Assignment 1 Ptlls, Level 4

Assignment 1 – PTLLS – Level 4 Task 1. Establishing ground rules and promoting appropriate behaviour. Level 4. Explain the different approaches you have discovered for establishing ground rules to value the contributions of others and understand the need for respect?Ground rules can be agreed as a group or as a class, having a mutual agreement from the class helps establish and promote respect for each other, knowing what is intended from the class and taking responsibility for learning as individuals and as a group, as working as a team and respecting each others opinions, and agreeing to disagree, however still respecting the other person’s opinions. Discussing and agreeing ground rules with the class makes for transparency and openness with the class and individual awareness of this matter.Ideally it may resolve any animosity. Inclusive learning is about recognizing that each learner is different from other learners in many ways. As a teacher; you need to work in partnership with your learners to ensure that learning is effective. Partnerships always work best when both sides know where they stand. If your learners understand what is required of them and what they can expect from you, they are more likely to make the necessary commitment to learning and to be successful in achieving their aims and ambitions. Gravells and Simpson 2008, p. 21) Promoting appropriate behaviour so that individuals respect each other and this would also help eradicate bullying style of behaviour. Although, you would think this would not happen with adults, however it does. ‘The know it all’, explaining to the class whilst interrupting teaching, giving too many personal experiences or examples, this can be really frustrating for the learner, who needs to listen and understand the point of the teacher.Once ground rules have been established this would make the individual / class aware of their own behaviour for example ‘only having one convers ation at a time in the class’ and ‘respecting other people’s contributions’. Has adults in a further education environment, one would know how to behave appropriately. Ice-breakers are a great way of getting to know each other, having fun and knowing something about someone can also promote respect. Well-chosen icebreakers can ease learners through the discomfort of getting to know others, and the teacher better.They can help to set a positive atmosphere for learner interactions and encourage interest in the overall learning experience. (Gravells and Simpson 2008, p. 10) Having boundaries for a teacher and learner also promotes respect and appropriate behaviour for the teacher and the learners. This may include personal space, physical contact, other students within the institution, the age of the student being taught, the location: college, work place, training etc.This is also to safe guard minors, well being, duty of care, equality and work ethics, it i s important not to overstep these. For example; if a teacher accepts a gift such as money or diamonds, this maybe considered has favourtism, bribery, (boundaries can be agreed about giving / receiving gifts, thus the type of gift presented to either party) and if a teacher gives gifts to a minor this maybe considered as grooming, it is important not to overstep this grey area. (Gravells and Simpson 2008, p. 1 and 12) explains the reasoning behind ground rules: Agreeing ground rules with learners Under the new Professional Standards for Teachers, Tutors and Trainers in the Lifelong Learning Sector your aim will be to create a safe learning environment that promotes tolerance, respect and co-operation between your learners. One of the best ways of achieving this is to develop an agreement with your learners regarding ground rules. These are rules that should be agreed by, and followed by, all learners within your group.Involving your learners in the process encourages them to take res ponsibility and ownership for their own learning. Your learners will learn best in an environment in which they are able to participate, voice their opinions, ask questions and be actively involved in determining how they will learn. Ground rules should be agreed by the whole group rather than imposed by you. By showing an interest in their decisions, you are communicating with your learners that they are valued as individuals, who bring useful skills and knowledge to the session.You might think that they will agree to switch off their mobile phones and arrive on time. However, it might be useful to get them to think about dividing their ground rules into rights and responsibilities; for example: †¢ We have a right to: o Be treated with respect; o Be listened to; o Be assured of confidentiality. †¢ We have a responsibility to: o Be on time for sessions; o Not disrupt the session; o Switch off mobile phones. (Gravells and Simpson 2008, p. 11 and 12)We all have a right to le arn, listen and contribute in class, as individuals will have their own intent for how and what end results they desire. Knowing this contributes to respect for others, as we all have different learning styles. Has an individual has paid to study and not be disrespected by anyone within the location and in the class. Word Count: 814 Reference List: Gravells, A. and Simpson, S. (2008) Planning and Enabling Learning in the Lifelong Learning Sector Learning Matters Ltd. Exeter.

