An important part of human resource practices is Training and development of employees. Growing competition in market and globalisation make large and medium companies invest heavily in this this field to obtain future benefits. In this essay I try to discuss different attitudes of employees which ensure reduced turnover rate among them.
The document is a project report submitted by Mudassar A. Sheikh to the University of Pune on the topic of "Training and Development at HCL Infosystem". It includes an introduction, objectives, research methodology, company profile, literature review, data analysis, summary, and recommendations. The report aims to critically analyze the training and development programs at HCL Infosystem by applying theoretical knowledge to practical aspects and identifying areas of improvement.
Manpower training and development is positively related to productivity at Zenith Bank Plc. The study examined the relationship between manpower training costs and profitability at Zenith Bank Plc's Maitama branch in Abuja, Nigeria from 2001-2010. Data was collected through questionnaires and the bank's financial statements, and analyzed using chi-square tests and regression analysis. The results showed a significant positive relationship between the cost of manpower training and the bank's productivity and profitability. The study concluded that manpower training improves employee skills and performance, leading to higher productivity and profits for the bank.
1. Human resource development (HRD) plays an important role in improving individual and organizational effectiveness through training, learning, career development, and organizational development.
2. HRD practices in the Malaysian manufacturing sector are still developing, with many companies focusing primarily on training and lacking dedicated HRD sections.
3. Due to the global economic downturn, electronics companies and training groups in the US have cut training budgets, staffing, and hours while shifting programs toward mandatory, job-specific skills training and greater use of e-learning and social networking tools.
Projec report on training and development project from reliance moneyVipul Sachan
The document provides an overview of training and development at Reliance Money. It discusses traditional and modern approaches to training, defining training as a learning process to enhance employee performance. The scope of the study is on training practices and modules at Reliance Money to judge knowledge enhancement and feedback effectiveness. The objectives are to examine the impact of training on skill development, changes in behavior and output.
A project report on training and developmentProjects Kart
This document discusses training and development in organizations. It begins by defining training and development as processes for imparting skills, knowledge, and abilities to employees. It distinguishes between training, education, and development. Training refers to specific skills, education is theoretical classroom learning, and development provides general knowledge and attitudes to help employees grow into higher positions. The document outlines the objectives of training as developing competencies, helping employees grow within the organization, and reducing learning times for new roles. It discusses various inputs that should be included in training, such as skills, education, development, ethics, and decision-making skills. Finally, it outlines the benefits of training and development for both organizations and individuals.
This document is a project report on training and development at Sonia Forging. It includes details about the trainee such as name, course, and contact information. It discusses the objectives of studying training and development at the company. The methodology section explains that primary data was collected through questionnaires and observations, and secondary data was collected from sources like newspapers, magazines and the internet. The report provides background on the company's history, products, quality policies, and strengths. It aims to examine the effectiveness and impact of training on employees.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
This document provides an overview of training and development. It discusses the importance of training for organizations to maintain a competitive advantage. It outlines the objectives, need identification process, benefits, and various methods of training, including lectures, on-the-job training, programmed instruction, computer-assisted instruction, and simulations. The different stages of a training program, such as design, implementation, and evaluation, are also described at a high level. Overall, the document serves as an introduction to training and development concepts.
The document is a project report submitted by Mudassar A. Sheikh to the University of Pune on the topic of "Training and Development at HCL Infosystem". It includes an introduction, objectives, research methodology, company profile, literature review, data analysis, summary, and recommendations. The report aims to critically analyze the training and development programs at HCL Infosystem by applying theoretical knowledge to practical aspects and identifying areas of improvement.
Manpower training and development is positively related to productivity at Zenith Bank Plc. The study examined the relationship between manpower training costs and profitability at Zenith Bank Plc's Maitama branch in Abuja, Nigeria from 2001-2010. Data was collected through questionnaires and the bank's financial statements, and analyzed using chi-square tests and regression analysis. The results showed a significant positive relationship between the cost of manpower training and the bank's productivity and profitability. The study concluded that manpower training improves employee skills and performance, leading to higher productivity and profits for the bank.
1. Human resource development (HRD) plays an important role in improving individual and organizational effectiveness through training, learning, career development, and organizational development.
2. HRD practices in the Malaysian manufacturing sector are still developing, with many companies focusing primarily on training and lacking dedicated HRD sections.
3. Due to the global economic downturn, electronics companies and training groups in the US have cut training budgets, staffing, and hours while shifting programs toward mandatory, job-specific skills training and greater use of e-learning and social networking tools.
Projec report on training and development project from reliance moneyVipul Sachan
The document provides an overview of training and development at Reliance Money. It discusses traditional and modern approaches to training, defining training as a learning process to enhance employee performance. The scope of the study is on training practices and modules at Reliance Money to judge knowledge enhancement and feedback effectiveness. The objectives are to examine the impact of training on skill development, changes in behavior and output.
A project report on training and developmentProjects Kart
This document discusses training and development in organizations. It begins by defining training and development as processes for imparting skills, knowledge, and abilities to employees. It distinguishes between training, education, and development. Training refers to specific skills, education is theoretical classroom learning, and development provides general knowledge and attitudes to help employees grow into higher positions. The document outlines the objectives of training as developing competencies, helping employees grow within the organization, and reducing learning times for new roles. It discusses various inputs that should be included in training, such as skills, education, development, ethics, and decision-making skills. Finally, it outlines the benefits of training and development for both organizations and individuals.
This document is a project report on training and development at Sonia Forging. It includes details about the trainee such as name, course, and contact information. It discusses the objectives of studying training and development at the company. The methodology section explains that primary data was collected through questionnaires and observations, and secondary data was collected from sources like newspapers, magazines and the internet. The report provides background on the company's history, products, quality policies, and strengths. It aims to examine the effectiveness and impact of training on employees.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
This document provides an overview of training and development. It discusses the importance of training for organizations to maintain a competitive advantage. It outlines the objectives, need identification process, benefits, and various methods of training, including lectures, on-the-job training, programmed instruction, computer-assisted instruction, and simulations. The different stages of a training program, such as design, implementation, and evaluation, are also described at a high level. Overall, the document serves as an introduction to training and development concepts.
Personnel Training and Development and Employee Productivity in a Financial I...Ameh Elizabeth (GNIM)
This document discusses the relationship between personnel training and development and employee productivity in First Bank Nigeria Ltd. It begins with introducing the importance of training and development in providing job-specific skills and improving employee performance. It then provides background on the human capital theory and how training raises worker productivity. The study aims to identify the types of training schemes available at First Bank Nigeria Ltd and analyze how training impacts employee productivity and organizational performance. It uses a survey questionnaire to collect data from 50 bank employees and employs statistical analysis techniques to test the hypotheses. The findings show that most respondents agreed training enhanced their efficiency and the organization's performance. It concludes that training and development improves productivity and recommends organizations conduct regular needs assessments to provide effective training.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
HRM project on Training And developmentjaygadhia0701
This document provides an overview of training and development at Essar Oil Limited in Vadinar, Jamnagar, Gujarat. It begins with a preface acknowledging the importance of practical experience to supplement theoretical knowledge for management students. It then provides an acknowledgements section thanking various individuals and departments for their support and cooperation. The document includes several chapters that discuss training and development concepts, literature reviews, research methodology, data analysis, and recommendations. It aims to provide a comprehensive project on training and development practices at Essar Oil Limited.
A study on training and development conducted at bharathi associatesProjects Kart
The document provides an introduction to training and development in organizations. It discusses the objectives and problem statement of studying training at Bharathi Associates Pvt. Ltd. The research methodology, industry profile, company profile, and opportunities in the Indian food industry are also outlined.
A project report on training and development in sahara indiaProjects Kart
The document discusses training and development in organizations. It covers key topics like the importance of training, models of training, the training process, and training evaluation. Specifically, it outlines the systems model, instructional systems development model, and transitional model of training. It also describes the typical phases of training including needs analysis, design, implementation, and evaluation. Overall, the document provides an overview of training concepts and frameworks.
The impact of employee training and development on employeemissnurin
This document discusses the impact of employee training and development on employee productivity. It first defines training and development, noting that training is meant to systematically improve skills while development allows employees to acquire new skills and knowledge. The document then reviews literature showing that training and development can positively impact employee productivity, commitment, and retention. When done effectively, training and development programs can boost both individual employee performance as well as overall organizational productivity and competitiveness.
This document outlines a survey conducted on training and development at Bharat Sanchar Nigam Limited (BSNL), a state-owned telecommunications company in India. It includes an introduction to the importance of training and development in the telecom sector and at BSNL specifically. The document then describes the methodology of the survey, which involved collecting both primary and secondary data. Statistical tools like frequency tests and correlation were used to analyze the data. The findings identified factors that positively and negatively impacted the effectiveness of training at BSNL. In conclusion, the training programs were found to be effective but in need of some improvements.
Training and development is an important part of human resource management. It involves improving employee skills and organizational effectiveness through instruction and developing long-term goals. Training provides knowledge and skills for specific jobs, while development prepares employees for future roles. For human resource management, training and development creates a talented internal workforce, improves performance, and motivates employees to increase productivity and meet changing business needs. It is a vital tool for organizations to gain a competitive advantage through a skilled and knowledgeable labor force.
Training and development is one of the very important process in any organization, companies are spending more and more into this segment, because through this they will get perfect employees for their organization.
Training & development survey at bsnl mba hr project reportBabasab Patil
The document outlines a survey on training and development at BSNL. It includes an introduction on the importance of training and an executive summary. The survey had the objectives of evaluating the effectiveness of training, studying different training methods, and how performance appraisals identify training needs. Primary and secondary data was collected through surveys, interviews and company reports. Statistical analysis tools like frequency tests and correlation were used to analyze the data and identify significant factors related to effective training. The findings provide insight into employee attitudes towards training and how skills are applied. In conclusion, training at BSNL is found to be effective but some aspects could be improved.
