Effects of the Type of Training Models on Job Motivation

Effects of the Type of Training Models on Job Motivation Service industry is now focusing more and more on providing valuable training opportunities to its employees in order to improve the quality of its services and benchmarking them as its competitive advantage. This research has attempted to understand the effects of the Business Embedded Training Model and the Traditional Training Model on employees job motivation. A sample of 80 organizations and 1000 respondents was taken and Group t-Test and Log Linear Logit techniques were used to evaluate that which training model is preferred over the other by the service industry and which training model has more positive effects on employees job motivation. The study revealed that Business Embedded Training Model has more positive effects on employees motivation than the Traditional Training Model. Key words: Training, Motivation, Performance, Employee Satisfaction INTRODUCTION In nearly every modern market a large portion of the business world provides training and development opportunities to their employees to improve the level of their performances, thereby adding value to their company growth and success (McDougall Beattie, 1998). One of the noticeable issues with training is the question on why do people need training? Are they interested in training for monetary benefits/growth opportunity/self realization? Does training really impact positively on motivation? Practically all employees receive some form of training during their job. Certainly, individuals rely on training to develop their existing skill sets and to learn new proficiencies. However, to maximize the benefits of training, researchers and practitioners must know more than whether it worked. Many authors have called for greater research attention to understanding why training works. In particular, several have suggested that developing a better understanding of participants training rela ted motivation would provide useful insights into a neglected area related to training effectiveness (Mathieu, Tannenbaum Salas, 1992). Training motivation is always considered to function side by side as any one of it cannot work without the support of the other one. Knowing the relevant dimensions of employee motivational information is vital to anyone concerned with organizational performance, as it gives the ability to make objective assessments of what people expects from their employment. Whether it is formulating personal policy, strategic plans, or reengineering processes, keeping employees motivated is necessary to reach goals of productivity and efficiency (Turkiewicz, Massey Brown, 1998). The problem discussed in this paper is the Effects of Business Embedded Traditional training models on employees job motivation since the way training is provided has a very significant effect on employees job motivation. In order to address the concerned problem the following two hypotheses are tested H1: Business Embedded Training Model has a higher level of preference in the service industry than the Traditional Training Model. H2: Business Embedded Training Model has more positive effects on employees job motivation than the Traditional Training Model LITERATURE REVIEW In this new era of learning and development, organizations success and competitiveness mainly depends upon continually improving performance by reducing cost, improving and creating new products and process, enhancing quality and productivity, increasing speed to be the first to the market and all aspects of the organization must demonstrate their ability to positively impact performance (Wells, Layne Allen, 1991). Nevertheless many practices of human resource management are implied in the development of internal as well as external resources, but training is considered to be a vital activity in order to have well qualified, flexible and well prepared human capital to achieve the higher standards of performances. According to various authors, training is considered as one of the most significant processes in the Human Resources Management functions in the organizations. It plays a critical role in maintaining and developing the capabilities of both individual employees and the organ ization as a whole and in contributing to the vital process of organizational change as well. At present the business world is characterized, among other things, by an increasing competitiveness, market globalization, continual technological advances and changes in work organization; therefore, the survival of a company implies the prosecution of sustainable competitive advantages and theories placing the origin of these advantages outside the company are now losing validity in the interest of those centered on internal elements, especially the theory of resources and capacities (Sa ´nchez, Arago Sanz-Valle, 2003). So keeping in view the prime importance of training, organizations triumph mainly depends upon continually improving its performance levels by making training as a permanent factor in the development of the organization so that it can demonstrate its ability to positively impact its performance. Considering the significance of training is not only important but it is also critical to know that what kind and how much of training is required for a particular job function. In considering what adequate training is, we need to determine who should be trained, what areas of training should be covered, what methods and resources can be used, and who should conduct the training (Hoff, 1970). The prime importance of training can be viewed from the point of view of a company, in a way that the employee training truly starts to pay off once it