Essays on Impact of Training and Development on Employee Satisfaction and Organizational Performance Research Proposal

Tags: employee
Download full paperFile format: .doc, available for editing

The paper "Impact of Training and Development on Employee Satisfaction and Organizational Performance" is a good example of a management research proposal.   Initially, a number of organizations have not recognized the importance of employee training and development yet jobs are accomplished through people. In this regard, the study aims to investigate why training and development policies are implemented and the behaviour of organizations towards their employees. The specific objectives will be to identify the common training and development strategies of employees in the UK hospitality industry, to determine the extent to which training and development programs have been successfully implemented in the UK hospitality industry to enhance employee and organizational productivity and to assess the impact of training and development on ensuring that an organization becomes ethically and socially responsible to different societal needs and challenges.

A literature review of other scholars’ perception on the subject has been evaluated to determine who should be responsible for employee training and development, to discuss the Cost-effective Approaches to Employee Training and Development and to assess the impact of ethics training and corporate-responsibility on employee satisfaction.

A methodology for this research has been provided where questionnaires and focus group will be used as the main techniques of data collection. Secondary sources, in particular qualitative sources such as books, web-based sources, journals and articles will as well be considered for this study. The data collected through questionnaires and focus group will be analyzed using the SPSS software to determine whether objectives have been achieved or not like the findings for the final report.   1.0 Introduction Organizations rely on people for their businesses. Therefore, it becomes quite clear that the expansion and development of business can be realized only if training and development of people have been effectively implemented (Work Force 2006).

Training and development of employees is a critical part of human resource management because it changes attitudes, the working approach as well as the knowledge and skills of employees (Sahinidis & Bouris 2008). Employee training is a human resource management role where then expertly works with employees as learners so as to transfer to the key knowledge and skills to enhance their current jobs (Steve & Kozlowski 2009).

On the other hand, development is the on-going and multifaceted training activities required to change individual or organizational performance to a different threshold of performance to prepare for future roles in the job (MacNamara 2008). The study aims to investigate why training and development policies are implemented and the behaviour of organizations towards their employees. Other scholars’ perception on the subject of employee training and development has been evaluated to determine who should be responsible for employee training and development, to discuss the Cost-effective Approaches to Employee Training and Development and to assess the impact of ethics training and corporate-responsibility on employee satisfaction.

A methodology has been provided to achieve objective one and two where questionnaires and focus group will be used to collect data on the attitude of employees on training and development. However, secondary sources, in particular qualitative sources such as books, web-based sources, journals and articles will as well be considered under literature review for this study. Possible conclusions will be drawn based on the critical analysis of the existing literature and data collected from specific hotels in the UK.

Bibliography

Adeniyi, O.I., 1995, ‘Employee training and development’ in Ejiogu, A.I. Asika (eds).

Brown, J., 2002, ‘Training Needs Assessment, an important approach for developing an effective training program’, Journal of Public Personnel Management, 31(4), 569-578.

Brooks, et.al, 2006, Focusing on employee and customer perspectives to improve organizational performance, Research and best practices (pp. 52 – 82), San Francisco, Jossey-Bass.

Cartwright, R., 2003, Implementing a Training and Development Strategy, John Wiley & Sons.

Campbell J. P & Kuncel N. R., 2001, Individual and team training based on Handbook of industrial, work and organizational psychology (pp. 278-312). London, SAGE.

Chiaburu D. S & Teklab A. G., 2005, ‘Individual and background influences on various dimensions of training effectiveness’, Journal of European Industrial Training, 20, 282-290.

Ferrell, O. C., Fraedrich, J., & Ferrell, L., 2006, Ethical Decision Making and Cases(7 edition). (7 ed.). Mason, South-Western Cengage Learning.

Forrest, S. P. & Peterson, T. O., 2006, ‘The andragogy, Management Learning & Education’, 5(1), 113-122.

Horner, C., 2006, ‘Training for the better’, Journal of Training & Development Methods, 20(4), 535-539.

Ilgen, D. R., & Pulakos, E. D. (Eds.). 1999, How performance changes: Implications for staffing, motivation, and development. San Francisco, Jossey-Bass Publishers.

Kaptein, M., & Schwartz, M. S., 2008, ‘The effectiveness of business codes’, Journal of Business Ethics, 77, 111-127.

Krueger, R. & Casey, M., 2000, Focus groups: a practical guide for applied research. 3rd edition. London: Sage.

Lindgreen, A., 2008, The methodological and empirical insights into managing market relationships, Surrey, Gower Publishing.

McNamara, C., 2008, The importance of Employee Training and Development, New York: Authenticity Consulting.

MCAULEY, J., et al., 2007, Organization theory based on the challenges and performance perspectives, Harlow, Pearson Education.

Noe, R. A., 1996, How career management is linked to employee development and performance? Journal of Organizational Behavior, 17(2), 119-133.

Noe, R. A., 2002, Employee Training and Development. (2nd ed.). Columbus, OH: McGraw Hill, Available online at: [http://www.zeromillion.com/business/personnel/employee-training.html]

Noe, R. A., 2002, Employee training and development, 2nd Ed, McGraw-Hill/Irwin.

Osborne, D., 1996, Employee Training and Assessment, Cassel Publishers, London.

Pulakos, E. D., 2004, Performance management: A tool used to develop, implement as well evaluate organization’s performance management systems, Alexandria, SHRM Foundation.

Rao, P.L., 2009, Enhancing Human Capital through fostering the employee Training and Development programs, Excel Books.

Sahinidis A. G & Bouris J., 2008, ‘The perception of employee training effectiveness relationship to their attitudes’, Journal of European Industrial Training, 32, 63-76.

Sekerka, L. E., 2009, ‘Organizational Ethics Education and Training’, International Journal of Training and Development, 13(2), 77 95.

Schneider, B., et.al. 2003, Is it employee attitudes or organizational financial and market performance that comes first? Journal of Applied Psychology, 88, 836-851.

Steve, W.J & Kozlowski, E., 2009, Learning, Training, and Development within the Organizations. Taylor & Francis.

Stewart, D. W. et al., 2007, Focus groups: theory and practice. 2nd edition. London: Sage.

Watad, M & Ospina, S., 1999, ‘Integrated Managerial Training’, Review of Public Personnel Management, 28(2), 185-195.

Wood, M. J. & Kerr, J.C., 2010, Basic Steps in Planning Nursing Research: From Question to Proposal. 7th edition. London: Jones & Bartlett Learning.

Work Force, 2006, Training and Development, available at

Young, C., 2008, Five ways of improving employee training and development during a recession or economic downturn, to maximize possibility blog.

Download full paperFile format: .doc, available for editing
Contact Us