The document discusses training needs of employees in organizations. It begins by defining human resource management and its key functions like recruitment, selection, training and development. It then discusses the different aspects of training like meaning, importance, evaluation and the Indian scenario. Training is important for skill development of employees at all levels from workers to managers. It benefits both employees and organizations. Organizations spend on training to develop a competent workforce but calculating return on investment can be difficult given intangible benefits. However, sponsoring employee education provides long term benefits and a win-win situation for both parties.
The Tata Group provides extensive training and development programs to its employees at all levels to enhance their skills and prepare them for career growth. Some of their major programs include:
1) The Tata Management Training Centre which offers over 250 programs annually to train managers in areas like leadership, strategy, and innovation.
2) Tata Administrative Services which selects and grooms young graduates to be part of a talent pool that can be placed across Tata companies.
3) Specialized programs like the Second Career Internship Program and Human Resource Development Program to support the development of women professionals and HR managers respectively.
1) Human resource development (HRD) involves integrating training, organizational development, and developing effective teams and organizations. It can involve both human resource and development functions.
2) Training involves teaching people skills to perform jobs, while development aims to improve employees' abilities to handle various assignments and cultivate capabilities beyond their current roles.
3) Training focuses on understanding concepts, developing judgement, and demonstrating techniques. Development focuses on expanding capabilities and learning over a longer period of time.
IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE ProfSaghirJaved
This document discusses a research study on the impact of training and development on employee performance. It begins with introducing the topic and providing definitions of key terms from other authors. It then discusses the importance of training and development for employees and organizations. The research objectives are stated as examining the relationship between training/development and employee performance in the supermarket industry in Karachi, Pakistan. Prior literature and research is reviewed that similarly found a positive relationship between training and improved employee and organizational performance. The methodology and findings of the research are then discussed in more detail.
This document provides background information on the automobile industry. It discusses the early history of cars, from the first steam-powered vehicles in the late 18th century to the invention of the gasoline-powered automobile by Karl Benz in 1886. It then covers major developments in the 19th century, including innovations like hand brakes and transmissions. The emergence of major automakers in the early 20th century, like Ford, GM, and Toyota, transformed the industry and led to mass production of affordable cars for consumers. Today a few major global players dominate the industry.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document provides an overview and training on retail sales. It begins with some questions to self-assess suitability for a career in retail sales. It then covers basics of retail management including definitions, history and trends in India. The document provides tips on store operations, customer service, sales techniques, and using personality assessments. It emphasizes fundamentals like hygiene, grooming and body language which are important for sales. Finally, it discusses career opportunities in the growing Indian retail industry.
O documento discute os desafios atuais da docência universitária, como a democratização do ensino superior e as demandas do mercado de trabalho. Isso tem implicações na qualidade da aprendizagem dos estudantes e levou a uma ênfase excessiva na pesquisa em detrimento do ensino. O documento defende uma reconfiguração do desenvolvimento profissional docente com base em valores humanistas e democráticos, promovendo uma maior articulação entre ensino, pesquisa e aprendizagem.
Personnel Training and Development and Employee Productivity in a Financial I...Ameh Elizabeth (GNIM)
This document discusses the relationship between personnel training and development and employee productivity in First Bank Nigeria Ltd. It begins with introducing the importance of training and development in providing job-specific skills and improving employee performance. It then provides background on the human capital theory and how training raises worker productivity. The study aims to identify the types of training schemes available at First Bank Nigeria Ltd and analyze how training impacts employee productivity and organizational performance. It uses a survey questionnaire to collect data from 50 bank employees and employs statistical analysis techniques to test the hypotheses. The findings show that most respondents agreed training enhanced their efficiency and the organization's performance. It concludes that training and development improves productivity and recommends organizations conduct regular needs assessments to provide effective training.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
HRM project on Training And developmentjaygadhia0701
This document provides an overview of training and development at Essar Oil Limited in Vadinar, Jamnagar, Gujarat. It begins with a preface acknowledging the importance of practical experience to supplement theoretical knowledge for management students. It then provides an acknowledgements section thanking various individuals and departments for their support and cooperation. The document includes several chapters that discuss training and development concepts, literature reviews, research methodology, data analysis, and recommendations. It aims to provide a comprehensive project on training and development practices at Essar Oil Limited.
A study on training and development conducted at bharathi associatesProjects Kart
The document provides an introduction to training and development in organizations. It discusses the objectives and problem statement of studying training at Bharathi Associates Pvt. Ltd. The research methodology, industry profile, company profile, and opportunities in the Indian food industry are also outlined.
A project report on training and development in sahara indiaProjects Kart
The document discusses training and development in organizations. It covers key topics like the importance of training, models of training, the training process, and training evaluation. Specifically, it outlines the systems model, instructional systems development model, and transitional model of training. It also describes the typical phases of training including needs analysis, design, implementation, and evaluation. Overall, the document provides an overview of training concepts and frameworks.
The impact of employee training and development on employeemissnurin
This document discusses the impact of employee training and development on employee productivity. It first defines training and development, noting that training is meant to systematically improve skills while development allows employees to acquire new skills and knowledge. The document then reviews literature showing that training and development can positively impact employee productivity, commitment, and retention. When done effectively, training and development programs can boost both individual employee performance as well as overall organizational productivity and competitiveness.
This document outlines a survey conducted on training and development at Bharat Sanchar Nigam Limited (BSNL), a state-owned telecommunications company in India. It includes an introduction to the importance of training and development in the telecom sector and at BSNL specifically. The document then describes the methodology of the survey, which involved collecting both primary and secondary data. Statistical tools like frequency tests and correlation were used to analyze the data. The findings identified factors that positively and negatively impacted the effectiveness of training at BSNL. In conclusion, the training programs were found to be effective but in need of some improvements.
Training and development is an important part of human resource management. It involves improving employee skills and organizational effectiveness through instruction and developing long-term goals. Training provides knowledge and skills for specific jobs, while development prepares employees for future roles. For human resource management, training and development creates a talented internal workforce, improves performance, and motivates employees to increase productivity and meet changing business needs. It is a vital tool for organizations to gain a competitive advantage through a skilled and knowledgeable labor force.
Training and development is one of the very important process in any organization, companies are spending more and more into this segment, because through this they will get perfect employees for their organization.
Training & development survey at bsnl mba hr project reportBabasab Patil
The document outlines a survey on training and development at BSNL. It includes an introduction on the importance of training and an executive summary. The survey had the objectives of evaluating the effectiveness of training, studying different training methods, and how performance appraisals identify training needs. Primary and secondary data was collected through surveys, interviews and company reports. Statistical analysis tools like frequency tests and correlation were used to analyze the data and identify significant factors related to effective training. The findings provide insight into employee attitudes towards training and how skills are applied. In conclusion, training at BSNL is found to be effective but some aspects could be improved.
The document discusses training needs of employees in organizations. It begins by defining human resource management and its key functions like recruitment, selection, training and development. It then discusses the different aspects of training like meaning, importance, evaluation and the Indian scenario. Training is important for skill development of employees at all levels from workers to managers. It benefits both employees and organizations. Organizations spend on training to develop a competent workforce but calculating return on investment can be difficult given intangible benefits. However, sponsoring employee education provides long term benefits and a win-win situation for both parties.
The Tata Group provides extensive training and development programs to its employees at all levels to enhance their skills and prepare them for career growth. Some of their major programs include:
1) The Tata Management Training Centre which offers over 250 programs annually to train managers in areas like leadership, strategy, and innovation.
2) Tata Administrative Services which selects and grooms young graduates to be part of a talent pool that can be placed across Tata companies.
3) Specialized programs like the Second Career Internship Program and Human Resource Development Program to support the development of women professionals and HR managers respectively.
1) Human resource development (HRD) involves integrating training, organizational development, and developing effective teams and organizations. It can involve both human resource and development functions.
2) Training involves teaching people skills to perform jobs, while development aims to improve employees' abilities to handle various assignments and cultivate capabilities beyond their current roles.
3) Training focuses on understanding concepts, developing judgement, and demonstrating techniques. Development focuses on expanding capabilities and learning over a longer period of time.
IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE ProfSaghirJaved
This document discusses a research study on the impact of training and development on employee performance. It begins with introducing the topic and providing definitions of key terms from other authors. It then discusses the importance of training and development for employees and organizations. The research objectives are stated as examining the relationship between training/development and employee performance in the supermarket industry in Karachi, Pakistan. Prior literature and research is reviewed that similarly found a positive relationship between training and improved employee and organizational performance. The methodology and findings of the research are then discussed in more detail.
This document provides background information on the automobile industry. It discusses the early history of cars, from the first steam-powered vehicles in the late 18th century to the invention of the gasoline-powered automobile by Karl Benz in 1886. It then covers major developments in the 19th century, including innovations like hand brakes and transmissions. The emergence of major automakers in the early 20th century, like Ford, GM, and Toyota, transformed the industry and led to mass production of affordable cars for consumers. Today a few major global players dominate the industry.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document provides an overview and training on retail sales. It begins with some questions to self-assess suitability for a career in retail sales. It then covers basics of retail management including definitions, history and trends in India. The document provides tips on store operations, customer service, sales techniques, and using personality assessments. It emphasizes fundamentals like hygiene, grooming and body language which are important for sales. Finally, it discusses career opportunities in the growing Indian retail industry.
O documento discute os desafios atuais da docência universitária, como a democratização do ensino superior e as demandas do mercado de trabalho. Isso tem implicações na qualidade da aprendizagem dos estudantes e levou a uma ênfase excessiva na pesquisa em detrimento do ensino. O documento defende uma reconfiguração do desenvolvimento profissional docente com base em valores humanistas e democráticos, promovendo uma maior articulação entre ensino, pesquisa e aprendizagem.
