Workforce

Introduction

This paper is a discussion on the topic of trade unions. It seeks to describe how representative bodies in form of trade unions support employees. It is argued that trade unions are indispensable tools for employees in the twenty first century due to the challenging business environments. The discussion starts with an overview of trade unions and their objectives. It then looks at the reasons why trade unions are necessary in the twenty first century. At the end is a conclusion which sums up the main arguments of the discussion.

Discussion

A trade union is defined as a group of employees who come together to push for their interests. Trade unions are primarily concerned with the protection of the welfare of employees by improving the employer- employee relationships. Employees join trade unions either by choice of by default. The membership in employees’ unions gives employees a psychological sense of security from intimidation and abuse of their rights by their employers. Trade unions are mostly associated with disputes and confrontations between employers and employees. However, that is not always the case because trade unions are formed with the noble intention of instilling discipline and respect between employers and employees.

Trade unions aim at giving employees what is referred to as collective bargaining which aims at turning disagreements into agreements through negotiations. Collective bargaining also aims at establishing rules and regulations on matters of mutual concern to unions and employees and the terms of employment (The advocates: the role of trade unions and collective bargaining 2003).

There are various types of trade unions. They include crafts unions for skilled craftsmen, occupational and non-occupational unions for professionals, management unions for management staff, industrial unions for people in a particular industry, and general unions which bring together employees from various industries especially those which are not clearly defined or have few members.

The trade unions’ history can be traced back to the time of industrial revolution when many changes were witnessed in many organisations due to the spread of industrialisation and adoption of new technology. Industrial revolution also made many organisations to mistreat their employees due to increased supply of skilled and unskilled labour. Many employees therefore joined together to form trade unions so as to resist exploitation, victimisation, and mistreatment by their employers (Trade union congress: Britain’s unions 2014).

During industrial revolution, trade unions were concerned with two main issues namely the improvement of employees’ wages and pushing for employees’ interests through activism. In the twenty first century, there are many reasons why employees join trade unions. These include the passion in leadership, dissatisfaction with the management, individual conviction, peer pressure from fellow employees, and coercion (Ndirect: introduction to trade unions 2014).

One objective of trade unions in the twenty first century is to fight for good salaries for employees. The reason is that the twenty first century has been characterised by ever increasing cost of living, which calls for a similar increase in income so at to enable employees to work without straining themselves. Many organisations are guided by the principle of maximisation of profits and for this reason; they are reluctant to increase the wages of their employees and thus the need for trade unions (Ndirect: introduction to trade unions 2014).

The other objective of trade unions is to give employees a sense of job security by raising objections to illegal retrenchment. Many organisations have undergone restructuring through mergers and acquisitions. These mergers and acquisitions have lead to lose of jobs by many employees. It is for this reason that trade unions exist to force such organisations to give the retrenched employees other alternatives because the organisations have the capacity to do so. Further to that, employees have a right to employment which is protected by international labour laws and organisations (Ndirect: introduction to trade unions 2014).

Due to increased competition in the twenty first century, many organisations usually focus on cutting costs so as to increase their profits. As a result, they do not invest in providing employees with a safe work environment. Due to the desire to maximise profits, employees may be forced to work without proper protective equipment which may expose them to various health risks. In the health sector for example, nurses may be forced to work without gloves which may expose them to dangers of contracting some diseases from their patients, especially during surgery or delivery. As a result, there is need for trade unions to fight for the provision of a good work environment for employees for them to discharge their duties without compromising their health and safety. Trade unions also fight for the conservation of the environment by corporations through what is referred to as corporate social responsibility (Ndirect: introduction to trade unions 2014).

Trade unions also aim at enabling employees to benefit from the surplus of their labour. With the enhancement of corporate governance, organisations are forced to disclose their internal functions and processes including their annual profits and their relationship with their customers and shareholders (Naukrihub: importance of trade unions 2014). For this reason, employees are always aware of the profits made by their organisations. If the organisations make huge profits, trade unions usually fight for the employees to be given some incentives like wage or salary increment; the argument being that employees are important stakeholders in the achievement of such huge profits and therefore have a right to claim a share of the same.

Trade unions also aim at safeguarding the interests of employees by cushioning them from exploitation by their employers. It is also a medium through which employees’ grievances can be expressed without fear of intimidation or victimisation. Even though the twenty first century management is characterised by a radical shift from the scientific management to the human relations approach to management, many organisations still adhere to the scientific management school of thought which assumed that managers were knowledgeable and were able to accurately plan and set the tasks for their employees and make the correct predictions regarding how much work employees were supposed to do per day. The scientific management school of thought also assumed that employees were like robots and lacked the ability to make decisions regarding their work (Lenin 2002).

Trade unions are therefore established to bargain for employees for them to have a say in their job regarding the best ways of discharging their duties. The argument is that employees have a right to derive satisfaction from their work, which can only happen if their creativity and innovation are stimulated (Africapay.org: trade unions 2014).