can see the impact of its investment translated into increased productivity. The value of a company automatically rises when an employee is able to successfully put into practice the skills he or she has acquired from training. Any business with the willingness to invest in employee development and training, enjoy great results and satisfactions both in the short and long terms (Valle, Martin, Romero, Dolan, 2004). Understanding the phenomenon of employee training and development requires understanding of all the changes that take place as a result of learning. As the generator of new knowledge, employee training and development is placed within a broader strategic context of human resources management. The strategic procedure of employee training and development needs to encourage creativity, ensure inventiveness and shape the entire organizational knowledge that provides the organization with uniqueness and differentiates it from the others (VemiĆ¡, 2007). Employee training and development does not mean only to obtain new knowledge, abilities and skills, but also the possibility to promote a learning culture, introduce employees to changes, encourage the changes of their approach, introduce the employees to important business decisions and involve them actively in the process of decision making (Sa ´nchez, Arago Sanz-Valle, 2003). Usually, the point of training is to ensure that employees can successfully delivers of what is expected of their jobs. The business situation as of today has changed drastically, with severe strain on organizations to stay ahead of their competition through improvement enhancement (Cauwenbergh Cool, 2000). In the view of the above, in order to contribute to the companys success, training activities should help the company achieve its business strategy by developing the necessary skills and the knowledge required to raise the standard of performance of the individual employee. The link between business strategy and individual performance occurs in part through organizational capacity to create and embed people process along a number of dimensions: vertical linkage (to create alignment with short term business needs); horizontal linkage (to create cohesion); and temporary linkage (to perform to meet future needs) (Gartton, Hailey, Stiles Truss, 1999). So by linking training with th e adopted business strategies can greatly help employees to develop necessary skills and knowledge needed to perform their jobs effectively, which directly affects the required business needs and giving them such opportunities to improve and develop their businesses for future obstacles. According to various research studies, in order to train the employees the management first must create a learning culture or a learning organization and then do the transfer of training which can be described as a systemic organization which has the capacity to change adapt in difficult situations. Learning and development is usually conceived of as an individual phenomenon, and it is true that beneficiaries and practitioners can learn as individuals. If the process of organizational learning and development does not take place, organizations cannot alter/adapt to new circumstances as they develop. To avoid this state of affairs, the organizations need to explore ways to originate, motivate and en courage the learning and development not only to certain individuals but also on the part of the organization as a whole (VemiĆ¡, 2007). Explanation of the Effects of Business Embedded and Traditional Training Models on motivation: The Business Embedded Model is characterized by five competencies: Strategic Direction, Product Design, Structural Versatility, Product Delivery and Accountability for results. The most noticeable difference between the BE function and a traditional training department is its structure. Model to study the Effects of Business Embedded Traditional Training models on Motivation: Strategic Direction Program Structure Versatility Training Program Design Training Delivery Accountability for training outcomes Employee Motivation Levels [Source: S.S Mcintosh, Envisioning Virtual Training Organizations. Training Development (May 1995):47, Book (), Chapter 2, page 78-79. Please note that the above figure is modified as per the Research problem.] The traditional training organization trends to operate with a fixed staff of trainers and administrators who perform very specific functions such as instructional design. Whereas, the BE function makes sure that the training process is delivered, well communicated and the resources are shared (Noe, 1996). For the understanding of the effects of the two models, motivation is considered to be a prime cause. It helps to understand more clearly every element of the model at the strategic level, design level, delivery level, structural level and finally at the accountability of the training outcomes. (a). Strategic Direction A brief historical review of the literature suggests that many changes have taken place in the corporate orientation and strategy followed by corresponding changes in the training provided by the firms to their employees (Valle, Martin, Romero Dolan, 2000). Technological, economic, and social changes are causing organizations to depend more and more on training to accomplish their objectives. Business objectives are accomplished when training practices, procedures, and systems are developed and implemented based on organizational needs, that is, when a strategic perspective to training and development is adopted (Baird Meshoulam, 1988). In this era of continuous changes developments a flexible strategic direction of a company helps it to effectively run its activities (such as