This document advertises a 3-day training program called "Retail Selling & Customer Service Skills" aimed at retail sales, customer service, and shop floor staff as well as their supervisors and managers. The training covers personal skills, business etiquette, the buying process, relationship building, understanding different customer types, retail image, selling strategies, handling objections, and maximizing sales. It emphasizes developing a customer-focused approach and creating an enjoyable shopping experience to encourage customer return and referrals. The interactive training uses videos, exercises, and role-plays to help participants strengthen their selling skills and work as a customer-friendly team.
iQue ideas is a corporate training company that provides soft skills and life skills training to various audiences, including students, professionals and housewives. They have experienced trainers from top institutes and offer a wide range of modules on topics such as communication, personal development, social skills and more. The document provides details on their approach, tools, target audiences and lists of clients and training programs delivered.
Developing a career path in retail HARROD CASEPravesh Mishra
Harrods is a 162-year-old luxury retailer located in London, employing over 5,000 people from 86 countries. It sees 100,000 customers daily and has an annual turnover of 1 billion pounds. Harrods provides extensive training programs covering sales techniques, customer service, and fashion to improve employee performance and retention. Strategies like competitive pay, clear career paths, and work-life balance have reduced Harrods' employee turnover from 51% in 2006 to 25% in 2011. Training and development are crucial for both employees and the company.
Harrods is a famous department store located in London, England. It is known worldwide for offering luxury goods and has been in operation for over 150 years. The brief message expresses gratitude to the recipient for their time.
Te ii case study 2 harrods edition-17-fullEva Cordero
Harrods provides extensive training and development opportunities to employees at all levels to build careers in retail. This includes programs tailored for different roles to improve skills like sales, management, and buying. Employees progress from entry-level positions to management roles through taking advantage of these programs. Retention strategies like rewards, clear career paths, and supporting personal development help employees build loyal careers at Harrods.
This presentation describes the negotiation style of Singapore business persons. It helps us to understand the context and culture before negotiating with the people and businesses in Singapore.
Employee engagement for a diverse workforce - by HarrodsRachel Miller
Presentation given at the Association for Strategic Practitioners in Internal Communications on 9 February 2017 by Niall Ryan-Jones, Head of Employee Experience at Harrods. Slides used with permission by Sequel Group. Read more about the event: http://www.allthingsic.com/aspic20/
This document provides an overview of Tesco, the largest retailer in the UK. It discusses Tesco's industry, competitors, strategies and financial performance. Tesco has over 2,400 stores worldwide, a 30% market share in the UK grocery market, and sales of over £22 billion in 2007. The document analyzes Tesco using various frameworks including Porter's five forces, resource-based view and SWOT analysis. It recommends Tesco focus on improving existing stores and potentially form strategic alliances to address weaknesses.
A research on effectiveness of training & development programme at t. t. min...Projects Kart
The document discusses the effectiveness of training and development programs at T.T. Minerals Pvt. Ltd. It begins with an introduction to human resource management and the importance of training employees. It then states the problem as evaluating the effectiveness of T.T. Minerals' training programs. The objectives are to understand the skills needed by employees, evaluate current training programs, understand their impact, and analyze employee satisfaction levels. The scope is the employees of T.T. Minerals and how the study can help the organization. It describes the research design, data sources, sampling methodology, and tools for data collection. Finally, it notes limitations of the study such as constraints of time, cost and sample size.
Southwest Airlines was founded in 1971 in Dallas, Texas. It has a strong organizational culture focused on values like family, equality, dedication, and fun. The CEO, Herb Kelleher, fostered an informal, transactional leadership style where he treated employees like family. Southwest utilizes selective recruiting and training to socialize new employees into the culture. It has been successful in capturing value through high customer satisfaction driven by happy employees and a competitive low-cost business model that has been difficult for competitors to copy.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
1) The document provides an overview of sales management in the fast moving consumer goods (FMCG) industry in India, including industry trends, organizational structures, and key roles and functions.
2) It describes the FMCG industry in India and key trends like consolidation, product innovation, and a focus on rural markets.
3) Different sales organizational structures are presented for various FMCG companies operating in India, either based on geography, management functions, products or customers. Key sales roles like sales managers and executives are also outlined.
A project report on hr practice in hotel industryProjects Kart
The document provides an overview of the hotel industry and human resource practices within it. It discusses that the hotel industry is large and growing, offering diverse career opportunities. It also classifies hotels based on star ratings and amenities, and describes the various core departments within hotels like food and beverage, front office, and housekeeping. The roles of supporting departments like marketing, engineering, and finance are also outlined. Finally, it discusses the importance of safety, security, and developing training programs for employees.
The document provides an overview of HR policies and practices at Aditya Birla Group, a large Indian conglomerate. It discusses the group's recruitment process which includes job descriptions, competency mapping, interviews and assessments. It also summarizes the 360 degree appraisal process and talent management initiatives like development centers, individual development plans, and talent reviews. Continuous learning is emphasized through the Gyanodaya institute and programs like PRATIBIMB and ANUBHAV.
A project report on training and development with special reference to sahara...Projects Kart
This document discusses training and development. It defines training and development as improving existing employee skills and exploring potential skills to improve organizational effectiveness. The goals of training and development are to improve individual, organizational, functional, and societal outcomes. Training provides skills, education, development, ethics training, and teaches decision making. Models discussed include the systems model, which involves analyzing needs, designing training, developing materials, implementing, and evaluating training. The importance of training is also highlighted, such as increasing productivity, building team spirit, and improving organizational culture, climate, quality, and profitability.
The document discusses the key skills needed for successful retail selling. It emphasizes the importance of environmental management, personal management, service management, and complaints handling to convert customers. Some essential skills discussed include building rapport, suggestive selling, maintaining confidence, flexibility, and perseverance through challenges. The document stresses treating customers as the top priority and finding ways to satisfy their needs.
This document discusses employee turnover and retention in the hospitality industry. It finds that turnover is influenced by both extrinsic factors like pay and career opportunities, and intrinsic factors like job satisfaction and commitment. A study of 110 hospitality employees in Calicut district, India found that retention positively influences turnover - higher retention predicts lower turnover. Specifically, the study found that retention predicts about 83% of turnover among these employees. Overall the document examines the costs of turnover for organizations and strategies for improving retention.
The negative effect and consequences of employee turnover and retention on th...Alexander Decker
This document summarizes a research study on the negative effects of employee turnover. The study will examine how turnover negatively impacts organizations and remaining employees. It will collect data through employee questionnaires and exit interviews to understand reasons for turnover. The goal is to identify ways to reduce turnover and promote retention, especially during difficult economic times. Secondary research on turnover costs, effects on customer service, and motivational factors will provide context for the study.
Running Head MOTIVATION1MOTIVATION2Motivation.docxtoltonkendal
Running Head: MOTIVATION 1
MOTIVATION 2
Motivation
Mark S. Lasky
American Public University
Dr. Moore
MGMT311 Organizational Behavior
February 11, 2018
Motivation
Motivation is a critical element that promotes productivity in the organization. Motivation is one of the determinants of a successful business entity. It is paramount to integrate motivational strategies in the organization to enhance operations and productivity (Calo, Patterson, & Decker, 2014). However, despite the benefits of motivation, there are some several factors which threaten motivational strategies in the organization. This research seeks to highlight the various risks concerning mitigation strategies in the company. Additionally, the study outlines various approaches which can be implemented to combat the risks concerning motivational strategies.
Potential risks
Remuneration is an extensive technique used as a motivational strategy. In the program, offering competitive salaries to employees may present a challenge in the long-term. In the modern business world characterized by unpredictable change, high salaries or wages may threaten the well-being of the company in low seasons. A significant remuneration program results in a high operational cost which reduces the profitability of the company (Barron & Hulleman, 2014).
Another risk worth considering is the strategy of integrating employees into the decision-making process in the company. This approach may be ineffective as some decisions are time sensitive which makes it difficult to consult all employees before the decision is made. Moreover, some decisions may point out some vulnerable points in the business when communicated to employees. This results in the employees lacking a sense of security and confidence in the company, thus translating into reduced productivity.
Personnel centered approach also presents a risk to the well-being of the company. Personnel centered approach safeguards the well-being of employees by providing flexible working hours. However, this arrangement may lead to the company having inadequate staff when there is an influx of work. Also, flexible working hours threaten the commitment and output of employees since they operate as they wish which results in low productivity if the employees lack determination.
In the implementation of the program, there is the cultural difference risk. In the implementation of the motivational strategy at the company, the diverse workforce may have a varying reception to the motivational approach. For example, in places where employees are accustomed to working for specific hours in a day, compensation for extra hours would be ineffective as a motivational strategy in the area. Also, cultural difference may result in the preference of either intrinsic or extrinsic motivational elements. This variation may lead to the execution of the wrong motivational strategy thus leading to ineffectiveness.
The theoretical literature points out that th ...
Running head IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTI.docxjoellemurphey
Running head: IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
Table of Contents
Page Number
Executive summary………………………………………………………………………………. 2
Chapter 1 Problem Definition, Background to the Study…………………………………………4
Chapter 2 Literature Review……………………………………………………………………12
Chapter 3 Research Methodology……………………………………………………………....19
Chapter 4 Data Analysis Future…………………………………………………………………22
Chapter 5 Summary, Conclusions, and Recommendations Future ……………………………..28
Terminology and Definitions Page
References Pages……………………………………………………………………………..31-35
Appendix A Permission to Conduct Study
Appendix B Consent Form (Anonymous Survey, Informal
Interview or Formal Interview)
Appendix C Survey/Interview Questions
Executive Summary
The purpose of this study and research will be is to show the flaws in the current logistics process and to develop a positive reinforcement for employees in the automotive sector. In doing so, the employees will develop a comfortable attitude in adjusting to the changes in the layout of how the company’s foundation is built and how that foundation’s usefulness is a major contributing factor to the overall success of the business, especially considering the fact that the automotive sector has at least one hundred thousand employees. Creating this survey offered the opportunity to find out what the root cause is of why employees are not reporting to work either on time, or at all. This methodology will be used to elaborate the data compiled in the company’s daily, weekly, monthly, and yearly reports. These same reports describe and display the hourly needs of employees, lost hour cases, vacation, personal time off, rehabilitation and training in the facility.
