Employee Development

Abstract
Purpose – The purpose of paper one of the two-article series exploration of human capital assessment is to examine the strategies by which library administrators can assess and benefit the human capital performance of their library and to lay the groundwork for the discussion of the strategic challenges of assessing and valuing human capital in article two.
Design/methodology/approach – This paper uses a literature review to identify potential strategies and metrics for library administrators to assess human capital productivity.
Findings – Human capital is an increasingly essential element of organizational performance assessment. Effectively assessing library staff expenditures (which generally receives the largest
expenditure allocations within the library’s budget) and the resulting performance generated by the staff, who are the primary knowledge tools and providers of the library’s services, is an ever increasing possibility to account for greater amounts of tangible and intangible organizational performance. Library administrators have multiple options for developing effective strategies and metrics by which to assess their libraries human capital performance.
Originality/value – Developing an effective human capital assessment process as a standard component of the library’s performance and budgetary assessment processes would benefit libraries and their administrators by increasing the organizational performance information available for resource allocation decisions regarding library staff development, recruitment, and retention in the larger overall management decision making and planning processes.
Keywords Assessment, Human capital, Intellectual capital, Recruitment, Retention, Employee development
Paper type Conceptual paper

Today companies are attempting innovative ways for employee training and development to accrue the financial returns by developing able candidates for the managerial and leadership positions. The present article uses secondary sources of information to build on the basic structures of mentoring programme for signifying the effective way of employee development.

attempting innovative ways for employee training and development to accrue the financial returns by developing able candidates for the managerial and leadership positions. The present article uses secondary sources of information to build on the basic structures of mentoring programme

In an increasing number of hotels, hospitality is being used to improve productivity and care quality. The research was conducted in the hospitality industry, specifically in private hotels in Sulaimaniah. The study looked at the perspective of change management in the hospitality industry, specifically in private hotels. However, due to an implementation difference: the gap between plan and execution, the hospitality industry has difficulty implementing reform initiatives. The aim of this paper, from a change management standpoint, is to increase scientific knowledge about factors that reduce the implementation gap and facilitate the transition from "toolbox lean" to real lean hospitality transformation. To find a change management perspective in the hospitality industry, the researchers used a quantitative analysis approach. A total of 90 administrative staff members from private hotels were given the questionnaire at random. The participants in this study were 76 people from various private hotels in Iraq's Kurdistan province. The researchers used multiple regression analysis to assess their established research hypotheses, while the Sobel test was used to determine the function of the mediator, which is the change management initiative. The results showed that all research hypotheses are supported, with the third research hypothesis receiving the highest value, stating that change event mediates education and strategic success, and the first research hypothesis receiving the lowest value, stating that change event mediates technology change and strategic success. Furthermore, it was discovered that change eventplay a constructive and significant role in bridging the gap between change management and strategic performance.

Knowledge Management is a process by which organization collects, organizes, analyzes,synthesizes and stores knowledge in a way that it is available to the employees. The management of knowledge is important for organisational survival. Employees are the most important assets for any organization. This paper aims to examine Knowledge Management and its impact on retention of employees in organizations. Further, it also emphasizes on knowing the factors which affect employee retention through Knowledge Management. This study is based on secondary data. The data has been collected from literature available on Knowledge Management and employee retention. The study reveals that there is a significant relationship between Knowledge Management and employee retention.

Individuals in an organization form its vital resource and must be valued, nurtured and retained. Employees are the most valuable assets and truly the backbone of an organization. Every employee in his/her own way contributes towards the success or failure of an organization. Without employees in an organization, even the most powerful machinery with the latest technology would not function. Employees should not treat their organization as a mere source of earning money. Remember, your job is not just to come in the morning, leave in the evening and receive your paycheck. On the other hand, employers should not treat their employees as slaves. Employers must invest their time and resources in training and developing their workforce for them to become indispensable resources later on. Employees should be developed and prepared to face even the worst situations.