Concepts Answers

What is database? Q & Answers A database is a logically coherent collection of data with some inherent meaning, representing some aspect of real world and which is designed, built and populated with data for a specific purpose. 2. What is DBMS? It is a collection of programs that enables user to create and maintain a database. In other words it is general-purpose software that provides the users with the processes of defining, constructing and manipulating the database for various applications. 3. What is a Database system?The database and DBMS software together is called as Database system. 4. Advantages of DBMS? Redundancy is controlled. Unauthorised access is restricted. Providing multiple user interfaces. Enforcing integrity constraints. Providing backup and recovery. 5. Disadvantage in File Processing System? Data redundancy & inconsistency. Difficult in accessing data. Data isolation. Data integrity. Concurrent access is not possible. Security Problems. 6. Describe the three le vels of data abstraction? The are three levels of abstraction: Physical level: The lowest level of abstraction describes how data are stored.Logical level: The next higher level of abstraction, describes what data are stored in database nd what relationship among those data. View level: The highest level of abstraction describes only part of entire database. 7. Define the â€Å"integrity rules† There are two Integrity rules. Entity Integrity: States that â€Å"Primary key cannot have NULL value† Referential Integrity: States that â€Å"Foreign Key can be either a NULL value or should be Primary Key value of other relation. 8. What is extension and intension? Extension – It is the number ot tuples present in a table at any instance.This is time dependent. Intension – It is a constant value that gives the name, structure of table and the constraints laid n it. 9. What is System R? What are its two major subsystems? System R was designed and developed over a period of 1974-79 at IBM San Jose Research Center. It is a prototype and its purpose was to demonstrate that it is possible to build a Relational System that can be used in a real life environment to solve real life problems, with performance at least comparable to that of existing system. Its two subsystems are Research Storage System Relational Data System. 0. How is the data structure of System R different from the relational structure? Unlike Relational systems in System R Domains are not supported Enforcement of candidate key uniqueness is optional Enforcement of entity integrity is optional Referential integrity is not enforced 11. What is Data Independence? Data independence means that â€Å"the application is independent of the storage structure and access strategy of data†. In other words, The ability to modify the schema definition in one level should not affect the schema definition in the next higher level.Two types of Data Independence: Physical Data Independen ce: Modification in physical level should not affect the logical level. Logical Data Independence: Modification in logical level should affect the view level. NOTE: Logical Data Independence is more difficult to achieve 12. What is a view? How it is related to data independence? A view may be thought of as a virtual table, that is, a table that does not really exist in its own right but is instead derived from one or more underlying base table. In other words, there is no stored file that direct represents the view instead a definition of view is stored in data dictionary.Growth and restructuring of base tables is not reflected in views. Thus the view can insulate users from the effects of restructuring and growth in the database. Hence accounts for logical data independence. 3. What is Data Model? A collection of conceptual tools for describing data, data relationships data semantic cs and constraints. 14. What is E-R model? This data model is based on real world that consists of b asic objects called entities and of relationship among these objects. Entities are described in a database by a set ot attributes. 15. What is Object Oriented model? This model is based on collection of objects.An object contains values stored in instance variables with in the object. An object also contains bodies of code that operate on the object. These bodies of code are called methods. Objects that contain ame types of values and the same methods are grouped together into classes. 16. What is an Entity? It is a ‘thing' in the real world with an independent existence. 17. What is an Entity type? It is a collection (set) of entities that have same attributes. 18. What is an Entity set? It is a collection of all entities of particular entity type in the database. 19. What is an Extension of entity type?The collections of entities of a particular entity type are grouped together into an entity set. 20. What is Weak Entity set? An entity set may not have sufficient attributes to form a primary key, and its primary ey compromises of its partial key and primary key of its parent entity, then it is said to be Weak Entity set. 21 . What is an attribute? It is a particular property, which describes the entity. 22. What is a Relation Schema and a Relation? A relation Schema denoted by R(AI, A2, †¦ , An) is made up of the relation name R and the list of attributes Ai that it contains. A relation is defined as a set of tuples.Let r be the relation which contains set tuples (tl, t2, t3, tn). Each tuple is an ordered list of n-values t=(v1,v2, vn). 23. What is degree of a Relation? It is the number of attribute of its relation schema. 24. What is Relationship? It is an association among two or more entities. 25. What is Relationship set? The collection (or set) of similar relationships. 26. What is Relationship type? Relationship type detlnes a set ot associations or a relationship set among a given set of entity types. 27. What is degree of Relationship type ? It is the number of entity type participating. Concepts Answers Marginal revenue is the additional revenue that a firm obtains by selling one more unit. Marginal cost is the cost of hiring one more unit of labor or the cost of producing one more unit of output. Marginal revenue product is the additional revenue we obtain by hiring one more unit of labor. When we incur a marginal cost our hope it that is will generate marginal revenue product which exceeds the cost. Hence the marginal revenue will exceed our marginal cost. 4. Distinguish between economic and financial capital.Economic capital resources include all items that man manufactures by combining natural and unman resources like buildings, equipment, roads, and bridges. Financial capital is a dollar value claim on economic capital. Financial capital would include cash, deeds of trust, mortgages, loan papers, stocks, and bonds. 5. Discuss the value of the entrepreneur. What distinguishes the entrepreneur from the labor resource? Why are entrepreneurs unique? Entrepreneurial resources consis t of the ideas of individuals, who assume risk and begin business enterprises.The entrepreneur combines natural, human, and capital resources to produce a good or service that we value more than the individual components. Without the entrepreneur, the other resources would not normally be combined, except for subsistence (I . E. , the resources that are just sufficient to sustain life). The entrepreneur seeks to make a profit when using his ideas. When we look at overall payments, the mental talents of people in the form of the entrepreneur normally exceed the wages that are paid for labor. The owner of a professional sports team, the entrepreneur, will normally make more than any player on that team.Of course, the more brilliant the idea and its ultimate appeal to the buyer of the good or service, he more profit that will accrue to the entrepreneur. 6. What is opportunity cost? An opportunity cost is the highest value that is surrendered when a decision is made; it is never the dec ision, which is made. It is a quantifiable term. 7. What makes up gross income? All of the money received from all sources during the year. This includes wages, tips, interest earned on savings and bonds, income from rental property, profits to entrepreneurs, and any other source of income an individual may have. 8.Compare progressive, regressive, and proportional taxes. Give at least one example of each type of ax. Progressive taxes are taxes that take a larger percentage of your income as your income increases. Regressive taxes are taxes that take a higher percentage of your income as your income decreases. Proportional taxes are taxes where the percentage paid stays the same, regardless of income. Examples include progressive income taxes, regressive sales taxes, and proportional property taxes. 9. What is the law of supply? The law of supply states that as the payment or price of an item increases, coteries Paramus, we will supply more of that item. 0. What is a supply table? Ho w do you obtain supply curve from a supply table? A supply table is a listing of the quantities of some variable, which will be supplied at various prices in the market place. The supply curve is obtained by horizontally summing the quantities supplied by different suppliers at each price in the market. 11. What is the law of demand? The Law of Demand states that if all other factors are constant, as the price for an item decreases, people will demand more of that item, coteries Paramus. 12. Explain the concept of a surplus of money versus a shortage of money.When the supply of money saved exceeds the demand for money, here is a surplus of money; then institutions (banks, credit unions, savings and loans, etc. ) will pay less for savings, and interest rates will begin to fall. When the demand for money exceeds the supply, there is a shortage of money and interest rates will be bid up in the market as institutions attempt to obtain more money. 13. What is the Federal Reserve? What ar e the Feud's three tools for controlling the money supply? The Federal Reserve is the Central Bank of the United States.The three tools for controlling the money supply are the discount rate, the reserve requirements ratio, and federal open market operations. 4. What is risk? What is the difference between systematic and unsystematic risk? Risk involves the probability that the actual return on an investment will be different from the desired return. Systematic risk is that risk which is associated with economic, political, and sociological changes that affect all participants on a near equal basis. Unsystematic risk is that risk that is unique to an individual, firm, or industry. EXERCISES AND PROBLEMS 1.Carry Yogi's Lounge consists of the following. Carry, the owner believed that people would come to hear a band play on Friday, Saturday, and Sunday evening. During the remainder of the week, she believed her customers would watch sporting events on several television sets located t hroughout the lounge. Carry employed two bartenders, three servers, two assistant servers, two cooks, one dishwasher and a clean-up person. She had a bar, 15 barstools, 4 tables, 40 chairs, 4 television Sets, and one satellite dish. She had an oven, stove, grill, refrigerator, sinks, dishes, and glassware.Carry started this business with $50,000 of her own money, and she borrowed $1 50,000 from the bank. From this description, list each of the scarce resources that are used in Carry Yogi's Lounge. Entrepreneurial resource: Carry Yoke. Labor resources: 2 bartenders, 3 servers, 2 assistant servers, 2 cooks, 1 dishwasher, and a clean-up person. Economic capital resources: 1 bar, 15 bar stools, 4 tables, 40 chairs, 4 television sets, one satellite dish, oven, stove, grill, refrigerator, sinks, dishes, and glassware. Financial capital resources: $50,000 of her own money and $1 50,000 from the bank. . Joe Fixity has an appliance repair business. He has more business than he can handle and wants to hire another repair person. Joe estimates that three appliances can be repaired each hour by a qualified person. Joe bills out labor at $45 per hour, but he stipulates that the minimum charge for appliance repair estimates is $30 plus parts. What is the marginal revenue product of a qualified repair person? 3 appliance repairs per hour times $30 = $90 marginal revenue product. What is the maximum hourly wage that he would pay an employee?Therefore, since we bring in an additional $90 per hour by hiring one more repair person, the maximum wage we would pay is $90. 3. Sam Smith is currently employed as a mechanical engineer and is paid $65,000 per year plus benefits that are equal to 30% of his salary. Sam wants to begin a consulting rim and decides to leave his current job. After his first year in business, Cam's accountant informed him that he had made $45,000 with his consulting business. Sam also notices that he paid $6,000 for a health insurance policy, which was his to tal benefit during his first year.What was Cam's opportunity cost? Sam gave up $65,000 in salary plus $19,500 in benefits roar total of $84,500. 4. Sara Lee just graduated from college with a degree in accounting. She had five job offers: Bean counters CPA, $35,000; Assets R us, $27,000; The Debit store, $30,000; J & G's Spa's, $33,000; and The Double Entry Shop, $40,000. What was her opportunity cost if she accepted the job with The Double Entry Shop? Sara gave up Bean counters CPA at $35,000 which was the highest value surrendered. 5. Sam Club earned $50,000 and paid taxes of $10,000.Samaritan Heart earned $60,000 and paid taxes of $12,000. If these taxes were paid to the same government agency, is the tax on income progressive, regressive, or proportional? Why did you reach this conclusion? As show below these taxes are proportional because they both paid the same percentage of their income in taxes. 6. You read an article in this mornings paper that stated inflation was accelera ting and would reach six percent this year. If the FED believes this statement and it has set a goal of three percent inflation, what will it likely do at the next meeting of the Federal Open Market Committee?They would most likely raise the discount rate, the federal funds rate, or both. They could also sell more government securities to decrease the money supply. 7. A friend came into your office and said that his bank was out to kill small businesses. You asked him what he meant by this remark, and he said that he read an article that said his bank had just loaned $10 million to a major automobile manufacturer at a rate of 3 percent, which is less than prime. But your friend just borrowed $50,000 from the same bank and they charged him prime plus four percent, or 7. Percent. Your friend has been in business for two years, and last year he had a loss of $2,000. How can you explain this difference in interest rate to your friend? The bank charges interest based upon risk The probab ility of the automobile manufacturer defaulting on the loan is very remote; therefore, they get a favorable interest rate from the bank. Since your friend lost money last year and since over 40 percent of all mall businesses fail in the first five years, the bank's risk is much higher and therefore they will charge a higher interest rate.