The company believes that with the proper resources in the production environment, and along with reliability, simplicity, and fundamental training skills there can definitely be a major change in the way employee retention can be improved. The company also agrees that they have a mutual obligation to sustain a foundation by incorporating a trustworthy dedicated program while leading the necessary awareness of training. The major conclusions drawn were that the observations and experiences of the data displayed will provide one the company with the knowledge to seek ways to reduce and eventually eliminate lost hours worked that occur in the workplace. The goal is to change the perception of the employees so they may by getting them to assist using suggestion programs in the hopes of future success.
Currently, the most important recommendationsare is that the automakers continue with the internal process implemented at this time. Further Additional research indicated that based on ...
This document discusses strategies for retaining employees and minimizing turnover. It notes that the top reasons employees leave are related to feeling undervalued, lack of growth opportunities, poor work-life balance and lack of trust in leadership rather than pay. Effective retention strategies include training, mentoring, positive culture, communication, appreciation, opportunities for growth, making employees feel valued, work-life balance and trust in leadership. Retaining employees is important as turnover is costly, with replacement costs averaging three times an employee's salary.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
2011 “Aligning reward strategy to business goals is more important than align...Miraziz Bazarov
This document discusses whether reward strategy should be aligned to business goals or employee needs. It summarizes that while the main purpose of reward strategy is to achieve business goals, it cannot be effective if it does not also fit employee needs. Both business goals and employee needs must be aligned for optimal performance. Highlighting numerous sources, it argues that satisfying employee needs leads to higher performance and goal achievement, so reward strategy development requires considering both business goals and employee requirements.
This document is a research proposal on the compensation systems of banks in Pakistan submitted by three students - Muhammad Farhan Jalali, Saba Shahab, and Sheikh Zeeshan Waris - to their professor Ms. Ayesha Hanif. The introduction provides background on the importance of compensation policies and practices in motivating employees. It also outlines the banks' restructuring plans and why investigating compensation practices is important. The literature review then summarizes past research on topics like defining compensation, designing effective compensation systems, factors that impact compensation, and relating compensation to managing risks.
https://www.ijmst.com/
IJMST Volume 1 Issue 3, Manuscript 3
The study evaluated employee perception on remuneration scheme on staff turnover in
Kenyan Private Universities with the Kenya Methodist University as the case study. The
objective of the study was to evaluate remuneration scheme in relation to staff turnover in
Kenyan Private Universities and to ultimately come up with appropriate recommendations
that would facilitate the reduction of staff turnover in private universities. It is hoped
university administration, government and other human resource policy makers and
employees will greatly benefit from the findings. The descriptive research design was used to
obtain data from the targeted and accessible population which comprised of teaching and
non-teaching staff at the Nairobi and Nakuru Methodist University campuses. 136
respondents were selected purposively. Self-developed questionnaires were administered personally to respondents to gather the information. The data collected was analyzed using tables, frequency distributions and percentages. The statistical package for social sciences
(SPSS) was used to assist in the analysis process. Remuneration is key in retaining workers in any organization and it must be the purpose of any human resource management to design a
competitive remuneration package which will serve to attract, retain, and motivate staff so as to ensure the ultimate organization’s commercial and financial viability.
Running Head Employee Compensation1Employee compensation5.docxcharisellington63520
Running Head: Employee Compensation 1
Employee compensation 5
Employee Compensation
Name:
Institution Affiliation
Course Title
Professor
Date
Employee compensation covers various things. Amongst the things that are part of it are conception philosophies, salary surveys, and discretionary benefits. These three are inevitable when it comes to employee compensation. In this paper, we shall expound more on these three contents.
The compensation philosophy of a company contains the guiding principles that are useful when making decisions regarding compensation (Services, 2003). It expresses the need to hire and retain the best talent. It also explains why the organization compensates employees the way it does. The compensation philosophy of Maersk Company covers various areas. Maersk has taken a lot of measures towards ensuring their talent management efficient. Maersk Company compensates employees according to their skills and how well they perform their jobs. The company has over the years used its resources to train underperforming employees. It has also rewarded employees who have achieved a lot in their jobs.
Salary surveys, which are carried out by employers, collect data about employee compensation (wages and employee benefits). They are of great value to every organization that conducts them. It is necessary that an organization conducts these surveys twice or thrice yearly. One advantage of the organization is that data from the survey can be obtained at discounted rates. For this to happen, the Human Resource Department has to allocate enough time for them to partake in these surveys and complete them. Salary surveys prevent the HR professionals from overpaying individuals working in similar positions. They determine whether employees are being compensated fairly and competitively. Offering competitive wages is key when trying to hire the best talent. They also avail the HR professionals with the most recent data concerning the market they are in so that they can compare their employees’ salaries to those of the local employment market. This maintains the competitive advantage of the organization in the market.
Information obtained from these surveys can be used when benchmarking. Information is also used to set levels of compensation for employees within various organizations. Salary surveys are useful when getting reviews periodically concerning the various compensation plans. The conducting of salary surveys by large companies gives them an advantage over small companies when it comes to the hiring of highly-qualified candidates. The information availed by salary surveys cannot be obtained anywhere else. When it comes to the access of such information, those who dedicated their time towards participating in the surveys are given priority. Salary surveys are important for an organization that is still in its initial stages of the establishment. Salary surveys make work easier for compensation managers, since the most c.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
Impact of Labor Turnover on Organizational Performance in it Sector With Spec...ijtsrd
In the recent years impact of labor turnover has received considerable attention by senior management, human resource professionals, and industrial psychologists. It has been proven to be one of the most seemingly intractable human resource challenges confronting organizations. Labor plays a significant role for the performance of any business firm. The efficiency, productivity and effectiveness of the Organization are highly influenced by a competent and well experienced workforce. This research was carried out to examine the impacts of labor turnover on Organization performance in IT sector WITH SPECIAL EMPHASIS ON IT DEPARTMENT OF TCS NOIDA .The main purpose of the study was to determine the impact of employee turnover on the performance of an organization. The research study supports the argument of Derek 2006 that the employees' turnover positively associated with the organization inefficiency. The sample study comprised fifty respondents, both qualitative and quantitative data have been used and the questionnaires were individually administered. It is clearly evidenced that there is negatively relationship between organizational performance and the employees' turnover. The general objective of this study was to assess the impacts of labor turnover on Organizational performance at TCS Noida. The study recommended that the Management continue employing people who are well trained and who perceive their jobs as expected. Organizations should not only employ to fill a job but also consider a fit between the person and the organization. It is highly recommended that management should give attention to those factors that they can easily manage. Management has to understand that people are different and appreciates those differences. Lovelesh Joshi | Dr. Deepak Dhariyal "Impact of Labor Turnover on Organizational Performance in it Sector (With Special Emphasis on it Department of TCS Noida)" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26753.pdfPaper URL: https://www.ijtsrd.com/management/organizational-behaviour/26753/impact-of-labor-turnover-on-organizational-performance-in-it-sector-with-special-emphasis-on-it-department-of-tcs-noida/lovelesh-joshi
This document summarizes a study that examines the relative impact of different human resource management (HRM) practices on firms' innovation performance. The study uses data from a survey of Swiss firms that includes information on both firms' innovation activities and their use of various HRM practices. The study finds that practices related to new workplace organization, such as reducing hierarchical levels and decentralizing decision-making, have a highly significant positive association with firms' innovation propensity. Training intensity is found to positively impact innovation success but not propensity. Flexible working time and incentive pay schemes are found to have only small effects on innovation outcomes. Overall, the study finds stronger linkages between innovative HRM practices and innovation propensity compared to innovation success.
A STUDY ON EMPLOYEE ATTRITION AND RETENTION IN MANUFACTURING INDUSTRIESNicole Heredia
This study examines employee attrition and retention in manufacturing industries in Nellore District, Andhra Pradesh, India. The objectives are to understand the reasons for attrition, identify factors that cause employee dissatisfaction, assess employee satisfaction levels, and determine areas where companies can improve retention. A literature review covers previous research on the factors influencing turnover intentions. The methodology section describes a sample survey of 130 employees across various manufacturing industries using a questionnaire. The study aims to provide recommendations to help reduce attrition based on relationships between demographic variables like age, education, and experience with attrition and motivational factors.
The study investigates the effects of incentives on employee’s productivity. The study had the
following objectives: The relationship between incentive and productivity of employee’s in organisations
Combatting High Employee Turn Over
Rates
6
COMBATTING HIGH EMPLOYEE TURN OVER RATES
Niesha Turner
DeVry University
Professor O’Keefe
Technical Writing
November 29, 2015
Executive Summary
This document tackles the issue of employee turn over. Reasons behind employee turnover are numerous including poor working environment, lack of compensation, failure to reward employees, failure to involve employees in decision making among other reasons. This can have a negative impact on the performance of an organization noting that employees constitute the most important department to any organization; Human resource. Taking corrective measure thus is a must for any organization that notices the situations of employee turnover becoming prevalent. Such include among others rewarding employees, minding their health and welfare as well as taking interest in their development. Organizations ought to take care to avoid employee turnover and retain their work force for enhanced productivity.
Introduction
Employee turnover is a situation whereby employees leave a company by way of resigning, being laid off or having their contract terminated. Contracts can be renewed and being laid off can as well mean that there are problems within the organization. If mostly employees make personal decisions to leave an organizations especially by way of resigning, and then this happens to be done by many employees within an organization and within short durations of time, then it is usually a clear indicator that there I a problem that should be addressed. High employee turnover can lead to a negative image about a particular organization and it could lead to a problem by regulators if the situation looks massive. Every organization thus needs to ensure that there are measures in place to ensure that its employees are retained and as well act as ambassadors of the organization even when at work. This is only achieved when the employees are treated well and are satisfied with their jobs. When employees are happy and more satisfied with their work, they are usually more productive. Hiring the right people is the beginning point of employee retention since people that are unfit for a particular role can’t be satisfied with it especially if they do not perform according to their expectations. Besides hiring the right people, offering opportunities for growth and development of employees as well helps combat high employee turnover and so does offering flexibility in working, recognizing and rewarding employees and keeping compensation and benefits packages current.