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This study entitled " A Quality of Work Life of employees' in Arumugam Spinning mills (p) ltd, Chatrapatti ". The extrinsic determinants of QWL such as pay, benefits. QWL play a major role for job satisfaction. It automatically improves organizational and operational productivity. It also can develop working conditions that are excellent for employees as well as for the economic health of the organization. Quality of Work Life has direct impact on human outcomes and it significantly needed to reduce absenteeism, minor accidents, and grievances and quits. This study is to analyse the various factor influencing the quality of work life such as Adequate and fair compensation, working environment, development of human capacities, flexible work schedule. In this study to analyse the relationship between Quality of work life and overall satisfaction among male & female employees' in Arumugam spinning mills (p) ltd, Chatrapatti.

Sexual harassment represents one of the most prevalent forms of dysfunctional behavior observed in the workplace today. More studies need to be done not only for understanding the issues, predictors and consequences of sexual harassment but also to identify related theories in understanding the sexual discrimination at the workplaces. More local empirical evidences are needed to understand employees’ level of awareness towards sexual harassment and their experience of sexual harassment incidences at the workplace locally. It should also be noted that all companies should have their sexual harassment policy at the workplace. The sexual harassment policy should be distributed to all organizational members as to ensure the organizational members will aware that there is a zero tolerance towards harassing behavior. However, the tolerance towards sexual harassment also depends to the individual understanding. As such, this study will discuss in details the definition, predictors and consequences of sexual harassment in the workplace in order to equip women the knowledge on the nature of sexual harassment.

Knowledge Management is a process by which organization collects, organizes, analyzes,synthesizes and stores knowledge in a way that it is available to the employees. The management of knowledge is important for organisational survival. Employees are the most important assets for any organization. This paper aims to examine Knowledge Management and its impact on retention of employees in organizations. Further, it also emphasizes on knowing the factors which affect employee retention through Knowledge Management. This study is based on secondary data. The data has been collected from literature available on Knowledge Management and employee retention. The study reveals that there is a significant relationship between Knowledge Management and employee retention.

Organizations strive for high productivity, which is dependent strategic aligning to organization objective. Human capital is
one of the most important resources that can be used to create that competitive edge increasing organization to production.
Human capital can then be motivated through employee retention strategies which involves employee development or
compensation strategies. The study is concern in the two strategies of employee retention hence it investigates whether
organization should go for employee development strategy or compensation strategy in order to increase productivity. This
study specific objective is to investigate effect of training, career development and compensation strategies on the productivity
of the organization. Vrooms’ expectancy theory and job embeddedness theory was linked with the employee retention
strategies. Descriptive research design was utilized. Target population consisted of 223 employees where a sample of 69
employees were selected from banks in Kericho namely KCB, Cooperative, DTB, Sidian, Family, Chase and Equity bank.
Regression analyses were used to substantiate which strategies was the most appropriate as job retention strategy. The research
found that most employee were motivated through compensation hence had positive significant contribution to organization
performance. It had also the highest beta coefficient which was the most appropriate employee retention strategy. Training and
career development had positive contribution to organization production but training was found not to be a significant as job
retention strategy on organization productivity. Career development was significant but was rate to have low effect to
production as compared to compensation. The paper found that it is important to consider compensation as job retention
strategy which results to higher organization productivity. Organizations that pay their employees well results to high
productivity than the counterpart organization. Training and career development may come later after compensation.

Employee training and development play a significant role in the human resource management in today’s workplace. Many recent studies have found a direct relationship between employee training and productivity as well as efficiency and profitability. This paper provides a thorough research about employee training in today’s workplace and its impact on human resource management. The paper further provides the definition as well as the importance and benefits of employee training. The focus of this study is to explore workplace trends related to employee training such as classroom training, computer-based learning, online learning, and mandatory training. The paper also attempts to explore the advantages and disadvantages of employee training based on the opinions and research studies of different authors and experts.  After exploring the studies of opposing sides, the paper will evaluate the evidence to reach a conclusion about the impact of employee training on employees, organizations, and human resources.