Effect of Training on Staff Productivity in Kenyan Banks

EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE OF KENYA COMMERCIAL BANK (KCB) By Abong’o Chacha A thesis presented to the School of Business and Economics of Daystar University Nairobi, Kenya In partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION In Strategic Management and Human Resource Management April 2012 Approval EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB) By Abongo ChachaIn accordance with Daystar University policies, this thesis is accepted in partial fulfillment of requirements for the Master of Business Administration degree. Date _________________________________________________ Mr. Thomas Koyier, Supervisor _________________________________________________ Prof. David Minja, Reader. DECLARATION EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB). I declare that this thesis is my original work and has n ot been submitted to any ther college or university for academic credit. Signed: ____________________________Date: ________________ Abongo Chacha ABSTRACT The objectives of the study were to analyze the effect of training on staff productivity in Kenyan banks. This involved determination of the effectiveness of training methods and their effects in employees’ productivity. The study also aimed to recommend the best strategies in employees training. This study covered 15 branches of one of the major banks in Kenya (Kenya Commercial Bank, KCB).Stratified sampling method was applied to select the bank branches and purposive sampling was applied to select 80 respondents of the study. The survey questionnaire was utilized in the data collection. The data collected was therefore descriptive in nature. Descriptive statistic technique and multiple regression analysis were applied in the analysis of the collected data. The major findings of the study showed that the common employeesâ €™ training strategies in KCB were on-the-job training, e-learning training, class-room training and workshop training.The effectiveness of the training methods applied by the KCB was relatively high as evidenced by the effectiveness of the detailed content of e-learning programs; well organized e-learning programs; importance of on-the-job training programs in employees’ deeper understanding of various concepts in the banking services for instance; On-the-job training methods enabled the employees to learn about the rules and principles of work, courtesy, manners and techniques of handling interpersonal relations.The results also show that the current training methods applied at the KCB have been effective at great extent in promoting productivity of the employees. This means that there is improved work output per time, efficiency, accuracy and more skills are developed among the employees. The most effective training strategies in enhancing productivity of the employees were deemed to be on-the-job training, seminars/ workshop training and e-learning while class-room training showed less significant effect in employees’ productivity. TABLE OF CONTENTS DECLARATIONiii ABSTRACTivTABLE OF CONTENTSv LIST OF FIGURESviii LIST OF TABLESix CHAPTER ONE1 INTRODUCTION AND BACKGROUND OF THE STUDY1 Introduction1 Background of the Study1 Profile of Kenya Commercial Bank (KCB)8 Statement of the Problem9 Purpose of the Study10 Objectives of the Study10 Research Questions10 Justification11 Significance of the Study12 Assumptions12 Limitations12 Definition of Terms, abbreviations and acronyms13 Chapter Summary13 CHAPTER TWO14 LITERATURE REVIEW14 Introduction14 Theoretical Framework14 Human Capital Theory14 Kirkpatrick's learning and training evaluation theory16Effects of Training on Employee Productivity17 Training and Employee performance18 Training and Employee Commitment20 Training Methods and Employee Productivity21 Training and Employee Effectiveness24 T raining Quality and Performance27 Models for Measuring the Effectiveness of Training30 Strategic Approach to Training and Development33 Empirical Review37 Conceptual Framework39 Chapter Summary41 CHAPTER THREE42 RESEARCH METHODOLOGY42 Introduction42 Research Design42 Population43 Target and Accessible Population43 Sample Size44 Sampling Techniques44 Sampling Frame48 Type of Data49Data Collection Instruments51 Pre-testing52 Data Collection Procedure52 Data Analysis53 Chapter Summary54 CHAPTER FOUR55 DATA ANALYSIS AND INTERPRETATION55 Introduction55 Response Rate55 Employee Training Strategies used by KCB57 Class room training57 E-learning programs62 On the job training67 Effectiveness of the Employees Training methods used by KCB71 Effectiveness of training methods on employee productivity at KCB72 Best training strategies for maximum employee productivity at KCB73 Regression Analysis74 Chapter Summary77 CHAPTER FIVE78 SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS78Introdu ction78 Summary of the Findings78 Employee Training Strategies78 Effectiveness of Training Methods79 Best training strategies for maximum employee productivity at KCB79 Conclusion79 REFERENCES81 APPENDICES89 Appendix A: Research Questionnaire89 Appendix B: Timeline96 Appendix C: Budget98 LIST OF FIGURES Figure 4. 1: Age56 Figure 4. 2: Education level56 Figure 4. 3: Work experience57 Figure 4. 4: Extent to which class room training affect employees’ commitment in KCB58 Figure 4. 5: Extent to which classroom training affect employee motivation in KCB59 Figure 4. : Extent to which classroom training affect employees' self efficacy in KCB60 Figure 4. 7: Extent to which classroom training affect employee productivity at KCB61 Figure 4. 8: Extent to which e-learning programs affect employees’ commitment in KCB63 Figure 4. 9: Extent to which e-learning programs affect employees' motivation in KCB64 Figure 4. 10: Extent to which e-learning programs affect employees' self effic acy in KCB65 Figure 4. 11: Extent to which e-learning programs affect employee productivity at KCB66 Figure 4. 12: Extent to which on job training programs affect employees’ commitment at KCB68 Figure 4. 3: Extent to which on the job training programs affect employee motivation in KBC69 Figure 4. 14: Extent to which the job training programs affect employees' self efficacy in KCB70 Figure 4. 15: Extent to which on the job training programs affect employee productivity at KCB70 LIST OF TABLES Table 3. 1: Sampling Frame48 Table 4. 1: Extent of agreement of the respondents with class room training as a strategy in employee training. 57 Table 4. 2: The level of agreement on of the respondents on E learning programs62 Table 4. 3: The level of agreement on of the respondents on on job training67 Table 4. : The level of rating of the respondents on effectiveness of training methods71 Table 4. 5: The level of agreement on of the respondents on effectiveness of training methods72 Tabl e 4. 6: The extent to which the following training methods affect employee productivity at KCB72 Table 4. 7: The level of agreement of the respondents on statements on the best training strategies for maximum employee productivity at KCB73 Table 4. 8: Coefficients of the Independent Variables75 Table 4. 9: Analysis of Variance76 Table 4. 10: Squared Multiple Correlation Coefficient, R276CHAPTER ONE INTRODUCTION AND BACKGROUND OF THE STUDY Introduction This chapter presents a brief introduction as well as historical background of employee training. An overall background of the study has been defined clearly, problem statement, objectives, assumptions, and limitations. Key terms have been defined and operationalized. Further the researcher has shown clearly why the topic has emerged as a topic of importance to the researcher. Background of the Study Nadeem (2010) defined training as the process of transmitting and receiving information to problem solving.This implies that training is for specific purpose. Omole (1991) sees training as any process concerned with the development of aptitudes, skills and abilities of employees to perform specific jobs with a view to increase productivity. An organisation may have employees with the ability and determination, with the appropriate equipment and managerial support yet productivity falls below expected standards. The missing factor in many cases is the lack of adequate skills, and knowledge, which is acquired through training and development.Commenting further Iboma (2008) is of the opinion that effective training can change the entire view of workers in an organisation and make the firm more productive as new skills and attitudes are developed by workers. Looking at the indispensability of training and development to an industrial set up, Ladipo-Ajayi (1994) observed that both are very demanding ventures in any organization because people commit huge resources to them. Training is one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges (Goldstein and Gilliam, 1990).Employee training represents a significant expenditure for most organizations. Tella and Popoola (2007) relating training to library work stated that it is as an essential strategy for motivating workers in the library as a service organization. For the Librarian or information professional to have opportunities for self-improvement and development to meet the challenges and requirements to perform a task there is the need to acquire the needed skills suitable for the work at hand. Institute for Work & Health (2010) defines training as planned efforts to facilitate the learning of specific competencies.These competencies typically consist of specialized knowledge, skills and behaviours needed for success in a particular environment. Training methods can range from a one-time dissemination of information to intensive programs administered over a long period of time. Njavallil (2007) did study training of bank employees by doing a comparative study between new generation banks and public sector banks in India. By then, there had come about many challenges in the banking sector following the new economic policy that was introduced during the nineties.The emerging business profile of banks included newer financial services, personal investment counseling, factoring, venture capital and possibly consultancy research services. This called for new knowledge, skills and attitudes and training systems to stand up to the challenges that demanded for changes in the approaches to training. The study found that significant differences existed between the two categories of banks regarding the training provided to its employees. The differences were related to certain aspects.Based on the study it was inapt to say that the training approach of a particular type of bank was significantly enhanced compared to the other. Sulu (2011) stud ied motives for training in the Nigerian banking industry focusing on the motives for training using the Nigerian banking industry as a case study . The study relied on both qualitative and quantitative analysis of data. The entire staff of the 25 commercial banks as at 2007 in Nigeria was the population of the study. The results of the analysis showed that banks saw training as important factors, as well as aving motives for investing in training. These motives included – new technology; productivity; responding to skills deficiencies; moral duty; new hire request; and staff request. Some of the recommendations based on the findings include – training should be seen as one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges; it must also be noted that, training though primarily concerned with people, is also concerned with technology, the precise way an organization does busi ness.Ghebrecristos (1983), studied training methods and techniques in an organization using a case study of the Commercial Bank of Africa Ltd. Nairobi, Kenya. From the findings, CBA used several training methods and techniques in building the employee capability. They made use of classroom teaching, on the job training and seminars and workshops. Ling (2007) notes that training is viewed as an expensive investment for a business organization and is often neglected during recession.The author cites a reason as the value and contribution could not be effectively ascertained. Ling (2007) mentioned that in most studies relating to training effectiveness, the focus was on establishing the relationship between training system or practices or factors (individual and organizational) with training effectiveness, with emphasis on objective, content, organizational factors, expenditures, duration of training, coverage of employees, delivery methods, profitability, growth and overall organizati on performance.IAEA (2003) states that while it is abundantly clear that training can provide added value, a measured, isolated, determination of training effectiveness is difficult because personnel performance depends not only on training, but also on many other factors such as supervision, procedures, job aids, pre-job briefings, management expectations, and the experience and motivation of the workforce. The measurement of training effectiveness i. e. how well the training inputs are serving the intended purpose has also elicited wide reviews.IAEA (2003) identified three kinds of training outputs that organisations need to measure. They are: relating to course planning, relevance, comprehension and whatever goes on in the teaching programme and the environment; the utilisation of what is learnt on the job i. e. transferring the classroom learning to the job in terms of skills, competencies, decision making, problem-solving abilities and relationships and the like; and the change s in the mind set such as work related attitudes, values, interpersonal competencies and personal attributes.Winfred, Winston, Edens and Bell (2003) noted that the continued need for individual and organizational development can be traced to numerous demands, including maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. Training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel. The authors note that in 2000, U. S. organizations with 100 or more employees budgeted to spend $54 billion on formal training.Given the importance and potential effect of training on organizations and the costs associated with the development and implementation of training, it is important that both researchers and practitioners have a better understanding of the relationship between design and evaluation features and the effectiveness of training efforts. Sa hinidis and Bouris (2008) noted that insufficient knowledge and skills which can be imparted through training can cause employees not to feel motivated and lack commitment.Abbas and Yaqoob (2009) noted that training is designed to skill employees so they can perform well. This can be done by formally developing training programs or informally through on job training. Insufficiency