Description and Background information
Several authors have looked into the issue of employee turn over. Almost all authors that look into the issue concur that organizational psychology can easily be used to explain the problems associated with employee turnover. With this regards, factors of motivation and demotivation are a wide range of individual elements that are very si.
Article on employee retention & attritionSivajiSamireddi
The study was conducted with 60 Executive employees to know the reasons of leaving and the company wanted to retain the talented minds by fulfilling their expectations. Accordingly, the main reasons and factors were identified and suggested suitably for the betterment of the organisation.
Similar to Training and development in retail market (20)
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
2. DECLARATION
I declare that this essay is completely my effort and piece of work based on study
conducted by myself. Any work or theory used in this dissertation have been duly
referenced and given proper sources. Moreover, the research has been conducted
according to the guidelines provided by BBK University.
3. Contents
INTRODUCTION 4
DEFINITION OF TURNOVER 5
WHAT IS STAFF TURNOVER AND HOW IT IS CLASSIFIED 5
WHAT CAUSES EMPLOYEE TURNOVER 6
Relationship between Commitment and Turnover 7
Causes of dissatisfaction at work 7
Relationship between Training, career development and turnover 8
TURNOVER IN RETAIL SECTOR 8
HOW TRAINING REDUCES EMPLOYEE TURNOVER
HOW COMMITMENT STRATEGY IMPACTS EMPLOYEE TURNOVER 10
Effect of Training on Employee Investment 11
Effect of Training on Employee Reciprocity 12
Effect of Training on Employees Identity 13
Effect of Training on Employees Lack of Alternatives 13
CONCLUSION 14
4. INTRODUCTION
An important part of human resource practices is Training and development of
employees. Growing competition in market and globalisation make large and medium
companies invest heavily in this this field to obtain future benefits. In this essay I try to
discuss different attitudes of employees which ensure reduced turnover rate among them.
These attitudes include employee loyalty and commitment with company, employees’
willingness to invest time in company, lack of opportunities, career development
opportunity in company and others.In addition, this essay looks at the effect of training
on increasing these factors and as a result reducing turnover among employees. Experts
reckon training as an important tool towards gaining organizational goals. They believe
that training is best source of increase in employee turnover and retention. They also
believe that training is an extremely important part of human resources practice (Colarell
and Montei, 2006). There has been a considerable increase in training industry. Joyce
(2008) quotes statistics from The American Society for Training and Development and
says that from there was an increase of $135 per employee on the training programs from
2003 to 2007, whereas, there has been a slight decline in training expenditure from 2008
onwards (astd.com, 2010). Joyce argues that employers are still spending on the training
system during the financial crunch, which makes it even more important for the
company’s growth. Kaufman and Hotchkiss (2007) argue that although training can be
extremely beneficial for company’s growth, it can also be high cost for them. These costs
may vary from the salary of the trainer to the technology or material required for it. There
are other indirect costs, like productivity of the employee during and after completing the
training. Apart from all these costs, it is generally expected that the productivity of the
employees will increase at the end of the training program. There is two-way benefit of
training; the company will benefit from the increased output of employees, whereas, the
increase in productivity will ensure higher wages and better pay and rewards. Generally
the company will weigh its cost incur on training with the expected benefit derived from
the productivity of the employees. Besides the costs incurred on training, employee
turnover also plays an important part in the investment made on training. The company
will avoid investing more on training programs, if there are high chances of employee
turnover. Reason behind this is that the company will lose all its investment if the
employee leaves upon completion of the training. Keeping in view the turnover issue,
organizations decide very prudently about the investment they have to make in training
employees.
Companies should take into account all the factors, like the duration, cost and location of
training before starting the program (Frazis and Speltzer, 2005). Organizations usually
spent lot of money in hiring, training, developing and retaining their employees. This is
the reason that managers make all the effort to reduce the level of employee turnover
(Kevin et al., 2009). They said that there is no standardized procedure of reducing
turnover and managers should study different factors that may affect employees and
make them to leave the organization. The need is to develop strategies to counter and
minimize the factors that cause turnover. Globalization has made competition even
tougher between the organizations, so that they have to come up with products and
services which would make them unique. Employees are source of gaining competitive
edge in the market, as they can help provide high value services to the company. Also, if
retained by the company, these employees are not easily replicated by other companies.
Hence, managers should make every effort to understand the factors behind turnover and
try to minimize them as much as possible.
5. DEFINITION OF TURNOVER
There are various reasons behind employee turnover. Abassi et al (2005) describe
turnover as the circulation of employees in the job market from one organization, job or
profession to another or from being unemployed to employed. Whereas, Price (1977)
cited in Abassi et al (2005) describes turnover as the ratio of the employees leaving in a
particular period divided by the people employed in an organization in the same period of
time. He also said that the process of turnover starts from the time an employee leaves
voluntarily or involuntarily to the time another employee is hired and trained to fill that
space. This complete cycle is called turnover. According to Hom and Griffeth (2007), the
term turnover can also be used to describe the relationship between an employee and
organization upon their leave. They believe that an employee makes a conscious decision
to leave an organization. This decision is made after a long process of analyzing different
factors, internal and external. Internal factors can be the behavior of the manager,
organization policies, lack of career growth; while, external factors can be the better job
offer, higher wages, more rewards etc. This is also termed as push and pull factor. Push
factors are the internal factors of the organization that push an employee towards another
organization, while pull factors are external factors which attract the employee towards it
(Beach, 2009). He argued that either single factor makes the employee leave the
organization or sometimes both pull and push factors play significant role in employee’s
decision to leave. I have tried to look into the relationship between training provided by
organizations and employee turnover in retail organization. This essay will cover
different areas and factors that cause turnover and how these can be minimized through
training programs.
WHAT IS STAFF TURNOVER AND HOW IT IS CLASSIFIED?
Different authors have defined turnover as movement of employees leaving or joining the
organization (Nel, Werner, Haasbroek, Poisat, Sono & Schultz, 2008). As per the
definition, the writers do not consider transfers from one branch or office of the same
organization to another to be staff turnover, as it is a permanent activity. The authors also
explained the controllable and uncontrollable forms of turnover. Controllable turnover is
the one that is in control of the management. These include the voluntary turnover, which
means the resignation of employees and the termination from work. Such situations can
be avoided if the management plays proper role. To minimize the number of resignations,
managers should motivate employees, offer better salaries and bonuses, train them and
provide opportunities for career development. Similarly, terminations can be controlled if
the management recruits employees best suitable for the job, train them according to the
expectations and policies of the organization, provide support and guidance when
necessary and provide them with opportunity to utilize their strengths. Also, effort should
be made to mould the behavior of the employee according to the environment and
policies of the company. They should be provided with opportunities for proper
socialisation. Uncontrollable staff is the kind of turnover which cannot be controlled or
avoided by the management. These include unexpected accidents like death, downsizing
staff because of financial loss etc. Similarly, Price (1997) has stated that difference
should be made between avoidable and unavoidable turnover. He explained that
avoidable turnover is in control of the management and the reduced or prevented. It is
pertinent to mention here that retrenchments because of financial loss and cost-cutting
would be counted as involuntary turnover (Schultz & Schultz, 2006). They pointed out
that in some situation this may be voluntary as well; such as employees resigning due to
lack of bonus in worse financial times. Nel et al (2008) pointed out that both voluntary
resignations and terminations are controllable by the management. However, some
6. authors stressed that resignations are voluntary turnover, while terminations are
involuntary; adding that both these can be measured and controlled by the management
(Swanepoel, Erasmus, Van Wyk and Schenk, 2003). Some authors supported Nel et al
(2008) definition and stated that turnover is the movement of employees leaving the
organization (Globler et al, 2006). Although they say that that voluntary and involuntary
turnover are different from each other, but they do not give any specific differences
between the two. But they clearly stated that there is a direct link between job satisfaction
and staff turnover. They explained that management should identify and work on factors
which reduce employees’ satisfaction at work. Gordon (1991) defined staff turnover as
the number of voluntary resignations, while others define it as the number of employees
leaving the organization in a certain period of time (Newton & Davis, 1997). It has also
been observed that the cause of involuntary turnover may not be related to employees, as
it can be restructuring of the organization or downsizing the employees, where the
management has to let go of the employees (Price, 1997). North and Stone (2006) said
that turnover is a voluntary process, chosen by employees to leave the organization. They
said this process brings a balance between the benefits of organization and employee’s
aspiration for better opportunity and career development. These factors can be termed as
push and pull factors. Pull factors are those that attract the employee to the job market
and push factors are those organizational factors that force the employee to look for new
opportunities. Moreover, employees’ attitude towards career development and better
opportunities in the job market are major factors in voluntary turnover. Similarly,
organizations which do not invest in employees create push factors for them to leave.
Negrin and Kirschenbaum (1999) explained different attitudes of employees which affect
the turnover rate of organization. They said that voluntary turnover reflects an attitude of
employee who is in transition of jobs and looks for better opportunity while staying at a
job. Such employees react violently to the negative environment in the organization and
are the first ones to leave. Overall, it is the attitude towards career development that
drives the employees to quit their jobs for better ones. This can also be explained through
argument of market viability, which says that an employee who has greater control on
his/her professional abilities and is aware of strengths is bound to move more from one
organization to another. Greenberg and Baron (2000) explained that while considering
different aspects of turnover, this should also be noticed that sometimes turnover can be
in interest of the organisation and can prove to be beneficial. Turnover allows
organization to reduce its costs through fewer salaries and other financial benefits.