Abstract
Training has become the buzz word in the dynamic competitive market environment.Human capital differentiates a
great organization from a good one. Organizations investing in effective training and development for human resource
tend to achieve both short and long term benefits. This study presents a literature review on the significant of training and
development on employee productivity. Employees tends to become absolute, and therefore making the need to adapt to
the continuous learning and updating of the skill and knowledge invaluable, due to the organizational, technological and
social dynamics. Thus, in order for organizations to achieve optimum returns from their investment, there is imperative
need to effectively manage training and development programmes. However, the most vital asset of every organization
under stiff and dynamic competition is its human capital. Training and development is an instrument that aid human
capital in exploring their dexterity. Therefore training and development is vital to the productivity of organization’s
workforce.

Key words: Employee Training, Employee Development, employee Productivity.

The study investigated the trade Unions emerged from the efforts of workers to seek improvement on existing working conditions through collective actions. They function to provide social, economic, political and psychological benefits for their members as well as the platform for participation in managerial functions in the industry. Today's unions are no more mere bargaining agents or lobbyists but rather transformed into a social movement through which the working class has promoted mass democracy. In the face of persistent agitation for participatory democracy in the larger polit, A structured questionnaire was used to gather data from the sample of fifty (50), Taro Yamene's formula was applied to determine the sample size which was selected from the total population. The desired sample size was selected by the use of convenience sampling techniques. The main research instrument used is questionnaire they were administered personally with severe questions relating to the research objectives. Both independent and dependent variables are measure on Likert Scale rating. The Likert Scale assessment criteria are ranked on a 4-point scale. Statistical Package for Social Science (SPSS, version 23.0) program was used to analyse the data. Demographic data was produced by using frequencies and percentages also, Mean and Standard Deviation table. The hypotheses were tested using Pearson Correlation and Multiple Regression analysis. The research reviewed some literature and is hedged on the pluralist perspective. The findings revealed that these unions are yet to imbibe the tenets of democracy in their internal administration as, for example, female participation in their activities is only about 23 percent. The study therefore recommends appropriate measures to ameliorate the situation.

and works at the University of Amsterdam as a teacher and researcher. Her main research interests are internal communication in general and communication during organizational change and participative decision making in particular. 2 Wim J.L. Elving is associate professor at the department of Communication of the University of Amsterdam. His research interests are internal communication, communication during organizational change, the organization of communication in organizations and corporate social responsibility. He co-authored two books on communication management and on the development of the communication professional in the Netherlands, and several articles in journals such as Public Relations Review, European Journal of Marketing, Corporate Communications, an international journal, Journal of Business Communication. Currently, he is editor in chief of Corporate Communications, an international journal.

Individuals in an organization form its vital resource and must be valued, nurtured and retained. Employees are the most valuable assets and truly the backbone of an organization. Every employee in his/her own way contributes towards the success or failure of an organization. Without employees in an organization, even the most powerful machinery with the latest technology would not function. Employees should not treat their organization as a mere source of earning money. Remember, your job is not just to come in the morning, leave in the evening and receive your paycheck. On the other hand, employers should not treat their employees as slaves. Employers must invest their time and resources in training and developing their workforce for them to become indispensable resources later on. Employees should be developed and prepared to face even the worst situations.

This case study gives students the opportunity to understand digital technologies and their contribution to employee development and learning in organisations. It provides an illustrative example to consider why and how organisations may design and develop digital and blended learning solutions, and some of the associated challenges. The issues of increasingly competitive global marketplace and the processes involved in designing, developing and implementing digital learning content are also raised, providing a useful classroom activity.

Performance evaluations are an integral part of most Human Resource systems. For this reason, performance evaluation systems command an inordinate amount of research attention. This study assesses attitudes of Human Resource directors in Texas state agencies with regard to key aspects of the 360° performance evaluation process. First, an examination of literature identifies recurring themes, issues and characteristics associated with the implementation and use of 360° systems including organizational culture, anonymity, utilization, accountability, resources, training and rater variance. To assess attitudes regarding key characteristics of the 360° evaluation process, data were collected from Human Resource directors in Texas state agencies via survey questionnaires.