in knowledge and skills may result into conflict with organizational goal achievement and eventually affecting employee performance. The authors concluded that training influences employee performance Olaniyan and Ojo (2008) note that the effectiveness and success of an organization lies on the people who form and work within the organization.Consequently, for the employees in an organization to be able to perform their duties and make meaningful contributions to the success of the organizational goals, they need to acquire the relevant skills and knowledge. In appreciation of this fact, organization like educational institution, conduct formal training programmes for the different levels of their employees. Institute for Work & Health (2010) identified two broad approaches to research on training effectiveness. One approach employs triangulation of multiple data sources and methods to gather data from end users of training.This method combines qualitative data (e. g. from key informant interviews, focus groups and observations) with various forms of quantitative data (e. g. from controlled study situations. These data are then used to assemble valid co-relational arguments for interpretation of results. The other approach to studying the effectiveness of training explores cause and effect relationships that are pertinent to the learning process or the application of learned material within the workplace. These studies use experimental designs to investigate factors related to the training process itself.They use measurable outcomes affecting individuals or work teams and, if feasibl e, gather data related to the impacts of training on the organization or relevant industry. Haslinda and Mahyuddin (2009) examined the effectiveness of training in the public sector using training evaluation framework and transfer of training elements. The findings of this study suggest that public service employees were evaluated at all five levels of evaluation, namely, the reaction, learning, behavior change, results and transfer of training levels.Factors that can affect the effectiveness of training in the public sector include lack of support from top management and peers, employees’ individual attitudes, job-related factors and also the deficiencies in training practice. The study was done in Kuala Lampur. A number of factors have been identified that influence the effectiveness of training in an organization. Haslinda and Mahyuddin (2009) identified the human resource policy of training, employees’ attitude and motivation, and the commitment of top management t o the training and development as some of the key factors.Pfeifer, Janssen, Yang and Backes-Gellner (2011) observe that training can serve as a screening device without increasing individual productivity, i. e. , the firm learns about abilities and skills of workers and can promote the best fitting (most productive) worker to the next job in the hierarchy. They also note that training might, on the other hand, indeed increase individual productivity by teaching skills and knowledge that are important to fulfil tasks at higher job levels.Gyes (2008) uses company-level panel data on training provided by employers in order to estimate its effect on productivity and wages in the food industry in Belgium. The productivity premium for a trained worker was estimated at 23%, while the wage premium of training is estimated at 12%. The study concluded that, by training its workers, a company can realise an extra added value per worker amounting to â‚ ¬1,385 higher than the cost of the requ ired training. Konings and Vanormelingen (2009) confirmed and expanded their analysis to the whole Belgian private sector.Again, the findings showed that training has a positive effect on productivity and wages. The marginal product of a trained worker is on average 23% higher than that of an untrained worker while wages increase by 12% as a result of training. Among the manufacturing subsectors, the largest productivity gains can be found in the chemicals and rubber and plastic industries. Finally, the study’s authors found no differential impact of training on the productivity of male versus female workers; however, wages increase more in response to training for women than for men.Almeida and Carneiro (2006), using a panel of about 1,500 large Portuguese manufacturing firms between 1995 and 1999, found that an increase of 10 hours per year in training per worker leads to an increase in productivity of about 0. 6 per cent. Colombo and Luca Stanca (2008) investigated the eff ects of training on employee productivity using a unique nationally representative panel of Italian firms for the years 2002 to 2005 and found that training activity has a positive and significant effect on productivity at firm level.Training also has a positive and significant effect on wages, but this effect is about half the size of the effect on productivity. Within occupational groups, the effect of training on productivity is large and significant for blue-collars, but relatively small and not significant for white-collars. Profile of Kenya Commercial Bank (KCB) The history of Kenya Commercial Bank dates back to 1896 when its predecessor, the National Bank of India, opened a small branch in the coastal town, Mombasa. In 1958 Grindlays Bank of Britain merged with the National Bank of India to form the National and Grindlays Bank.In 1970, the Government of Kenya acquired 60% shareholding in National and Grindlays Bank and renamed it the Kenya Commercial Bank. In 1976, the Govern ment acquired 100% of the shares to take full control of the largest commercial bank in Kenya. The Government has over the years reduced its shareholding in the Bank to the current 26% with the public owning the remaining 74% (KCB, 2011). The Kenya commercial bank has four subsidiaries; a wholly owned subsidiary, Savings and Loan (K) Ltd. was acquired in 1972 to provide mortgage finance.In 1997, another subsidiary, Kenya Commercial Bank (Tanzania) Limited was incorporated in Dar-es-salaam, Tanzania to provide banking and financial services and to facilitate cross-border trade within the East African region. Since inception, the Kenya Commercial Bank Group has endeavoured to provide quality and customer friendly services geared towards meeting the ever-changing customer needs. This has ensured consistent growth in customer deposits that have, in turn, provided a strong reservoir for steady growth in customer borrowings every year. Shares in KCB have, until 2004, historically underper formed most other publicly listed banks.The KCB share price has recovered dramatically since elections in 2004. KCB has more than 170 branches throughout Kenya, making it the largest banking network in the region. It has the largest number of own-branded ATMs in Kenya. Since 2004 most of the branches in Kenya have been rebranded as part of a wider corporate branding exercise. Since incorporation, KCB has achieved tremendous growth to emerge as a leader in Kenya's banking and financial sector. In 1970, the bank had 32 full- time branches, of which 25 were located in rural areas, five in Nairobi and two in Mombasa.Today, the KCB Group has the widest network of outlets in the country, comprising 170 full-time branches all of which represent over 55% of the total banking outlets in Kenya. Of the total outlets, 80% are located in the rural areas, with representation in all administrative districts. Statement of the Problem Training is an integral part of every company's agenda. Because o f the implications of training, it is important to have training that is effective. Studies have proven that more costly but effective training can save money that is wasted on cheap but inefficient training (Ginsberg and McCormick, 1998).Unfortunately, there is no rule of thumb method of effective training. Methods of training have to be analyzed and studied before companies can rely on them to train a competent workforce. Kenya commercial bank like any other organization is in the business of providing services to its customers. For the bank to effectively serve its customers, it has to have well trained employees who ensure quality service delivery. It is very important to have a needs analysis to determine which training method works best.There are several studies in this area in the banking industry in Kenya limited studies that have studied the impact of employee training on organizational productivity. There are numerous factors to be considered in making training method deci sions. Factors such as training objectives (what is aimed to be learned), cost, and trainee demographics are some important issues to be considered. The problem is to determine the effect of training on staff productivity. Purpose of the Study The purpose of this study is to establish the effect of training on staff productivity in Kenyan banks.The study is important in developing information necessary to lead organizations on the importance of training. Objectives of the Study The study will be guided by the following objectives: 1. To determine the strategies used by KCB in employee training 2. To determine the effectiveness of training methods used by KCB 3. To determine the effectiveness of training on employee productivity at KCB 4. To recommend the best training strategies for maximum employee productivity at KCB Research Questions 1. What training strategies are used by KCB? 2. What effect do the training methods have on employee productivity at KCB? . How does employee train ing affect employee productivity at KCB? 4. What are the best employee training strategies for maximum employee productivity at KCB? Justification Training has become an increasingly critical area of management for companies to enhance service quality, reduce labor costs, and increase productivity (Enz & Siguaw, 2000). Training programs can also promote teamwork; improve staff attitudes and self-awareness (Conrade, Woods & Ninemeier, 1994). Organizations must therefore focus on these different aspects in order to maintain a competitive edge in their respective industries.Organizations should remember that training begins once an employee joins the organization and should continue throughout their tenure with the organization. Training can also be provided by everyone i. e. all employees are potential instructors and students Kenya Commercial Bank has been selected due to its large size, presence and location across the regions. In addition it has a dedicated training centre at Karen (KCB Leadership Centre) from which courses are developed and imparted to staff. Training is seen as a fundamental and effectual instrument in successful accomplishment of the bank’s goals and objectives.Training not only improves staff resourcefully, but also gives staff a chance to learn their job virtually and perform it more competently hence increasing bank’s productivity. The ultimate implication of staff training can be noted in the bank’s bottom line. A study to evaluate the effect of training on staff productivity at KCB is thus necessary. Significance of the Study This study aims to explore the effect of training on staff productivity in Kenyan banks. KCB The study will deepen the understanding between perception and expectations as well as improve the knowledge of staff productivity by banks.Further it will address the fundamental aspect of the correlation that necessitates KCB to undertake training to improve the productivity of its staff. Scholars T his research will provide information to scholars as well as form a basis for further research to be conducted, here in Kenya as well as world-wide, regarding the effect of training on staff productivity in Kenyan banks. Assumptions The following is assumed: 1) All staff will be available for interviews. 2) Respondents are truthful when responding to questions on the survey. 3) Training is a pressing issue for many staff. LimitationsThe limitations faced or anticipated are: First, due to the study limiting itself to one bank, the generalization of results can be challenged. Secondly, even though there will be a concentrated effort to get the questionnaire into the hands of all staff, there is no guarantee that the individuals will actually receive and complete the questionnaires. Lastly, due to locations of some KCB branches, some of the data collection instruments will be sent via email or sent by parcel to the branches, thereby compromising on time taken to process the same. Defin ition of Terms, abbreviations and acronyms KCB:Kenya Commercial BankTraining – A process dealing primarily with transferring or obtaining knowledge, attitudes and skills needed to carry out a specific activity or task. Chapter Summary This chapter covered the background of the research, the problem statement, the purpose of the study or general objectives of this research, the research questions, the significance and scope of the research i. e. importance of the study and the definitions of Terminologies used in this research. In chapter two, I will review relevant literature that will help build on the variables and data collection methods to be used in the study. CHAPTER TWOLITERATURE REVIEW Introduction The chapter will review relevant literature on the effect of training on staff productivity at Kenya Commercial Bank. In order to have an in depth knowledge on the effects of employee training on employee productivity, the chapter provides relevant literature in the field o f study. The first part provides an overview of training; the next part examines theoretical framework and effects of employee training on employee productivity. Mugenda and Mugenda (2003) noted that literature review involves critical review of what previous work in relation to the research problem being investigated.They argue that a properly done literature review should be extensive and thorough so as to provide the researcher with an adequate base for his or her work. I hope this literature review meets their esteemed standards. Theoretical Framework Human Capital Theory Human capital theory as formalized by Becker and Gerhart (1996) is the dominant perspective on on-the-job training. This theory views training as an investment; it raises expected future productivity but at a cost. The key distinguishing feature of a human capital investment as opposed to an investment in capital concerns property rights.A machine can be sold, but in modern society, men cannot. As individuals h ave the discretion over the deployment of their own human capital, workers and firms will need to agree on an exchange in the labor market. This implies that how the costs and returns to training are shared between workers and firms is a central concern in the on-the-job training literature. Human capital theory has been further developed in the 