However, this can be money consuming with cost of recruiting and training new
employees necessary for specific fields. Also, professionals whose skills are less in
demand in the market are less likely to leave organizations frequently. It was necessary to
explain the difference between controllable and uncontrollable turnover, as this essay will
discuss controllable turnover and measures to reduce it. Focus will be on the training of
staff to help them in their career growth and reduce turnover rate.
WHAT CAUSES EMPLOYEE TURNOVER
Boxall et al (2009) have carried out a study in which they concluded that there are several
factors that affect the motivation level for job in a work place. They argued that all these
factors were linked with turnover, which appeared several times during the study. An
earlier research done by Mobley et al (1979) as cited in Morrell et al (2007) proposed that
factors such as age, duration at work, job satisfaction, job design and job commitment
were indirectly related to turnover, i.e., higher the level of these factors, lower the rate of
turnover. 2.2.1 Relationship between Job satisfaction and Turnover There have been
number of researches done on the relationship between the level of job satisfaction of an
employee and turnover rate. One of the researchers’ Lum et al (2008) suggested that
7. increase in the motivation and level of satisfaction of employees can lead to lower
turnover rate in an organization. It was also researched that job satisfaction is indirectly
proportional to turnover (Mobley at al., 1979; cited in Morrell et al., 2007). Similarly,
Griffeth et al (2007) found out that job satisfaction has a great impact on the turnover rate
of employees in an organization. They said that major reason behind turnover is
employee’s dissatisfaction with the management and a more interesting job offer from
another company.
Relationship between Commitment and Turnover
While there seems to be a strong relationship between job satisfaction and turnover rate;
researchers have also proposed that employee commitment with the organization also
plays an important role in the decision behind turnover. Lum et al (2008) carried out a
study on pediatric nurses, in which they concluded that commitment with the
organization has a direct relationship and a great effect on employee’s decision to leave
the organization. Mueller and Price (1990), cited in Lum (2008) said that there is a close
relationship between job satisfaction and commitment, as motivated and satisfied
employees tend to stay committed with the organizations for long time. Hence, they said
that there job satisfaction, commitment and turnover are inter-related to each other, as
both the variables affect the rate of turnover. However, Elangovan (2011) observed that
there are various turnover models which do not take into consideration the relationship
between job satisfaction and organizational commitment with turnover rate. He proposed
that there is a strong relationship between stress and job satisfaction and between job
satisfaction and organization commitment. He said that if the employees are under stress
at work, they are more likely quit the job as they are not satisfied. Similarly, a committed
employee is likely to hold on to the job for a long time.
Causes of dissatisfaction at work
There are various reasons that may cause dissatisfaction at work place. Researchers have
argued that among various factors, pay can be the most important factor in voluntary
turnover. Lum et al (2009) studied the effect of pay on the decision of employees to quit
work. They found out that the study gave mixed results, but higher number of employees
suggested that they would consider leaving the organization if they are not paid according
to their job. Similarly, there have been other studies that revealed that there is not a
strong relationship between pay, job satisfaction and turnover rate. However, Martin
(2008) carried out a survey to find out the importance of higher wages and career growth
among hospitality employees. He found out that these two variables can work as push
and pull factors in turnover rate. He explained that if an employee is dissatisfied with the
wage rate, he or she is likely to leave the job for another company which offers higher
wage rate. In another study carried out by Griffeth et al (2007), it was concluded that pay
and rewards have considerable effect on the satisfaction and turnover rate in an
organization. They analysed different variables including pay, employee performance and
turnover rate. Their study concluded that employees who give high performance expect
to be paid and rewarded accordingly. When the wage rate fails to meet their expectations,
they leave the job for better options. Griffeth et al (2007) also cite findings from research
carried out by Milkovich and Newman (1999). The later proposed that the high
performers look for collective rewards from the organization rather than individual
incentives. But when the organizations fail to fulfill their expectations, they tend to leave
the organization for better offers. Sometimes, pay or monetary rewards are not the only
reason behind dissatisfaction that may result in turnover. Tang et al (2009) carried out a
study including mental health professionals. They observed that different variables such
8. as attitude of employees towards money, job satisfaction and voluntary turnover. They
found out that attitude of employees towards money is also an important factor in
decision to leave the organization. They said that employees who value money more than
job satisfaction tend to leave the job voluntarily, as compared to those who regard job
satisfaction more important than money. Two things were noted in this study; pay or
monetary reward does not affect job satisfaction and dissatisfied employees result in
increased turnover.
Relationship between Training, career development and turnover
During the course of his study, Martin (2008) found a complicated relationship between
training, career development and turnover. He argued that training can affect turnover in
two ways; it can help decrease turnover rate and sometimes may result in increased
turnover rate. Martin further explained that with enhanced and improved career
development skills, employees will be satisfied enough to stay with the organization for
long. But they can also leave for another employer who will offer better options. This is
mostly the case when organizations are not able to provide challenging work according to
the employees’ skills. However, some researchers have concluded training has no impact
on the movement of employees from one organization to another (Shah & Burke, 2005;
Green et al., 2008). They concluded that training which is given by the organizations
result in reduce turnover rate, as the organizations are likely to build training programs
which will prepare their employees to meet future challenges or change in organizations.
Whereas, training obtained outside the organization leads to higher turnover rate. Another
study done by Chang (2009) focused on relationship between career development and
commitment towards the organization. He found out that when employees are committed
they are less likely to leave the organization. This is also because they see career growth
in their organizations. It was also seen that employees who have low career ambitions are
not committed with the company and hence tend to move frequently from one
organization to another. Chang (2009) also concluded that employees tend to stay long in
the organization when they see that the management is working for their benefit and
career growth. They would prefer an organization which has opportunities for internal
growth and promotions and provide training and professional advice.
TURNOVER IN RETAIL SECTOR
This essay is targeted towards investigating and critically analyzing the unique
characteristics of retail organizations and how these characteristics define their overall
strategies in retaining staff and reducing turnover and affect their respective
performances’ impact. Retail have been playing a very critical role in the world
economies. Retail organisations employ around about 9% of workers in the USA and 5%
in UK, France and Germany. In the UK retail are basically among the most earning
businesses and are biggest employers (Bennett, Iossa & Legrenzi, 2010). Before
investigating the impact the unique characteristics of retails make on their overall
strategy and performance, it is of utmost importance to establish a clear set of guidelines
to classify any organization as a retail Organizations. As per Salamnon and Anheier
(1992b), the lack of attention given to retail sector around the world has been more due to
the factors that are more conceptual than empirical. In order to define the boundaries
around retail sector, this essay will start with the following five big fundamental
classifying elements as suggested by Salamnon and Anheier (1992b): A) Formally
Constituted B) Private in basic structure C) Self Governing D) Serving every community
and class E) Commodity eccentric .These five elements will work as a guiding
mechanism for picking up right retail examples, understand the overall RETAIL sector in
9. any exemplary world economy. Once establishing the clear-cut boundaries around the
different sets of RETAIL, I attempt to establish the function of RETAIL and an attempt
will be made to understand the methodology used by retail organisations to retain staff.
But this is interesting to note that the retail system in different countries of the world
differ from each other. For example: In the US states have laws relating to the structure
of RETAILs and in the past few decades there has been a general tendency of liberalizing
the laws governing the structure of RETAILs in different states. This, in return, has
flourished the retail enterprises (Ware, 1996). In contrast, the there are no retail laws in
Britain. As per the British Laws, the RETAILs come under the folds of corporate law and
the organizations can only seek corporate status, but they must conform to the rules and
guidelines laid out by English Corporate Law (Ware, 1996). Till the 19th century, the
American and English Laws classifying the retail were quite similar (Ware, 1996). Three
elements are to be considered in RETAILs in Ukraine:
1) The first objective of retail is to provide necessary commodities and everyday use
products to the customer from all walks of society.
2) It is their responsibility to understand the needs of the customers and arrange
necessary products that fulfil their demands requirements.
3) The most important role is played by the employees or the staff in the retail sector.
Since retail is customer oriented, it is necessary that the staff is well trained and friendly
and deal with the pressures of customer service.
The free market system in the world economies basically consists of entities in three
different kinds of categories: a) Public Sector b) Private Sector c) Non-Profit Sector. The
entities in public sector are generally publicly traded, state-owned agencies, government
entities which come under the purview parliamentary office, statuary audit control and
established company laws. Whereas, the entities in the private sector operate under free
market competition, have their annual accounts subjected to independent public audit
system and they are controlled by ownership interests. The retail sector falls in the private
sector or the corporate sector. The organizations in this sector include a variety of
different entities such as family owned retail, public owned retail. Some retail
organisations are also going into different other sectors like charity, research and
scientific, educational, cultural or professional, private foundations etc., together with
some of the other entities, the RETAIL sector collaborates with the public sector in the
delivery of goods and services (Torres, Pina 2003). In the past three decades, the
importance of RETAIL has grown to a very large extent in the different world
economies. There also has been an increase in the size and the amount of resources
managed by the RETAIL. These reflective trends have made it quite important for us to
study the impact of unique dynamic characteristics of RETAIL on their respective
Strategies and Performances.The sector is faced with major challenges due to growing
inflation and financial crises in past few years. Although large number of people are
turning to retail after losing their jobs due to downsizing and financial cuts in their
organisation of employment. The only sector that welcomes people from different other
professional sectors, qualifications and skills is retail. This can be an advantage or a
disadvantage to the retail organisation. Advantages can be in form of cheap labour, which
is readily available any time. Also the organisation does not have to spend much on the
recruitment and training of the employees, as both these are standardised in retail sector.
Large numbers of employees required in the retail are for customer services. This may
create problems for a store, if the employees are not recruited after careful process. For
example, a person with IT background may not be good with customer service, so it will
10. be a great challenge for the person to deal with people face to face. Such an employee
will get de-motivated very easily and would look for other options in the market.