Next, the study reports attitudinal findings from the survey with regard to key characteristics derived from the literature review. Results indicate that Human Resource directors generally agree with the information pertaining to the conceptual categories revealed through the literature review. The findings indicate, for example, that organizational culture is a strong predictor of the success or failure of the implementation of 360° feedback systems. There is also support for the incorporation of accountability mechanisms, training and resources. Interestingly, it is found that utilization of feedback data for purely developmental purposes does not necessarily preclude sharing data with supervisors even though the data will be included in performance appraisals. This is important because experts in the field argue that feedback ceases to remain purely developmental when it is shared with supervisors and included in the performance appraisal process.

Finally, recommendations for future research are identified. One suggestion is to study organizations actually utilizing the 360° performance evaluation process. As agencies could potentially employ some, but not all, elements of 360, future research may focus on elements or portions of the process state agencies use. Subsequent studies may also include a population representative of all state agencies and may compare and contrast 360° systems in public and private sectors.

Training has become the buzz word in the dynamic competitive market environment.Human capital differentiates a great organization from a good one. Organizations investing in effective training and development for human resource tend to achieve both short and long term benefits. This study presents a literature review on the significant of training and development on employee productivity. Employees tends to become absolute, and therefore making the need to adapt to the continuous learning and updating of the skill and knowledge invaluable, due to the organizational, technological and social dynamics. Thus, in order for organizations to achieve optimum returns from their investment, there is imperative need to effectively manage training and development programmes. However, the most vital asset of every organization under stiff and dynamic competition is its human capital. Training and development is an instrument that aid human capital in exploring their dexterity. Therefore training and development is vital to the productivity of organization's workforce.

Staff performance management is globally recognized as an important human resource management process in organisations that seek to achieve peak performance, stay ahead of competition and continue to be a vibrant going concern. There are however a significant number of organisations that are yet to appreciate and give prime focus to the central place of staff performance appraisal and management in the pursuit of peak business performance. The author used the participant and non-participant observation methodology to study many organisations over several years. The study reveals that, while many multinationals and blue-chip companies in the private sector carry out effective staff performance appraisal and management according to global best practices, most Small-and-Medium-Scale Enterprises (SMEs) in developing economies are yet to accord effective performance appraisal and management the central place it deserves in business management and organisational development. This paper examines global best practices in staff performance appraisal and management, current realities in staff performance appraisal and management in SMEs in Nigeria, the existing gap between these realities and global best practices, explanations for the gaps and recommendations on how the gaps can be filled and the challenges overcome for maximum organisational effectiveness.

Within every organization, employees play a major role which determines the organization's success or failure as they are the work force of the organization. As Globalization has affected the market's demand and increased customer's expectation of quality standards, organizations needs improvement on quality of service that they are offering to meet those criteria. Besides that, the ever growing marketplace which is on a global scale, organizations are more aware of the current competition and needs to strategically implement strategies based on the use of knowledge that is available. This will lead to the perspective organization having a competitive advantage and strengthening survivability against potential rivals Prusak, 1997;.

Defining what a business is can be a daunting task. Its telos today as before is not very well understood, much less is there a consensus. Philosophers have added to the conversation proposing the main tenets of a business such as focusing mostly on being entirely answerable to its investors1, focusing only on its profitability and success, minimalizing business activity to a short list of do not’s, simply maximizing long-term value, or focusing on the integral good of all of those involved. A lot of the conversation is even based simply on the material and instrumental or on the means and methods rather than on the ends and purposes. Each, subsequently, is necessary for the life of the business, but in order to understand why each of these parts are encompassed in the telos of a business, such a task requires a deeper understanding of human action and interaction. It also requires a deeper understanding why man works in the first place, especially as part of a community called a business.