1970s to explain the life-cycle pattern of earnings. This literature analyses the human capital investment decision of individuals in a competitive environment.One may argue that, in this model, the distinction between education and training is an artificial one. Workers choose the investment as a function of prices (and ability). Through these prices, the demand side enters. There is no strategic interaction between workers and firms. Weiss (1985) surveys this literature. In the beginning of the 1990s, the new field of economics of information resulted in applications to on-the-job training. Recent developments in the training literature fo cus on the strategic interaction between employers and employees, and as such stands apart from life-cycle theories of earnings.The focus is on market imperfections and information asymmetries. This review restricts itself to the core of private sector training theory. The reason for this focus is the scattered nature of this literature. The studies in this field differ in many modeling assumptions that complicate comparison. Yet, some common themes can be distinguished. The first major attempt to apply learning theory to educational technology was Skinner? s development of teaching machines, (Skinner, 1968). His idea was to develop curricula at such a level of detail that a learner could learn without error.The learner, his theory held, never fully recovers from making errors; once made, there remains a possibility that they will recur to disrupt future learning and performance. Consequently, effective instruction should invoke only correct responses. He was critical of traditional teaching methods because they often engender errors in learning, and because they fail to reinforce behaviour effectively. On his theory, negative reinforcement (e. g. criticism, punishment) was to be avoided. Only positive reinforcement is theoretically sound, and this must be administrated according to specific schedules to ensure effective learning.For instance, as new responses are shaped up, reinforcement should be withdrawn. Mechanical presentation of the curriculum seemed an ideal way for teaching since a perfect schedule of shaping and reinforcement could be built into the teaching programme. Kirkpatrick's learning and training evaluation theory Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning.Kirkpatrick's four-level model is now considered an in dustry standard across the Human Resource and training communities. The four levels of Kirkpatrick's evaluation model essentially measure; (1) reaction of student – what they thought and felt about the training and the reaction evaluation is how the delegates felt about the training or learning experience. (2) Learning – the resulting increase in knowledge or capability, to assess whether the learning objectives of the program are met.Learning evaluation is the measurement of the increase in knowledge or intellectual capability from before, to after the learning experience: Whether the trainees learnt what they expected to be taught; (3) behavior – The extent of behavior and capability improvement and implementation or application. Behavior evaluation is the extent to which the trainees applied the learning and changed their behavior, and this can be immediately or several months after the training, depending on the situation (the extent of applied learning back on the job. 4) Results – the effects on the business or environment resulting from the trainee's performance. Results evaluation is the effect on the business or environment resulting from the improved performance of the trainee. This involves the organizational impact in terms of improved quality of work, increased output etc. It is the acid test. All these measures are recommended for full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1-4.Effects of Training on Employee Productivity Research has shown that leadership training for executives and middle managers results in increased worker productivity (Barling, Weber, & Kelloway, 1996). Leadership development training could have the same benefits if given to the rest of the workforce (IIE Solutions, 1999). Leadership development, supervisory skills, and teamwork training often rank as the most important and most frequently offered training topics in corporations.With the amount of money budgeted for training increasing every year and the marketplace becoming more global and competitive, it is imperative that the money spent on training is utilized to the fullest extent possible (IIE Solutions, 1999). According to Kapp (1999), manufacturing firms implementing training programs can expect an average gain of 17% in manufacturing productivity. Companies must understand that training is portable; that is, the knowledge imparted to employees will leave with the employee, thus benefiting another company. This also allows new employees to bring with them the knowledge ained from previous training programs. It is from this viewpoint that a company must manage its training program to identify the skill sets needed to increase problem solving for the present needs of the business (Miller, 1997). If gains in manufacturing productivity are achieved through the delivery of leadership training to tra ditional leadership groups, can similar gains be achieved in the banking industry by providing the same training to employees? Training and Employee performance People needing training can be classified in different ways. There is a distinction between novice users and expert users.They can also be classified through their educational backgrounds, or through their current employment position. Whatever way trainees are classified, they all have different needs. It is important, when choosing a training method, to identify who is to be trained. Novice users may be computer-shy or technology-intimidated and may need personal attention. Experts may need little attention and may be bored with basic information, and therefore dampening the desire to learn. According to Campbell (2000), educational background information is important.He also says that for people with little education, structure in learning is important. Employee position is important as well. Senior management may not have the time to attend group training or may have frequent distractions. The issue of self-esteem may also be a factor. Someone high in the ranks may not want to appear stupid to his counterparts by asking a question in group training. The explanation contributed by the knowledge management approach would be that training provides employees with the knowledge, abilities and skills required by the position.In fact, Hitt, Ireland, Camp and Sexton (2001) found that training investment first generates a negative effect on results (deriving from the cost of the same), which later become positive, as far as the transfer of knowledge to the post is concerned. This effect can also be explained by taking into consideration that if employees perceive that the organisation is interested in training them and giving them confidence and intends to count on them in the long-term future, they will make more effort and be more effective in their work.Training would be an important element in generating human capital. This argument is defended by Tzafrir (2005), who considers that investment in training can make employees feel indebted to the company. From a universal viewpoint some authors have argued that it is precisely in training that a greater universal effect than in other human resource practices can be seen. This is how it was noted by Lee et al. (2005) who highlight the fact that, of the 16 best practices studied by Pfeffer (1994), training is one of the few practices where a consistent, positive impact on performance is found.The study carried out by Koch and McGrath (1996) does not directly analyze the relationship of training with performance; instead, it uses a personnel development index that showed a slightly significant effect on work productivity, measured by net sales per employee. However, this development index only gathers information through the measurement of the number of categories of jobs that receive formal training, which, to me, seems to be a very lim ited indicator of the training imparted by the company.In Huselid (1995) and Huselid, Jackson and Schuler (1997) investigation, something similar happens. The combination of human resource practices is used rather than the training variable. In the first study, Huselid (1995) uses two factors to group the practices requiring a high level of commitment, the first of which designates employee and organized structure capabilities, including a wide range of practices aimed at developing the knowledge, abilities and capabilities of employees.However, we are given to understand that it incorporates very heterogeneous practices where training has a relative weighting, since only one of the eight factor items makes reference to training (the average number of training hours received by the employee in the last year). A greater effort in training measurement can be found in the work of Delaney and Huselid (1996), who use a training index constructed from three items. The first records whethe r the company supplied some sort of training besides job position training, the second how many workers participated in hese programmes and the third a subjective evaluation of training effectiveness. Its results suggest that high performance practices in human resource management that include contracting on a selective basis, with training and incentives, are positively related with measurements of perception of the organization’s role. Training and Employee Commitment Training practices used by organizations may have an effect, direct or indirect on both employee motivation and organizational commitment (Meyer and Smith, 2000).Organizational commitment is defined, in the words of Aragon et al (2003) as the relative strength of an individual's identification and involvement in a particular organization. In order to equip their employees with the skills necessary to do their job, companies train them, in an effort to optimize their workforce's potential. Some companies, plann ing for the long-term, invest in the development of new skills by their employees, so as to enable them to handle issues not currently present, but likely to come up in the future.This kind of training can lead to high levels of motivation and commitment by the employees, who actually see the opportunity they are given. These employees' appreciation for the investment their organization is making in them is shown in their hard work and their contentment in being a member of that organization. Training, then, is expected to have a positive effect on both motivation and employee commitment Training Methods and Employee Productivity It is readily acknowledged that individuals tend to learn differently based on preferred styles of teaching (Chambers, 2005).Since these teaching styles impact the way individuals learn, training sessions could be augmented by designing the content to tap into each of the three different styles, thus appealing to a broad scope of disparate learning styles. For example, visual learners tend to process and recall information best when it is presented in a way that they can easily see the information. This can be achieved through the use of hand-outs, PowerPoint slides including pertinent information, and also other forms of multimedia such as videos or computer-based simulations.Auditory learners, by comparison, process information from more of a listening perspective. Consequently, training can be augmented to focus on this preferred style by frequent descriptions of the pertinent information. This can easily be accomplished by verbalizing the content in handouts and PowerPoint presentations. Further augmentation can be achieved by allowing trainees to discuss important content in small group settings. The third learning style, kinesthetic, includes individuals who learn best by physically doing something.Augmenting training to tap into this learning style requires the trainer to design exercises and activities that allow the learner t o be physically engaged in learning. For example, a training session on team work may include an exercise where groups, working as a team, actually work jointly to accomplish some small task. One such exercise requires groups to identify some symbol they frequently associate with the idea of teams and then to work within their groups to construct their symbol using modeling clay.This provides both visual and tactile reinforcement associated with the concepts covered in the training. Following this exercise, further discussion can reiterate important aspects of teamwork that were discussed in the training session, further reinforcing the material (Huselid, 1995). On-The-Job Training Methods The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements.Job instruction technique, job rotation, coaching and apprenticeship training ar e the common forms of on-the job training methods. Employees’ professional quality is the key of bank services, the rules and principles of work are taught in this kind of training, besides, courtesy, manners and techniques of handling interpersonal relations are taught as well. This kind of training aims to train employees to learn the best way to do the work in the most quickly and effective way (Walker, 2007). Job Instruction TrainingThis is a structured approach to training, which requires trainees to proceed through a series of steps in sequential pattern. The technique uses behavioral strategy with a focus on skill development, but there are usually some factual and procedural knowledge objectives as well. This type of training is good for task oriented duties such as operating equipment. The instructor or supervisor prepares a job breakdown on the job, while watching an experienced worker perform each step of the job.Job instruction technique consists of four steps, pr eparation, present, try out and follow up (Blandchard & Thacker, 1999). Job Rotation This is the systematic movement of employees from job to job or project to project within an organization, as a way to achieve various different human resources objectives such as: simply staffing jobs, orienting new employees, preventing job boredom or burnout, rewarding employees, enhancing career development, exposing employees to diverse environments (Woods, 1995).Excellent job rotation program can decrease the training costs while increases the impact of training, because job rotation is a hand on experience. Job rotation makes individuals more self-motivated, flexible, adaptable, innovative, eager to learn and able to communicate effectively. One of the possible problems with the rotation programs is