Similarly, if the employees are not given proper training they will not be able to cope
with the growing demands of the job. Training is necessary in the retail sector, as most of
the employees are from various backgrounds and have no formal training of being a retail
store employee. If the employees are not trained according to the demands of the job,
then the store would have to bear the loss of losing employees often. In the long run, the
retail organisation will end up losing more money in recruiting and training new batch of
employees.
HOW TRAINING REDUCES EMPLOYEE TURNOVER
Krueger and Rouse (2008) studied the effect of training and development programs can
have on the growth of various organizations. They studied various variables that were the
result of training, educational and vocational programs carried out in various
organizations. Variables included the productivity, improved performance, job
satisfaction, motivation and regularity at work. It was observed that these variables result
in reduced turnover rate in organizations. The researchers explained in presence of these
factors, commitment of employees towards their organization increases, which result in
reduced turnover rate. Thus, the strategy of reducing turnover by increasing employee
commitment level through training can lead to company growth and success. Although
there are various human resources strategies to increase commitment level of employees,
but this in this essay I will focus mainly on training programs of companies and its role
and importance. Scholl (2003) said that companies should develop strategies to motivate
and retain employees for long period of time. These strategies should be able to develop a
psychological and emotional relationship between an employee and the company. This
should be done in an attempt to tie up the employee for a longer period of time with the
company, which will help the company to reduce cost of hiring and training another
employee. This is the commitment strategy that can help human resource managers to
gain loyalty and commitment from the employees. This strategy can be used for almost
every human resource practice, for example, recruitment, selection, performance
management etc. But in this paper focus is on the training of employees and its effect on
turnover of employees.
HOW COMMITMENT STRATEGY IMPACTS EMPLOYEE TURNOVER
An employee who is committed with the organization will tend to remain with it for a
longer period of time. Researchers have conducted various studies to argue and find out
the accuracy of this phenomenon. The conclusion was that there are greater chances of a
committed employee to stay longer with the company than a non-committed one. Steers
(1977), cited in Green et al (2006) proposed that highly committed employees stay
hooked to the company for a long period of time than a non-committed one. He said that
highly committed employees have the urge to produce more at work, come to work
regularly and have a positive attitude towards the co- workers and the job. Thus, he
concluded that commitment is a significant factor in curtailing employee turnover.
Similarly, Arthur (2004) carried out a study on employees of two steel mills. On one mill
he studied the effect of commitment strategy, while on the other control strategy. Arthur
observed that the company that followed commitment strategy yielded business growth
and productivity. He also found out that the turnover rate in this mill was considerably
lower than the one which followed controlled strategy. Through this human resources can
make a great impact on the organization. By adopting a strategy human resources can
influence the employees’ decisions to change the organization and their attitude towards
11. the current organization. Also, when human resource managers adopt a commitment
strategy, then the percentage of employees leaving the organization reduces. Green et al
(2006) said that according to their study commitment strategy plays an important role in
retaining the employees. Their study revealed that the organization that practiced
committed strategy managed to reduce the rate of turnover from 19% to 10%, whereas,
the likelihood of job search was reduced from 26% to 15%. Owens (2008) came up with
results with his study of effect of training on organizational growth. Although his study
discussed different outcomes of training, he managed to find the relationship between
training and turnover rate. He found out that employees who had high commitment level
towards their organization, have high level of “turnover cognition”. High level of
“turnover cognition” means that the employee tends to stay for long period of time with
the company. When he applied T-test, it was calculated that turnover cognition had mean
of 33.44 with commitment to organization of 84.45; as compared to untrained employees
with mean of 29.32 and commitment level of 73.86. By calculating the level of
commitment in trained and untrained employees separately, it was helpful in proving that
more committed employees are, more chances of staying long with the company and vice
versa.
Commitment also plays an important role in job performance of an employee. This is
ascertained that a committed employee will perform well on the job, which ultimately
leads to employee retention (Walton, 2005). It is believed that when employees perform
well improves the working environment of the company, which increases the company
growth. There is a two way relationship between the growth of company and the
performance of employees. If the performance of employees is low or not up to the
expected out turn then it will affect the growth of the company. Of the several outcomes
of commitment strategy Walton discusses four most important variables, which impact
the turnover of the employees in a company. By discussing these four variables, we can
gain deeper insight into the relationship between training and turnover.
Effect of Training on Employee Investment
Investment is the time and effort an employee makes in return for higher rewards and pay
in future. Becker (2003) argued that the benefits reaped from the investment made in the
company can be in form of monetary or non-monetary rewards. He said that training is
also a benefit gained over a period of time, which may result in higher employee
commitment and increased investment in the company. Becker said this can be achieved
in two ways; by providing general training and specific training. General training
enhances employees’ general skills and provides them with basic skills to survive in the
job. These skills help the employee to perform in any company in the market. Kaufman
and Hotchkiss (2006) said that it is very unlikely that an employer will invest in basic
training skills, as the employers are able to use them anywhere in the job market. Another
reason that employers would avoid general training is that it is the kind of training that
almost every employee can benefit from and thus, it enhances the skill of the employees
all over the market. Keeping in view the market trends, organizations would have to
compete with each other in paying more to its employees to retain them. And even by
doing that, there are still high chances that the employees would leave the company as
soon as a better offer comes in the market. This way the company will have to bear
double cost of training the employee and hiring a new one when they leave. Contrary to
this, on-the-job or specific training is the one that is provided to employees which is
specific to the demands of the company only (Frazis and Spletzer, 2005). Through this
training only the employer can benefit out of it. This may include technical training
which is specific to the products or services of the company. This type of training differs
12. from general training in a way that it can only be given by the company and all costs are
born by them. The downside of this training is that employees may not be able to utilize
the skills learnt in the company with any other employer. The idea behind this training is
that the skills attained through this training are nontransferable to any other company, but
at the same time it enhances the skills of the employees which will be beneficial for the
company. This increases chances of career growth of the employees within the company
and reduces the chances of turnover to maximum level. Becker argues that due to its
nontransferable nature, this training is given by the companies and all costs are incurred
by the company. During the course of training the employees are not paid high and the
anticipation of getting a higher wage after training also keep them stick to the company.
If we compare Becker’s model with that of commitment strategy, we can see that
employees’ investment in terms of time, effort and wait for wage increase will lead to the
commitment with the organization. Thus, training becomes a side benefit which fosters
employee investment that leads to commitment and reduced turnover rate. There are
other researches that have expanded the works of Becker by blending the general and
specific forms of training. Pischke (2009) said that without even knowing some
companies give a blend of general and specific training to their employees. He argued
that general and specific training are dependable to each other. He said that companies
invest unknowingly in general training while providing with specific training to their
employees. Speltzer (2005) said that according to the research done by Employer
Opportunity Pilot Project, 63% of employees reported that the training that they received
can be transferable to other companies. Moreover, 90% of the employees believed that
their skills can be utilized in other companies as well. The results found by Speltzer can
be compared with the commitment strategy. This ensures that the time invested during
training and in anticipation of better wages and rewards can be taken as the commitment
towards the company, even in the situation when the employees know that their skills can
be used in other companies. This can actually make the employees more committed
towards their work and organization. Researchers have also said that employees
sometimes are unaware that the training they are getting can be used in other companies.
Regardless of this, employees spent more time on work, produce better work, their
performance improves; which translates into more rewards and high wages that lead to
commitment with organization and reduced turnover rate.
Effect of Training on Employee Reciprocity
Reciprocity means that two-way, that is an employee will be loyal and committed to the
company because the company has trained and enhanced the skills of the employees.
This is similar to the notion of being under debt, in which employee feels that he/she is
under the debt of the company. Researchers have argued that this notion can be useful for
the companies, as their training can play a major role in developing this feeling in the
employees. The kind of training that fosters the feelings of reciprocity in the employee
will ensure their commitment towards the organization. Glance et al (2007) argue that
organizations that provide training to their employees on regular basis have greater
chances of retaining them than the ones who do not follow this practice. They further
explained that the companies which have trained staff are able to adjust in the times of
change inside and outside the company. They carried out a research on organizations
with changing environments and recorded the effect on turnover. Their research
concluded that companies which had trained employees faced less resistance from
employees and low level of turnover, as compared to the companies with untrained
employees who were not ready to face the challenge of changing environment. If we see
this from the reciprocity view, it can be ascertained that the trained employees feel in
debt of the company and tend to stick with the company in times of change. This
13. commitment can also be due to the fact that the employees were already trained to cope
with the needs of the change, which may result in better work conditions and pay raise.
Also, this training may offer the employees an opportunity to increase their skills and
knowledge of their job, which they may not be able to get anywhere else. This also leads
to the sense of debt that fosters commitment and loyalty in the employees. Burke (2005)
observed that the trained employees who found their training relevant and beneficial for
their future goals have rated their companies very favourably and plan to stick to the
companies for long period of time.
Effect of Training on Employees Identity
Various researches have shown that there is a close relationship between the identity of
the employee and its job. So it can be said that training that increases the productivity of
an employee at work helps it to identify itself with the organization and enhances
commitment towards the company. When hired, the employee has to pass through a
formal training and plays a role of socialization for the new employees (Tannenbaum et
al., 2010). New employees have high hopes and expectation from the company when
they join. These desires and expectations when fulfilled by the company help the
employee to identify more closely with the company. Similarly, when a training program
fails to satisfy the demands and expectations of the employees then it turns into a
negative attitude towards the company. These failed or unmet expectations and demands
can lead to lack of commitment in an employee, which may result in higher turnover.
Similarly when the demands of an employee are met, then they feel greater affinity and
identification with the company, which leads to loyalty and commitment towards the
company. Green et al (2006) said that companies tend to give specific job training so that
they can identify with the culture of the organization, while also gain skills for career
growth. They said that Japanese companies like Toyota follow this path rigorously to
build level of association and attachment in employees with the companies, while also
giving them social identity. Bartlett (2009) said that training can increase the
identification of an employee with organization when used with a strategy. Social support
for training is one way of integrating employees in the culture of the organization. This
support comes from higher and middle management and also the co-workers which helps
the new employee to go through the training successfully and blend in with the
environment of the company. Due to this the commitment of employees towards the
organization increases and so reduces the risk of turnover.