An Overall detailed framework that helps to organize the work of organizations adopting it in terms of categorizing processes and performed activities into phases and stages which support excellence in customer service project execution starting from the initiation phase/identifying needs and requirements where it ends with the feedbacks/lessons learned and implementing required improvements.

The topic under research will focus on whether the Training received by employees contributes in achievement of job satisfaction. Data from the respondents was subjected to analysis using the statistical software SPSS. Independent Sample T-Tests, One Way Anova, Correlation, and regression analysis were used to test the research questions. Various facets of overall job satisfaction were found to have a significant positive association with each other that results in a significant association between overall training satisfaction and employee development aspect of job satisfaction.

We often encounter words within higher education that contain the Greek root "-gogy" such as "pedagogy" or "pedagogical," but what do these terms mean and why are they important? Let's begin with some short definitions. The suffixes "gog" "gogy" and "agogy" come from the Greek root "agogue" meaning "to lead." When coupled with a prefix, we can describe a range of activities occurring in higher educational settings.

Despite increasing interest from the human resource development (HRD) community, little is known about how personal role engagement is experienced in everyday work situations, and which factors are most important for facilitating or thwarting such experiences. A total of 124 employees from six UK organizations were interviewed about the factors that heighten versus reduce their everyday experiences of the emotional, cognitive, and physical aspects of personal role engagement. Template analysis revealed that task, relational, and organizational resources were the most relevant for heightened personal role engagement whereas relational and organizational hindrances were the most prominent for reduced personal role engagement. There was some variation in the salience of task and personal resources as well as challenge demands across organizational settings. Moreover, resources and demands seemed to influence personal role engagement through the psychological conditions of meaningfulness, availability, and, to some degree, safety. This study is one of the first to qualitatively explore the everyday experience of personal role engagement. In doing so, it provides deeper insight into how a HRD approach to engagement can be further advanced with an appreciation of the situational and organizational context.

Keywords: employee engagement, work design, employee development, motivation, qualitative research, thematic analysis, comparative research

This covers a study of personality traits and their relationship with job performance is significant, especially for HR managers, as they are responsible for processes such as recruitment and for understanding and engaging with employees.

Nowadays, with our understanding of personality traits, a belief prevails that personality assessments can positively contribute to performance at work. Nevertheless, Barrick and Mount still see questions to be answered, and warn that understanding the nature of personality traits and attempting to predict their links with work performance is a complex affair (Barrick, M. R. and Mount, M. K., 2005).

For any enterprise to be successful in its activities, human resources must exhibit great competence. In a workplace setting, competency entails the ability of an employee to execute a task effectively and efficiently. In this regard, competence is highly related to the level of effectiveness and efficiency depicted by the employees of an organization when executing their jobs. If business executives in specific and the shareholders, in general, without clearly understanding the relationship between the competency of the employees and the training programs, not only will they be misappropriating a firm's scarce resources but also imperiling the core vision of the organization as well as the corporate objectives. Business organization managers must conceptualize and understand the relationship between their firms' competency development and learning activities and programs that they use. As such, this study was made to study the workplace context of Kenyan-based business organizations and set out whether there exists a correlation between organizational competency development and learning activities and programs. A quantitative approach was used that entailed the analyses of participants' responses collected through a survey questionnaire. T-Test, Chi-square test, and One Way MANOVA analysis were conducted on the data to test the set hypothesis. It was concluded that learning activities and programs are positively correlated with the organizational competency

Although coaching can facilitate employee development and performance , the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an " entity theory " that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the " incremental theory " that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions.

The results of a first-of-its-kind market study, sponsored by BP, analyzing Emirati talent in engineering and youth motivations in the UAE. The report contains extensive data and recommendations on leadership, recruitment, engagement and retention of Emirati talent.

Delegation is the process of entrusting and preparing another person to do something that you have the power to do yourself. Use this technique when you want to increase productivity within your work unit or organization, reduce your workload, prepare others to do critical tasks, improve subordinate morale, prepare subordinates for advancement, prepare a successor to take over your position, or to prepare yourself for advancement to a more senior position.