the cost, because job rotation increases the amount of management time to spend on lower level employees. It may increase the workload and decrease the productivity for the rotating employeeâ€⠄¢s manager and for other employees.Job rotation may be especially valuable for organizations that require firm-specific skills because it provides an incentive to organizations to promote from within (Jerris, 1999). Coaching This is the process of one-on-one guidance and instruction to improve knowledge, skills and work performance. Coaching is becoming a very popular means of development, and often includes working one-on-one with the learner to conduct a needs assessment, set major goals to accomplish, develop an action plan, and support the learner to accomplish the plan.The learner drives these activities and the coach provides continuing feedback and support (DOE Handbook1074, 1995). Usually coaching is directed at employees with performance deficiencies, but also used as a motivational tool for those performing well. Coaching methods solve precise problems such as communication, time management and social skills. Executive coaching generally takes place on a monthly basis and continues over a period of several years. Often, coaches are brought in where there is a change in the structure of the company, when a team or individual is not performing well or where new skills are required.Coaching assumes that you are fine but could be even better (Kirwan, 2000). Apprenticeship This is one of the oldest forms of training which is designed to provide planned, practical instruction over a significant time span. Apprenticeship was the major approach to learning a craft. The apprentice worked with a recognized master craft person (McNamara, 2000). Training and Employee Effectiveness Analysis from the beginning is definitely needed for training to be effective. The effectiveness of training is usually measured through user performance (Yi & Davis, 2001).They introduces the idea of training validity which assess the performance of trainees in relation to the criteria set by the training. Training must always be evaluated with respect to both its immediate and long term impacts (Patton & Marlow, 2002). It starts from the training experience to the training outcome. The training experience includes the actual training and the immediate effects of the training based on performance. Training outcomes are the long term effects of the training (Carroll and Rosson). Researchers who have analyzed the impact of type of firm and firm size n employee training examined the training budget as the dependent variable Hitt et al (2001). A variety of training programs (in particular, informal training programs such as on-the-job training, job rotation, and apprenticeships) not usually included in the training budget were not considered, as though skills and knowledge acquired through these training programs are not relevant. Sirmon and Hitt (2003) drew attention to the importance of informal training to skill and knowledge acquisition in small firms.In spite of the fact that in the real entrepreneurial world only a small number of companies measure the impact of training on the results (Koch & McGrath, 1996) several authors suggest that training is an instrument that makes the generation and accumulation of human capital possible. Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Huselid, 1995).Given evidence that the support from peers in a training venue can impact the overall effectiveness of the learning (Armstrong, 1998). It might be beneficial to augment training by providing contact information on other training participants, encouraging trainees to communicate and interact following the training session. This could be done on strictly a voluntary basis where trainees could be asked to provide contact information to be listed on a roster of participants, thus minimizing potentially offending those wishing to keep their contact information private.This in formation could be obtained prior to the training session and then the roster could be distributed during the session. In addition to obtaining contact information, trainers could also ask participants to voluntarily provide information related to key knowledge and skills that may further enhance the likelihood that trainees would contact others for the purpose of networking or benchmarking.The perceived importance of training to improvements in productivity, sustained competitive advantage, and ultimately to firm performance has led governments in various countries to invest considerable resources into programs that encourage management and employee training in enterprises (Patton and Marlow, 2002). It is believed that training is a powerful agent to development of capabilities and to growth and profitability of the firm (Armstrong, 1998).Koch and McGrath (1996) argued that firms that invest in employee training engage in formal performance appraisal, and link these to incentive co mpensation are likely to have lower employee turnover, higher productivity, and enhanced financial performance. Cosh, Duncan and Hughes (1997) suggested that training would enhance the survival rate of small firms. Similarly, Delaney and Huselid (1996) noted that the most successful firms provide employees more training than average. Ford and Wroten (1984) established a link between employee training and superior firm performance.In addition, small business failure has been linked to poor management skills. It is argued that management training should greatly improve firm survival and performance (Ford & Wroten, 1984). Macrae (1991) established that major distinguishing factors between high-growth and low-growth small firms are the education, training, and experience of their senior managers. The existing literature tends to focus on management training (Heneman, Tansky & Camp, 2000) to the exclusion of other forms of employee training.Few researchers have investigated the determina nts of training in organizations and in all cases the dependent variable-training–was measured by a single variable, the training budget. Because informal training is often not accounted for in the firm's books, the literature tends to be biased toward formal training. Employee training and development is an important programme that promotes employees in an organizational set up. The need for manpower development programmes cannot be overemphasized, as the application of acquired skills will go along way to ensure effective productivity in a world of work.Many employees have failed in organizations because of lack of basic training which was not identified and provided for as an indispensable part of management function (Nwachukwu, 1988). As such, for an organization to realize the full potential of its employees, adequate employee training is necessary to ensure that the organization realizes its objectives. Olaniyan and Ojo (2008) note that training physically, socially, in tellectually and mentally are very essential in facilitating not only the level of productivity but also the development of personnel in any organization.The authors define training as a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are relevant to organizational needs. Training and development are required for staff to enable them work towards taking the organization to its expected destination. Training Quality and Performance Employee performance is an important building block of an organization and factors which lay the foundation for high performance must be analyzed by the organizations.Since every organization cannot progress by one or two individual’s effort, it is collective effort of all the members of the organization. Performance is a major multidimensional construct aimed to achieve results and has a strong link to st rategic goals of an organization (Mwita, 2000). Managers at all the levels have to input their efforts and make maximum use of their abilities which sometimes are produced under supervision or without it. However, there are many expectations from managers working for an organization.These expectations are sometimes fulfilled but in some situations these managers may be running to their boss for guidance. Therefore, the managers must be developed so that they can think and work on their own and fulfill their responsibilities innovatively, while understanding and foreseeing the market and business situations. Consequently question arises that how an employee can work more efficiently and effectively to increase the productivity and growth of an organization.William Edward Deming, one of the quality Gurus defines quality as a predictable degree of uniformity and dependability at low costs and suitable to the market, he advises that an organisation should focus on the improvement of the process as the system rather than the work is the cause of production variation (Heyes, 2000) Many service organisations have embraced this approach of quality assurance by checking on the systems and processes used to deliver the end product to the consumer.Essentially this checks on; pre-sale activities which encompass the advice and guidance given to a prospective client, customer communications ( how well the customers are informed of the products and services, whether there are any consultancy services provided to help the customers assess their needs and any help line available for ease of access to information on products), the speed of handling a client’s transactions and processing of claims, the speed of handling customers calls and the number of calls abandoned or not answered, on the selling point of Products/Services a customer would be interested to know about the opening hours of the organization, the convenience of the location and such issues (Lee, Lee & Pen nings, 2005). This is only possible when employees are well trained and developed to ensure sustainability of the same.Heyes (2000) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behaviour. It must support some organizational and goals, such as more efficient producer or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behaviour affected through training should be aimed at supporting organization objectives. According to Armstrong and Baron (2005) all organizations are concerned with what should be done to achieve sustainable high levels of performance through people. This means giving close attention on how individual can best be motivated through such means as incentives, rewards, leadership and training.The aim is to develop mo tivation processes and work environment that will help to ensure that individuals deliver results in accordance with the expectation of management. For current employees whose job performance is not satisfactory. It may be that some type of additional training can help to bring them up to pair. Such training needs may be experienced with employees or with group of employees or individual who need additional training it is necessary to determine what they need. According to Heyes (2000), Training can only add value results if there is an opportunity for added value. Either the business is not performing effectively because people are not performing, or there is a market opportunity, which can be exploited but requires some new training or development.Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Tzafrir, 2005). The quality of employees and their development through training are major factors in determining long-term profitability and optimum performance of organizations. To hire and keep quality employees, it is good policy to invest in the development of their skills, knowledge and abilities so that individual and ultimately organizational productivity can increase. Traditionally, training is given to new employees only. This is a mistake as ongoing training for existing employees helps them adjust rapidly to changing job requirements.Organizations that are committed to quality invest in training of its employees (Evans & Lindsay 1999). According to Evans and Lindsay (1999), Xerox Business Products and Systems invest over $125 million in quality training. Motorola & Texas Instruments provide at least 40 hours of training to every employee quarterly. A complete employee training program includes a formal new hire training program with an overview of the job expectations and perform ance skills needed to perform the job functions (Odekunle, 2001). A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure.The more background knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization. Models for Measuring the Effectiveness of Training Measuring the training effectiveness should be an important asset for the organizations. There are some criteria for measuring the success of training; direct cost, indirect cost, efficiency, performance to schedule, reactions, learning, behavior change, performance change (Sheppard, 1999). The Kirkpatrick’s Four Level Approach It was created by Donald Kirkpatrick in 1959, at the time; he was a professor of marketing at the University of Wisconsin.It is still one of the most widely used approaches. His four level of evaluatio n are: reaction – a measure of satisfaction, learning – a measure of learning, behavior – a measure of behavior change and results- a measure of results (Phillips, 1997:39). Kirkpatrick model is now nearly 45 years old. Its elegant simplicity has caused it to be the most widely used methods of evaluation training programs. ASTD’s (American Society for Training Development) survey, which reports feedback from almost 300 Human Resource executives and managers, revealed that 67% of organizations that conduct evaluations use the Kirkpatrick model (Stone and Watson, 1999). Table 2. : Kirkpatrick Four Levels of Evaluation |Level 1: Reaction |Were the participants pleased? | | |What do they plan to do with what they learned? | |Level 2: Learning |What skills, knowledge, or attitudes have change? By | | |how much? | |Level 3: Behavior |Did the participants change their behavior based on | | |what was learned in the program? |Level 4: Results |Did the change in be havior positively affect the | | |organization? | Resource: Stone J. and Watson V. , (1999), Evaluation of Trainig, www. ispi-atlanta. org Kaufman’s Five Level of Evaluation Some researchers, recognizing some shortcomings of Kirkpatrick’s four level approach, have attempted to modify and add to this basic framework. Kaufman offers one such presentation. Kaufman has expanded the definition of Level 1 and added a fifth level addressing societal issues (Philips, 1997:40). At level 1, the factor of the concept enabling addresses the availability of various resource inputs necessary for a successful intervention.At Level 5 is the evaluation of societal and client responsiveness, and consequences in payoff. This moves ev

