A. (2015). Is managerial coaching a source of competitive advantage?
Promoting employee’s self-regulation through coaching. Coaching: An International Journalof Theory,
Research and Practice, Vol. 8(1), 20-35.
[41]. Rani, D. L., & Merga, T. F. (2016). Application of systems approach on employee training programs:
An empirical study in the context of some selected manufacturing companies in Ethiopia. Industrial
Engineering Letters, 6(5), 27-36.
[42]. Rekalde, I; Landeta, J & Albizu, E (2015). Determining factors in the effectiveness of executive
coaching as a management development tool. Management Decision, Vol. 53(8), 1677 –
1697.https://doi.org/10.1108/MD-12-2014-0666.
[43]. Rice, B. (2017). Feedforward or feedback–reframing positive performance management. Human
Resource Management International Digest. 25(5), 7-9
10. Non-Conventional Training For Employee Development; The Mediating Role Of Employee ..
International Journal of Business Marketing and Management (IJBMM) Page 32
[[44]. Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee
performance and evaluation. World Wide Journal of Multidisciplinary Research and
Development, 3(10), 206-212.
[45]. Samwel, J. O. (2018). Effect of Employee Relations on Employee Performance and Organizational
Performance-Study of Small Organizations in Tanzania. Global Journal of Management And Business
Research.
[46]. Swanson R. A. and Holton III, E. F. (2009). Foundations of human resource development
(2 ed). San Francisco, CA: Berrett-Koehler Publishers, Inc.
[47]. Vohra, N., & Thomas, N. (2016). Investigating organizational learning through social network
analysis: The case of a consultancy firm in India. Thunderbird international business review, 58(6),
587-600.
[48]. Wang, G.G., Werner, J.M., Sun, J.Y., Gilley, A., & Gilley, J.W. (2017). Means vs ends: theorizing a
definition of human resource development. Personnel Review, 46(6), 1165-1181. doi:10.1108/PR-11-
2015-0306.
[49]. Wentzel, k. (2018). A competence-in-context approach to understanding motivation at school. big
theories revisited 2, 193.
[50]. Wijayanti, T. C., Setini, M., Darma, D. C., Purwadi, P., & Alka, P. R. (2020). Connectivity Continuous
Improvement Program and Employee Performance. International Review of Management and
Marketing, 10(1), 54-62.
[51]. Yaokumah, W., Walker, D. O., & Kumah, P. (2019). SETA and Security Behavior: Mediating Role of
Employee Relations, Monitoring, and Accountability. Journal of Global Information Management
(JGIM), 27(2), 102-121.
[52]. Ying-L, L, & Abdul G K, A (2015). Do feedback environment and coaching communication
determine self-efficacy of teaching? A case of Malaysia polytechnic lecturers. International Journal of
Management and Applied Research, Vol. 2(2), 59-72.
[53]. Yusoff, Y. (2019). Linking Green Human Resource Management Bundle to Environmental
Performance in Malaysia’s Hotel Industry: The Mediating Role of Organizational Citizenship
Behaviour Towards Environment. International Journal of Innovative Technology and Exploring
Engineering (IJITEE), 8 (9S3), 1625, 1630.
[54]. Zakaria, M. N., Yasoa, M. R., Ghazali, M. S., Ibrahim, M. A. H., & Ismail, M. (2017). Integration of
employee development practices and organisational performance of local government. Institutions and
Economies, 61-79.