The purpose of this research is twofold. First, this paper examines the nature and function of human resources management through an examination of the literature. Both the laws that frame human resources management and the intangible management assets needed to succeed are examined. Second, this paper explores the perceptions about the nature and function of intangible qualities needed for human resources management in central Texas counties. A description of seven major employment laws that constitute the professional technical knowledge in human resources management is provided in this research paper. These employment laws ultimately affect the day-to-day operations, decision-making, and litigation of the Equal Employment Opportunity Commission (EEOC). Human resources management is personal and political; personal because of the internal customers who seek administrative assistance in resolving issues, and inherently political because of the inordinate number of elected officials in Texas county government. The research uses three working hypotheses and a number of sub hypotheses to explore the perceptions of human resource managers in central Texas counties about the nature and function of intangible qualities. Human resources managers in central Texas were interviewed as to their opinions, insights, and experiences, and were asked to rank the importance of intangible qualities in the professional, leadership, and personal domains. Surprisingly, scholarly literature related to intangibles was extremely limited; much of the

This study is an attempt to investigate the factors of employees' retention in the banking sector of Karachi, Pakistan and find out its impact on the performance of Banks. Employee's retention is major and vital issue facing by the banking industry in Karachi because of the shortage of skilled employment, economic growth as whole and employee turnover. Karachi is a economic hub and highly depends upon banking activities but banks are facing difficulties to manage their policies regarding motivation, training and development. Therefore it requires long term planning to cover the future related problem in this field which should be realized today. This study focuses on the primary data, which has been collected through closed ended questions with a five point Likert Scale. The study uses purposive sampling technique to capture the response of bankers. The collected data has been examined and evaluated through Statistical Package for Social Sciences (SPSS). The results of data ...

When an employee leaves a company, they leave behind not only a cost to replace the employee, but also an opportunity cost in the time it takes to hire and train another employee, or new employee, to come “up to speed” with the company's particular organizational culture and standards. In this paper, after reviewing common issues facing the healthcare environment, we conclude that skill-based leadership competency models should be used to address those issues alongside a comprehensive leadership development program that will not only address unique challenges that face healthcare workers, but will ultimately motivate, engage, and retain more healthcare workers. The unique challenges in healthcare are composed of research in psychology of motivation, leadership, and best industry practices.

Delegation is the process of entrusting and preparing another person to do something that you have the power to do yourself.  Use this technique when you want to increase productivity within your work unit or organization, reduce your workload, prepare others to do critical tasks, improve subordinate morale, prepare subordinates for advancement, prepare a successor to take over your position, or to prepare yourself for advancement to a more senior position.

This paper published in the DDI GO Magazine Volume 16 Number 1 2018. The secret to your organization’s success is probably in plain sight—if you know what you’re looking for.

Practices to Promote Diversity and Unleash Hidden Potential:
1. Consciously rooting out and reducing unconscious bias.
2. Making promotion and development more objective.
3. Proactively focusing on underrepresented groups and individuals.

The six Developmental Conversations Bosses Should Have with their New Managers is from article published in the Training Industry magazine March-April 2020. This article based on research from the Author's book: "Be the Boss Everyone Wants to Work For: A Guide for New Leaders".

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management's place among institutional priorities, program characteristics, and program evaluation.

Both industrial relations and innovation are well-established subjects in the current scientific literature. Although research frequently related the two concepts, they rarely focused or considered employee behaviour. This chapter reviews the literature linking Employee Driven Innovation with two key concepts of the industrial relations field: employee participation through workplace representation and collective bargaining outcomes such as wage and employment regulation. This chapter concludes that direct participation is positive for EDI, indirect participation stimulates direct participation and can positively influence EDI when embedded in optimal company industrial relations. Further the literature review uncovers a general lack of empirical research on the effects of labour regulation and wages on EDI and the related employee behaviour.