Asian American Observer Essay Example | Topics and Well Written Essays - 1000 words

Asian American Observer - Essay Example After reading the Asian America Observer (2012), a reader will get the impression that gender inequality is a pressing issue in Asian American culture. The newspaper features many articles about women and gender issues and this shows that they are most prevalent in the Asian American community. Apparently, women have it tough in acquiring descent job opportunities because of gender privileges. These privileges offer men more opportunities than it tends to for women. Asian American Observer has provided a good understanding of the social issues in Asian American culture as well as the current events that affect Asian Americans. The observer has included several publications that show the community has more social issues relating to gender and women than any other culture. This is seen as a good effort in creating awareness about this community as individuals will understand the culture better therefore make great contributions in bringing about change (Asian America Observer, 2012). A sense of racial solidarity has been noted in the Asian culture since they have a family orientation in the Asian American community. This matter however does not hide the fact that social issues regarding gender and women are prevalent in Asian American culture. ... Men are also more likely to get well paying jobs in high civil positions. There is a stereotype in the Asian American culture where men are believed to be more productive than women. Men will therefore receive more challenging responsibilities compared to women in the work environment. The observer has shown how gender privileges put women at a huge disadvantage as they are left to compete for the degrading and poor paying jobs (Asian America Observer, 2012). They tend to suffer as they are forced to labour under poor conditions. It has also been noticed that men are more likely to benefit from programmes developed for employees in the work environment compared to women. This shows there is limited access of women to training as well as preparation for other opportunities in the place of work. The event had an aim of raising Asian American cultural sensitivity to ensure women are not sidelined at work and should benefit from opportunities that arise in the work place as much as men d o. It is believed that gender equality will offer opportunities to both men and women therefore make better contribution towards team effort. The current event aimed at moving towards the development of Asian America as a community. It stated clear goals and objectives that would contribute in empowering members of the community, especially women. It had been noted that Asian Americans from Philippines, China, Korea and Japan used to work in farm plantations as most of them lacked formal education. The event had an aim of bringing together all Asian Americans so that they can educate individuals who are in the community as well as outside to make Asian Americans realize the real meaning of their culture. This would help

HRD Essay Example | Topics and Well Written Essays - 500 words - 4

HRD - Essay Example onal communication informal workplaces relate to leadership, communication climate, performance enhancement, evaluation and work control systems networks. Organizational communication currently in the business world is probably the most stunning interpersonal communication. Each employee in the workplace must more often than not perform interpersonal communication (Barker & Angelopulo, 2006). Communicating with other colleagues in a workplace is a process that cannot be viewed as of lesser importance. Organizational communication is of an uttermost complexity and significance especially in teamwork operations. Communication is a key element and role player in everyone’s life. This makes organizational communication in the workplace a larger key for cultural normalcy and expectancy. Every employee should communicate to one another in every department in the organization. This boosts interpersonal relations between the works to work collectively towards a common goal and objectives. To the younger individuals, school may appear to be the main agency for social communication while later in life, the job you occupy partake this role. It is socially stated and seen as a norm that later in adulthood life, people should have jobs for survival means. The best way to put organizational communication’s definition is that it is the pre-eminent way so far to survive at the workplace. Organizational communication concurrently gives guidelines in as far as respect to the managerial teams is concerned. Consequently, this organizational process binds the workers together because it is a sociological norm attribute. Organizational communication as a sociological norm quickens the individual adaptation to their jobs. Adaptation attribute at the workplace is the most important aspect of the work environment. The only way, therefore, to adapt to the working environment and be able to participate in everyday work life is to be able to communicate with the colleagues at

The impact of Directive on UK Law Essay Example | Topics and Well Written Essays - 1750 words

The impact of Directive on UK Law - Essay Example Van Duyn made it clear that this was also true of Directives. If Directives are binding then it is possible that they will be relied upon in national courts, but clearly each case will turn on its own facts. Therefore since Z works for a Council this can be construed as an emanation of the State (specifically Case 103/99 Costanzo [1989] ECR 1839) and it is submitted that prima facie he is able to rely on the government’s non implementation directly in a UK court or tribunal provided the Directive is unconditional and sufficiently precise. However this is not true for D. His employer is a private company and as seen in the following case, the Court of Justice does not allow the direct horizontal enforcement of Directives. In Case 152/84 Marshall v Southampton and South-West Hampshire Area Health Authority (Teaching) [1986] ECR 723 [1986] 1 CMLR 688 Helen Marshall sought to sue a health authority for retirement age discrimination under the Equal Treatment Directive 1976. Her employer dismissed her at 60 in line with her contract. National law exempted retirement matters from its scope -- it did not impose retirement age at 60 - - only that women became eligible for pension at 60. The Court of Justice held that there was no ‘horizontal effect’ to a Directive where a government had failed to implement a Directive. Helen Marshall could not sue the Health Authority in these circumstances. If the employer is not the State or an emanation of the State then the Court of Justice allows the national court to look at indirect effect.