production, finance, marketing, HR others) to fulfill certain needs, objectives to reach specific goals that the organization desires. Strategic arrangement of training and development directly encourages organizational business goals and objectives. By working from a point of view of the intended strategic initiative an individual gradually learns new skills and develop new business relationships, thereby acquiring new human and social capital (Lovas Ghoshal, 2000). A strategic direction of a company should clearly communicates its objectives of training and ultimately provide solutions that could cater the real needs of the customer. To a company in order to achieve its true potential from its strategic direction, top management ensures their undivided attention (Simon, 1993). (b). Training Program Design When managing any training process, it is very important that company leaders work closely with functional departmental heads and Human Resources personnel in a systematic approach to training (Sa ´nchez, Arago Sanz-Valle, 2003). A comprehensive review of the subject material (and subject matter experts) is also crucial. Goals and performance objectives must be well set, and a plan to analyze the training should be developed. Instructional materials and strategies must be acquired, prepared, and pre-tested (Rouda Kusy,1996). Designing of a training program involves a series of steps that can be grouped into stages like needs assessment, instructional objectives, design, realization and final valuation. To be effective and well-organized, all training programs must begin with a needs assessment. Long before any actual training occurs, the training manager must determine the Who, What, When, Where, Why and How of training. The training objective usually clears what goals/objectives are required to be accomplished at the conclusion of training (Lewis, 1998). Without the clarity of what is needed to be done, training efforts are at finest randomly useful and at worst, useless. The end result is the more precise picture of training needs, which can lead to a performance oriented improvement training program and better results for training (Brown, 2002). With reference to above authors it becomes very clear that it is highly essential to understand the training objectives needs that the company is aiming to develop before designing a training program. For this purpose however the main responsibility lies with the instructional designer, however HR professionals, concerned managers and even sometimes the involvement of the important clients/customers also becomes a vital aspect to ensure the success of developing a more value adding and effective training system which could contribute to the overall busine ss strategy and improved outcomes for training (Rouda Kusy, 1996). (c). Training Program Structure Versatility A training program should always be flexible enough to accommodate the changes as per the training audience. In order to structure an effective training program following guide lines must be covered: The content of the training program should be according to the job. In order to be effective, the trainer must know the common characteristics of each participant in advance, thus moderating the delivery of training more successfully. The audience of a training program should be educated to enhance their participation with the faculty and to reduce crossfire amongst them. The direction of the training must always be to convey the usage of the right method for the development of skills/knowledge/experience/ expertise, which can be job-oriented, for business development or for building culture in a right mix, suitable to the audience (Rajan, 2004). While developing a through structure for an effective training course companies should involve all the concerned parties related to training and the program must be developed in such a manner that it should accommodate/ manage resources for the best of trainees to contribute to the value adding factors of the organization. With a strong structure, the training program is more organized, flexible and the content flow is logical. The best reward out of this would be the greater increase in the motivation levels of the employees, thus enabling them to perform out of the ordinary for the betterment of the business (Milliman, Glinow Nathan, 1991). (d). Training Delivery In todays fast-paced business environment, if your employees are not learning, then the company may just be falling behind. After all, companies learn as their people do. But no matter whether organization has 5 employees or 5,000 employees, there are some tried ways to achieve and/or improve the successes yielded by those training investments (VemiĆ¡, 2007). Training needs to be executed in a manner that gives your employees the information, skills, and motivation they need to aid your organization in the achievement of its strategic goals. To do this, consider conducting a thorough needs analysis. This exercise may be time consuming but, if done correctly, should force management to look at the need for process changes (Martin, 1999). While delivering an employee training and development program it must be realized that its success mainly depends upon its proper execution, including the development of methods to identify training needs that correspond with corporate goals . If the training is targeted at achieving specific business goals, any financial considerations resulting from the training becomes indeed essential investment in the longevity of your business (VemiĆ¡, 2007). (e). Accountability for Results In todays environment of increased accountability, the training evaluation process is a critical component of an organizations