Effect of Training on Employees Lack of Alternatives
Becker (2003) has described this in his model of general and specific kinds of training.
The kind of training that limits the job alternatives of curtails the opportunities for
employees outside the company leads to reduced turnover. There are several researchers
who have defended Becker’s work and expanded on the model. Lynch (2001) cited in
Green et al (2006) observed that young employees with specific training skills tend to
stay committed with the organization for longer period of time than the ones with general
training skills. She also found out that employees with specific training skills tend to get
more benefits than the ones with general training. Glance et al (2007) elaborated on the
“cherry-picking” phenomenon, which refers to the practice when companies wait till the
employees get trained and then attracts them with better offers and job opportunities.
They said that companies tend to steal the trained employees as they help in reducing the
cost of training while increasing their production. Due to this practice, organizations also
lose all their investment in terms of cost and time on their employees. This is the main
reason that companies stick to specific job training.
14. CONCLUSION
In this essay different models and approaches of training have been discussed to build a
theoretical framework for the study. In the first part of the essay various reasons behind
turnover have been discussed, such as, dissatisfaction at work, organizational
environment, career development, pay and wage rate and attitude of employees towards
work and money. Through the understanding of these factors the relationship between
commitment and turnover has been established. It was seen through various researches
that committed employees tend to stick to the organization for a longer period of time
than the non-committed ones. In the next phase, the essay focused on the literature that
explained ways through which commitment can be fostered in employees. These include
through employee investment of time and efforts, reciprocity between employees and
organizations, social identity of the employees and lack of job alternatives. Although
there are various other factors which enhances commitment among employees which
leads to lower turnover, but this paper focused on these four elements.
REFERENCES
15. Abassi, S.M., and Hollman, K.W., (2005), Turnover: the real bottom line, Public
Personnel Management, Vol. 2, Issue 3 Anderson, V., (2004), Research Methods in
Human Resource Management, CIPD, London Arthur, J. B., (2004), Effects of human
resource systems on manufacturing performance and turnover, The Academy of
Manufacturing Performance, Vol. 37, issue 3 Bartlett, K., (2009), The relationship
between training and organizational commitment, Human Resource Development
Quarterly, Vol. 12, issue 4 Beach, L.R., (2009), Decision Making in Personal and
Organizational Contexts, Wiley, Chichester Becker, G. S., (2003), Human capital: A
theoretical and empirical analysis with special reference to education, University of
Chicago Press Boxall, P., Macky, K. and Rasmussen, E., (2009), Labour turnover and
retention in New Zealand; Asia Pacific Journal of Human Resources, vol. 41, Issue 2
Bryman, A., and Bell, E., (2003), Business research methods, Oxford University Press,
New York Burke, R. J., (2005), Benefits of formal training courses within a professional
services firm, The Journal of Management Development, Vol. 14, issue 3 Chang, E.,
(2009), Career commitment as a complex moderator of organizational commitment and
turnover intention, Human Relations, vol. 52, issue 10 Colarelli, S. M., and Montei, M.
S., (2006), Some contextual influences on training utilization, The Journal of Applied
Behavioral Science, Vol. 32, Issue 3 Elangovan, A. R., (2011), Causal ordering of stress,
satisfaction and commitment, and intention to quit: a structural equations analysis,
Leadership & Organization Development Journal, vol. 22, issue 4 Frazis, H. J., and
Speltzer, J. R., (2005), Worker training: What we’ve learned, Monthly Labor Review,
Vol. 128, Issue 2 Glance, N.S., Hogg, T., and Huberman, B.A., (2007), Training and
turnover in the evolution of organizations, Organization Science, Vol. 8, issue 1
31. Green, F., Felsted, A., Mayhew, K., and Pack, A. (2006), The impact of training on
labour mobility, British Journal of Industrial Relations, Vol. 38, issue 2 Green, F.,
Felstead, A., Mayhew, K. and Pack, A., (2008), The impact of training on labour
mobility, British Journal of Industrial Relations, Vol. 38, issue 2 Hom, P.W., Griffeth,
R.W., (2007), Employee turnover, South Western publishing, Cincinnati, OH Joyce, M.,
(2008), Results from Survey of Employer Provided Training, Monthly Labor Review,
Vol. 121, Issue 6 Kaufman, B., and Hotchkiss, J., (2006), Economics of Labor Markets,
Thomson South-Western Publishers, Ohio Kevin, M.M., Joan, L.C., and Adrian, J.W.,
(2009), Organizational change and employee turnover, Personnel Review, Vol. 33, issue
2 Kovacs, G. and Spens, K., (2005), Abductive reasoning in logistics research,
International Journal of Physical Distribution and Logistics Management, Vol. 35, Issue
2 Krueger, A., and Rouse, C., (2008), The effect of workplace education on earnings,
turnover, and job performance, Journal of Labor Economics, Vol. 16, Issue 1 Lum, L.,
Kervin, J., Clark, K., Reid, F. and Sirola, W., (2008), Explaining nursing turnover intent:
job satisfaction, pay satisfaction or organizational commitment?’ Journal of
Organizational Behavior, vol. 19, issue 3 Martin, C., (2008), Explaining labour turnover:
Empirical evidence from UK establishments, Labour, vol. 17, issue 3 Mason, J., (2002),
Qualitative researching, SAGE, London May, T., (2001), Social Research: Issues,
methods and process, Open University Press, Buckingham Mobley, W. H., Griffeth, R.
W., Hand, H. H. and Meglino, B. M., (1979), Review and conceptual analysis of the
employee turnover process, Psychological Bulletin, vol. 86, Issue 3 Morrell, K.M., Loan-
Clarke, J. and Wilkinson, J., (2007), Organisational change and employee turnover,
Personnel Review, vol. 33, issue 2 Owens, P. L., (2008), One more reason not to cut your
training budget: The relationship between training and organizational outcome, Public
Personnel Management, Vol. 35, issue 2
32. Pischke, J., (2009), Beyond Becker: Training in imperfect labor markets, The
Economic Journal, Vol. 109 Saunders, M., Lewis, P. and Thornhill, A., (2009), Research
Methods for Business Students, 5th edition, Pearson Education Limited Shah, C. and
16. Burke, G., (2005), Labour mobility: demographic and labour force, Centre for the
Economics of Education and Training, Monash Scholl, R. W., (2003), Differentiating
organizational commitment from expectancy as a motivating force, Academy of
Management Review, Vol. 6, Issue 4 Tang, T. L. P., Kim, J. W. and Tang, D. S. H.,
(2009), Does attitude toward money moderate the relationship between intrinsic job
satisfaction and voluntary turnover? Human Relations, vol. 53, issue 2 Tannenbaum, S.
I., Mathieu, J. E., Salas, E., and Cannon-Bowers, J. A., (2010), Meeting trainees’
expectations: The influence of training fulfillment on the development of commitment,
self-efficacy, and motivation, Journal of Applied Psychology, Vol. 76, issue 6 Walton, R.
E., (2005), From control to commitment in the workplace, Harvard Business Review,
Vol. 63, issue 2 Wass, V. J. and Wells, P. E., (2004), Principles and Practice in Business
and Management Research, Dartmouth Yin, R. K., (2003), Case study research: Design
and methods, London, SAGE WEBSITES Guardian (2010), Company Profile for Tesco,
retrieved from: (http://www.guardian.co.uk/sustainable-business/profile-tesco (accessed
on December 22nd, 2011) Training Reference (2011), Case Study: Training skills
development at Tesco, retrieved from:
http://www.trainingreference.co.uk/skills/trainer/tsstudy.htm, accessed on December
22nd , 2011 Tesco, (2011), Careers, available at: www.tesco-careers.com, accessed on
December 22, 2011 Tesco, (2011), Global, available at: http://www.tescoplc.com/about-
tesco/a-global-business/, accessed on December 22, 2011
33. BIBLIOGRAPHY Abang, A. M., May-Chiun, L. and Maw, K. L., (2009), Human
Resource Practices and Organizational Performance, Journal of Academic Research in
Economics, Vol. 1, Issue 2 Aw, B., and Tan, H., (1995), Training, Technology and Firm-
Level Productivity in Taiwan, Paper on Enterprise and Training Strategies and
Productivity, World Bank Ballot, G., Fakhfakh, F., and Taymaz, E, (2006), Who benefits
from training and R & D, the firm or the workers? British Journal of Industrial Relations,
Vol. 4 Bradley, S., Petrescu, A. and Simmons, R., (2004),The Impacts of Human
Resource Management Practices and Pay Inequality on Workers’ Job Satisfaction, Paper
on the Western Economic Association Delery, J. E., and Dotly, D. H., (1996), Modes of
theorizing in strategic human resource management: Test of universalistic, contingency,
and configurational performance predictions, Academy of Management Journal, Vol. 39
Hequet, M., (1993), Can training stop turnover? Journal of Training, Vol. 30, Issue 10
Khilji, S., and Wang, X., (2007), New evidence in an old debate: Investigating the
relationship between HR satisfaction and turnover, International Business Review, Vol.
16, Issue 3 Lynch, L., (1991), The impact of private sector training on race and gender
wage deferential and the career patterns of young workers, U.S. Department of Labor,
Bureau of Labor Statistics report Reiner, M. D., and Zhao, J., (1999), The determinants
of job satisfaction among United States Air Force Security Police, Review of Public
Personnel Administration, Vol. 19, Issue 3 Sheppeck, M. A., and Militello, J., (2000),
Strategic HR configurations and organizational performance, Human Resource
Management, Vol. 39, Issue 1 Wong, T. H., (1989), The impact of job satisfaction on
intention to change job among secondary school teachers in Hong Kong, CUHK
Education Journal, Vol. 17, Issue 2