Case study review Coursework Example | Topics and Well Written Essays - 1000 words

Case study review - Coursework Example However, one weakness reflected is that of high operating expenses. This is because the revenue is in â€Å"billions† whereby the net profit is only amounting to a few â€Å"millions†, thereby reflecting high expenses. High expenses could lead to operational inefficiency as well as higher prices for customers; therefore, they need to be controlled. On the other hand, the company has the opportunity to grow as it is currently only medium sized. By employing more people and increasing operations it can take advantage of economies of scale and lower prices for customers. Finally, it is likely that the company is facing the threat of high expenses owing to factors beyond its control such as rising labor costs and interest rates. 2. Fitness First Group Ltd Fitness Ltd’s strength lies in its geographic diversification as it is â€Å"international† in nature and has operations in 15 countries. Therefore, it can take advantage of lower costs in other countries as well as reduce legal and regulatory risks by operating in different countries. However, it may potentially possess weakness in the form of mismanagement of multi-cultural international markets. Furthermore, since the company is large in size and scale, HR conflicts and conflict between the strategies for home country versus host country is likely to be inherent. The company faces the opportunity of further expanding its geographic base and expanding into other countries, such as emerging BRIC economies, to take advantage of the rising health issues and increased demand for fitness by consumers in these countries. Furthermore, it can â€Å"go public† rather than remaining a private limited company as doing so will give it access to greater amount of finances and capital to run the business. This is particularly relevant because the company has international operations which may require share capital to sustain them. Finally, the company faces the threat of intense competition owing to its international operations. It is worth noting that the company may have to compete with already established players in countries other than its home country which would entail a potential risk of failing in those countries altogether. Furthermore, customers’ preferences, habits and lifestyle may be different in these countries and this is particularly relevant since the company is offering lifestyle-based service- fitness. 3. Oxford BioMedica plc The company’s strength lies in its association with an already established brand- â€Å"Oxford University† which shall give it enhanced reputation compared to its competitors. However, its weakness is that the company may require greater funds for further research and development as scientific research is typically cost. An amount of ?130mn may, therefore, be insufficient for this purpose. As far as opportunity is concerned, the company may have access to greater funding owing to funds provided by health and scientific organizations that generally have huge budgets for research and development. This funding can be used to develop innovative medicines as is the core mission of the company. However, the threats are also likely to be high owing to the controversy surrounding â€Å"gene-based† medicines. This means that lack of political will and regulatory compliance may delay patent protection which could ultimately put the large

Explain How Advertising may be used as Barrier to Entry of New firms Coursework

Explain How Advertising may be used as Barrier to Entry of New firms Into an Industry - Coursework Example Now both these definitions focus on how advertising is seen as a significant metaphor for marketing a product or service which holds importance within the realms of an organization (Starbuck, 2010:49). This paper discusses how advertising has been used as a barrier towards entry of new firms within an industry which can even span another country or region for that matter. The need is to understand how different sorts of advertising exist within the world of marketing. These could be comprised under the product advertising, service level advertising, consumer advertising, business to business (or trade) advertising, digital advertising, experiential advertising and a number of other tenets that are given significance. Essentially speaking, all forms of advertising look to address where the customer is headed and how to draw his attention which shall eventually make a sale if he feels interested (Molho, 1994:66). Advertising allows him to feel interested, get away from the competing products or services that stand in the way of this product or service which is being advertised, and so on. Advertising can be used for a number of reasons and when the need is to act as a barrier to entry of new firms within an industry, its objective becomes different. This is because advertising aims to make a sale but if the end goal is to disallow others to come forward and avoid their sales process, then perhaps this form of marketing communication is playing a somewhat distinctive role in entirety (Zottola & Parr, 2014). Advertising has changed its shape and form with the passage of time. Now the big players are doing their utmost to forbid others from entering their respective line of business. Bigger brands are doing it all the time (Tremblay, 2001:145). They are enacting strategies that shall make this happen in one way or the other. However, what must be comprehended here is the reason as to why advertising is being used as a barrier to entry and

A Theory of Dividends Dissertation Example | Topics and Well Written Essays - 10500 words

A Theory of Dividends - Dissertation Example The main dividend policies practically adopted by most of the companies world wide can be basically divided into four categories. Constant dividend system tops the list followed by constant dividend ratio system, dividends equal to free cash flow system and sticky dividend system (Internet, Introduction to Dividend Policy & Theory, two issues, 1). In the constant dividend system, companies pay sum constant amount as dividend every year irrespective of the profit range while in the constant ratio system, they adopt a constant ratio on earnings.   The latter is also known as the EPS or DPS meaning earnings per share or dividend per share. In the third system, quantum of free cash flow guides the payment. In the last one, also known as the Lintner Model, companies adopt a sticky method in which dividends are first paid in a low level and then increased after some years. This is mainly done to enhance the confidence of investors and shareholders.  Dividend theoriesWhy should companie s declare dividends? It is the responsibility of the managements to show some monetary benefit to the investors who have invested their savings. Companies conduct their business with the investments offered by the shareholders and it is their bounden duty to offer dividends in return to them. But, as the shares of the companies are traded in the stock markets, it is natural for market players to link the dividends to the share prices. It is true that there are some companies that do not pay dividends.

The value of using the writing process Essay Example | Topics and Well Written Essays - 750 words

The value of using the writing process - Essay Example The value placed on writing and reading arises out of the individual’s shared need to become literate which is an important function in the culture and the society. It is crucial for the writers to generate quality works (Kamehameha Schools, 2007). The value of the writing process is that it requires us to think critically, reflect on our experiences, and examine what is important to us as individuals. Through the natural process of examination and self-reflection, we begin to see ourselves more clearly. The writing process has proved to be valuable for both personal and professional growth. Effective writing process starts with the pre-writing process.When conducting research to form ideas, it is important for the individual to obtain credible academic sources, evaluate opinions, beliefs and biases as relevant to the sources, consider his or her audience, and brainstorm the information gathered. Capella University (2007) states that it is important for the individual to keep track of all the sources and bibliographic information that will be applied in the writing. It is important that the audience be analyzed appropriately in order to meet their expectations. The writer should think hard about the person who will read his piece and what they expect to accomplish from it (Goddard and Hatcher, 2005). To brainstorm the ideas gathered, the individuals should write those ideas in phrases and resist the desire to make any changes or corrections (Capella University, 2007; Bovee and Thill, 2007). Developing a draft is crucial for research and organizing ideas. Most people have issues with their drafts because they either overvalue it or undervalue it. After organizing the points, one can go ahead and begin the draft (Goddard and Hatcher, 2005). Paraphrase the information gathered by presenting it comprehensively, but make sure that the information is rewritten in own words. Paragraphs with similar ideas should be structured together. Each first sentence of the paragraph should be taken as the topic sentence or a mini-main idea (Capella University, 2007). It is important to share the drafts with others and to determine clarity of the points given. An important component of the writing process is revising and editing. The step entails big changes only. In the revising process, delete or move segments that are in the wrong place or unnecessary, and mark the sections where you have omitted something crucial or where you need to support or expand a point (Goddard and Hatcher, 2005). It is also crucial to consider effective synonyms and ensure that thoughts and sentences are complete. This ensures that the phrases or words flow in a logical manner. During editing, one should work on things like word choice, spelling, punctuation, grammar, and sentence structure. In this process, it is important to find someone worthy to read and comment on the piece of writing. One can create a good mutual-aid group who can assist in proofreading the work and making suggestions(Goddard and Hatcher, 2005). The writing process is applicable in all writing to grow and self-respect. Writing skills will assist individuals to succeed in any setting whether academic, professional or personal. In the professional setting, the writing process enhances basic and detailed written communication skills (Bovee and Thill, 2007). Confidence is increased by good writing pieces. Confidence leads to greater success and the pride in own writing initiates the process of self-reflection. Writing is an important learning process because writing skills involve creativity, and informed writing improves knowledge. The knowledge gained is applied to daily interactions. Fitzgerald, Graham, and MacArthur (2008) state that the writing proce