training program. Organizations administering the program not only are accountable for what employees learn, they also are accountable for ensuring that employees transfer their knowledge to their work performance. While traditional training evaluation methods focus on using the assessment process to improve training delivery, information should also be collected to determine whether training is assisting the organization to improve its business performance (Carr, 1999). Evaluation methods/procedures should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved. Every business has several stakeholders and not everyone within the business has the same information needs. Typically, organizational stakeholder groups include the training division, employees and other business units. Furthermore, t he participants in the training program can also play a vital role in the valuation process as well (Miller, 2008). That is why the evaluation process is not possible without the joint effort/ comments of all the concerned groups. When training is not evaluated, the investment and its effects cannot be tested and resources can be wasted in inadequate activities. Sometimes, training evaluation is avoided because it is considered as an expensive and time-consuming process. At other times, the reason is the lack of measurement systems for determining the changes arisen from training. (Sa ´nchez, Arago Sanz-Valle, 2003). The training evaluation process has the potential to provide useful information to further improve the training process/ systems. It also helps in providing valuable information to the trainee, thus motivating him to further improve his performance to achieve his individual goals which ultimately contributes to the overall success of the company (Miller, 2008). Training Motivation Organizations are constantly looking for new methods of training, methods that motivate and encourage learning. To meet this challenge and provide effective training, a re-examination of the way we orchestrate training, together with an examination of our fundamental beliefs of how we consider the learner and our instructional role are required (Dwyer, 2002). Numerous studies have established that motivation has a significant impact on training outcome. To our knowledge, with the exception of one empirical study motivation has been positively linked to learning in training. Training and motivation has also been correlated with post-training satisfaction and with transfer of knowledge acquired to the work situation (Sylvie Sire, 2001). The element of employee motivation becomes very important when the management wants to develop an effective training program which could bring the desired outcomes or results (Bodimer, 2009). While designing or developing a training program that can effectively motivate employees, the companies must create a value adding training content/material and should organize the training program in such a way that it can accommodate the changes that could occur during the training course, thereby keeping it flexible to the needs for the company. As every employee brings a different set of skills and talents to a company, therefore ultimately it becomes the prime responsibility of the company to manage such valuable Human Assets by keeping them motivated through effective trainings to further develop and enhance their skill for the betterment and the success of the company (Sylvie Sire, 2001). METHODOLOGY This research paper finds out the Effects of the Type of Training Models on Employees Job Motivation. The direction is to find out the overall effectiveness of the Business Embedded and Traditional Training Model on employees job motivation levels, finally concluding to perfection in overall performance. For this purpose detailed surveys and interviews were carried out with different levels of managers. The instrument used for the data collection was a questionnaire comprising of 18 dimensions of training included in the Business Embedded Training Model developed by Mcintosh in 1995. Managers were asked about their practice related to each of the dimension and also their opinion as to how these dimensions effect the motivational level of the employees. The Cronbachs Alpha of the instrument was 0.89 and it was pretested on 20 employees working at various levels in the organizations and subject experts to assess the validity of the instrument. A sample of 80 key companies from the serv ice sector of Pakistan was taken and a total of 1000 employees of different levels were asked to fill the required questionnaire. Key points were also discussed with the managers of these companies to find out whether the training impacts employee motivation and at what levels. The software used for evaluating and interpreting the questionnaires into meaningful data for resulting analysis was Statistical Package for the Social Sciences (SPSS). Since the data contains only one independent variable and a dependent variable therefore a Group t-Test and Log Linear Logit techniques were used to test the two hypotheses. The Group t-Test technique was used to determine the comparison between the two models and the Log linear Logit technique was used because there were more than two categories present in the data. Note: All the above statements have been tested at 5% significant level. The p-value is P Through the analysis it is revealed that there is a significant effect of Business Embedded Training model on the level of employees motivation. The reason is that the Business Embedded Model allows the companies to achieve the benefit of centralized training but at the same time ensuring that the training programs, their substance the delivery techniques should meet the specific needs of the business. The statistical interpretations given above show the level of significance of each training model, the acceptance and rejection of result depends upon the significance level i.e. p > 0.05 is not acceptable where as p CONCLUSION This study indicates that the Business Embedded Training Models does have a significant impact on employee motivation. The Business Embedded Training Model has a more positive impact on employees motivation as compared to Traditional Training Model. It takes more responsibility for learning and evaluating the training effectiveness, providing customized solutions of training according to the customers needs and determining when, where and how to deliver training. Similar to other studies our data also indicates that Business Embedded Training is being practiced more in todays corporate world because it allows the companies to gain the benefits of centralized training but at the same time ensures that the training can provide programs, content and the delivery methods that meet the needs of the specific businesses. It not only views trainees as customers but also the managers as customers who make decisions to send employees for training. Motivation is an important factor in comparing the two models; it basically decides which one of the two training models has more positive effect on motivation, leading to elite performance levels. It significantly helps to understand the practicality and the usage of the two models in terms of the business strategic direction, training design, effective delivery, training program structure versatility and the accountability for training outcomes. By studying the effects of the two models on motivation it is now very clear that, it has greatly help to determine and even bench mark the training practices which could benefit the overall success of the company and employees can also benefit from it by further developing their talents/skills and realizing their true potential for the betterment of the company. RECOMMENDATIONS More and more companies should now focus their efforts on adopting the Business Embedded Model of training as compared to Traditional Training methods which can greatly help them to achieve better results by spending lesser money, effort and time. As the Business Embedded approach allows the companies to gain the benefits of centralized training but at the same time ensures that the training programs, content and the delivery methods must meet the needs of specific businesses. The Business Embedded training model is actually more practical in usage because it smoothly facilitates the process of learning by making the content /material easy to understand and customizes it to the extent of applicability, which provides the participants more alternatives to enhance their skills for the betterment of their careers. Another significant aspect of this research indicates what is highly recommended by a number of senior managers that by giving the training participants more options for learn ing can help immensely to improve their motivation towards their own career development.

History Of The Cuban Missile Crisis History Essay

The Bay of Pigs was the operation that was designed as any agencies of subverting the authorities without uncovering that the United States engagement in the operation. The program was originally called for the gradual build-up of anti-Castro forces within Cuba into a political and military motion. However the programs rapidly changed into a all-out invasion, with the budget spread outing from $ 4 million good over to $ 46 million and the CIA preparation and providing anti-Castro Cuban expatriates to Cuba. In 1956 Fidel Castro led a Guerrilla Force in a rebellion against the authorities place of Fulgencio Batista. During the old ages in 1959 Batista fled the state, and Castro so became leader of Cuba ‘s new radical government. Castro made credence of these atomic missiles from the Soviet Union which so led to the Cuban Missile Crisis of 1962. Anterior towards this revolution the United States had a important influence in Cuba ‘s economic and political personal businesss, But Castro ‘s new authorities refused to be influenced by the United States. The United States grew in fright that Castro would set up a new communism government in Cuba, so the United States applied economic force per unit area and in 1960 an trade stoppage that cut off trade between the United States and Cuba. In an attempt to destruct Castro ‘s authorities, the United States trained and armed a anti-Castro Cuban exiles populating in the United States. These expatriates invaded Cuba in 1961, with a landing at the Bay of Pigs. Castro ‘s ground forces easy defeated the expatriates. His triumph during the Bay of Pigs invasion strengthened Castro ‘s control over Cuba. During this most Cubans resented the United States intercession in Cuban dealingss and they railed behind Castro, who declared that Cuba was a Communist state. The Cuban Missile Crisis marked the point at which the Cold War began to dissolve. The Cuban Missile Crisis ( known as The October Crisis in Cuba ) was a confrontation between the Soviet Union, Cuba and the United States in October 1962, during the Cold War. In September 1962, the Cuban and Soviet authoritiess began to sneakily construct bases in Cuba for a figure of medium- and intermediate-range ballistic atomic missiles ( MRBMs and IRBMs ) with the ability to strike most of the Continental United States. This action followed the 1958 deployment of Thor IRBMs in the UK and Jupiter IRBMs to Italy and Turkey in 1961 – more than 100 U.S.-built missiles holding the capableness to strike Moscow with atomic payloads. On October 14, 1962, a United States U-2 photoreconnaissance plane captured photographic cogent evidence of Soviet missile bases under building in Cuba. The resulting crisis ranks with the Berlin Blockade as one of the major confrontations of the Cold War and is by an d large regarded as the minute in which the Cold War came closest to turning into a atomic struggle. [ 1 ] The United States considered assailing Cuba via air and sea and settled on a military â€Å" quarantine † of Cuba. The U.S. announced that it would non allow violative arms to be delivered to Cuba and demanded that the Soviets dismantle the missile bases already under building or completed in Cuba and take all violative arms. The Kennedy disposal held a slender hope that the Kremlin would hold to their demands, and expected a military confrontation. On the Soviet terminal, Nikita Khrushchev wrote in a missive to Kennedy that his quarantine of â€Å" pilotage in international Waterss and air infinite to represent an act of aggression impeling world into the abysm of a universe nuclear-missile war. † from the Cuban Missile Crisis, peculiarly after Khrushchev was relieved of his place as leader, there was a conjunct attempt on both parts for weaponries control, ensuing in the sign language of many bilateral understandings. the Cuban Missile Crisis highlighted the importance of a clear and direct system of communicating between Moscow and Washington. During the crisis, the two leaders communicated with each other through missive authorship, which proved to be a really slow signifier of communicating, peculiarly in such a tense clip. So, in 1963, an understanding was reached, the Hot-line Treaty, ab initio utilizing teletype, telegraph and radio-telegraph communicating links. Of class with the development of new engineerings, these communicating links have been upgraded. At the recent fortieth anniversary conference on the Cuban Missile Crisis, it was noted that â€Å" the lessons learned from the missile crisis might help those of us who are interested in cut downing the hazard of atomic calamity in the twenty-first century † . In decision, a the major ground that a military struggle was averted was the cooperation between Kennedy and Khrushchev and their committedness to peace. Neither was willing to pay war, specially non Russia since their missile bases in Cuba were unfinished. Kchruschev would non hold been willing to support Cuba from American invasion anyhow, suppose a war did interrupt out. Many things could hold changed the class of the crisis to the point of catastrophe: if Kennedy had chosen to utilize air work stoppages, if Russia had crossed the quarantine line, if Kchruschev did n't hold to peace, if the missile bases had been finished. Fortunately these things were n't, and the universe was saved from a potentially ruinous atomic war.

Analysis of Philippa Foots Article on Euthanasia Essay

Euthanasia as defined by the Shorter Oxford English Dictionary is a quiet and easy death. One may wonder, is there such a thing as a quiet and easy death? This is one point that I will discuss in my paper, however the question that my paper will answer is; should active euthanasia be legalized? First, I will look at Philippa Foots article on Euthanasia and discuss my opinions on it. Second, I will look at James Rachels article on active and passive euthanasia and discuss why I agree with his argument. Finally, I will conclude by saying that while the legalizing of active euthanasia would benefit many people, it would hurt too many, thus I believe that it should not be legalized. Through Philippa Foots article she is trying to†¦show more content†¦If a child is born with a horrible disease and the only way to survive is to have an operation, which will in a sense allow the child to live, but under poor conditions, the parents have a difficult decision to make. It might b e very easy to think about themselves and how raising this child would perhaps be a burden to them or a burden to society. Once again in order for euthanasia to be morally permissible they have to make to decision based on what is good for the child. This is where another crucial point comes into play. Who is to say that even though this child will grow up with severe abnormalities and discomfort that they wont find happiness? There are many fairly severely handicapped people for whom a simple affectionate life is possible. (Foot, p.795) As you can see, the decision of ending a persons life is a very delicate and hard decision. It is however, a decision we are only allowed to make if it is passive euthanasia being considered. As of right now, active euthanasia is not permissible. We now need to discuss what would happen if active euthanasia were permissible. As far as legalizing active euthanasia Foot thinks that we need to be careful. She doesnt exactly support the idea. She feels that euthanasia will be, first of all, abused. People who want to get rid of the elderly will simply euthanize them and for their own benefit,Show MoreRelatedReligion and Bioethics: Physician Assisted Suicide, a Religious Perspective2205 Words   |  9 PagesThe article I read examined the link between bioethics and religion in regards to Physician-Assisted Suicide/Euthanasia. Specifically, it made an obvious point of defining the distinction between killing and letting one die. In addition, it focused on the link between Faith and Reason, the development of tradition throughout history, modern statements on this ethical dilemma, and then drew conclusions based upon these analyses. These are all significant points to consider when attempting to determine

Welfare Programs And Its Effects On Society - 2416 Words

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