Conclusion

In conclusion, trade unions are very essential in the twenty first century due to the many challenges in the contemporary organisations. The desire by many organisations to cut the cost of production exposes many employees to poor working conditions which call for trade unions to fight for better working conditions for employees. The increase in the cost of living also makes it important for trade unions to fight for good wages and salaries for employees. Trade unions also provide a medium for employees’ grievances to be aired to the management. They also ensure that employees benefit from the increased profits of their organisations.

In the twenty first century, there has been an increase in the adoption of new technologies which are capable of doing the jobs done by employees. Due to the desire to cut on the cost of production, many organisations usually opt for these technologies. The adoption of these technologies has lead to lose of jobs by many employees who have several dependants. It has also lead to an unemployment crisis and consequently the increase in crime and insecurity. It is for these reasons that trade unions have been formed to ensure that no employees lose their jobs due to adoption of new technologies by organisations.

Trade unions have been in the fore front in pushing for the adoption of technologies which only supplement the work done by employees but not to substitute them. They have largely been successful especially due to the intensive campaigns by civil society organisations which push for the respect of civil liberties and human rights. The international labour organisation has also contributed a lot in the formation and strengthening of trade unions across the globe, thus making them gain momentum and have many members.

Reference List

Africapay.org: trade unions 2014, Web.

Lenin, V.I 2002, Role and functions of the trade unions, Web.

Naukrihub: importance of trade unions 2014, Web.

Ndirect: introduction to trade unions 2014, Web.

The advocates: the role of trade unions and collective bargaining 2003, Web.

Trade union congress: britain’s unions 2014, Web.

Introduction

In the contemporary world, the majority of successful and dominant companies in different fields of specialization owes their success to their human resources departments. The human resources department is very crucial because it is responsible for ensuring that the welfare of the employees is taken care of. In any organization, employees are the main contributors to the success of the organization because of their input in it in terms of labor. That is, without the human factor in an organization, no progress will be realized. Therefore, whether the employee is of high or low grade, the human resource department should address their needs in equal measures.

The McDonald’s Human Resource Department

This paper will focus on the role played by the McDonald’s Human Resources Department to maintain its dominance in the fast-food industry. It will specifically look at the training and development programs that the company conducts in order to equip the employees with customer handling skills.

Training and development programs

According to Diane (2004), every individual who joins McDonald’s has to undergo intensive training, popularly referred to as the Crew Training System. Diane further explains that this form of the training program is organized in a way that every stage has its own unique training. That is, as the employee moves from one job group to another, the training skills become more sophisticated and generalized. He argues that the Human Resources Department at the headquarters has made sure that every subsidiary has a room set aside for staff training. He claims that some of the materials found in these training rooms include a video player that is used to demonstrate to employees how to perform their duties.

Another measure that the Human Resources Department has undertaken is to make sure that its employees are promoted according to their dedication and input in their work. According to Cooke (2003), this is a positive move because the employees will compete with one another in service delivery, and this helps in maintaining the company’s reputation all over the world. In addition, he points out that there are other courses that the company has initiated for its employees. One of them is the course of the basic operation that is tailored to equip the employees with the essentials of a restaurant.

McDonald’s has entered into a partnership with Hamburger University to improve the quality of employee training. The employees at the assistant manager’s level are taken to Hamburger University for further training, and they pursue an advanced course in operations. This is according to Tony (2002), who further states that such a move ensures that the services offered in the restaurant are of high quality.

He argues that, besides the training given to the McDonald’s staff, there are other benefits that the company has extended to them. According to Tony (2002), they include life insurance, annual wage increase regardless of the position occupied by the employee, free uniforms, and rights to own McDiect shares. He claims that these benefits are very encouraging to the employee and boost their morale to achieve and maintain the standards set by the organization.

The restaurant sets aside some finances from profits for the welfare of the employees. This strategy enables the restaurant to have continuous growth despite the harsh economic conditions. The employees who are well trained and motivated are always available to offer services when needed by the company.

Reference list

Cooke, W. N., 2003. Multinational companies and global human resource strategies. Westport: Greenwood Publishing Group. Web.

Diane, A., 2004. Fundamentals of Human Resources Management. New York: AMACOM Books. Web.

Tony, R., 2002. Labor relations in the global fast-food industry. London: Routledge. Web.

Job analysis or work analysis involves a process that is used to identify and verify details of a given job roles and needs and the relative significance of these roles. Thus, it entails judgments about and contents of a job. It is imperative to recognize that job analysis focuses on the job and not the person. An incumbent may respond to the analysis by providing information collected through questionnaires or interviews. Data collected is used to highlight job specifications and descriptions, but not the specification of the person doing the job.

The primary aim of conducting job analysis is to determine and record ‘job relatedness’ of job elements, including training, recruitment, selection, reward and performance appraisal and assist in identifying factors that may improve employee job satisfaction and motivation (Suthar, Chakravarthib and Pradhan 166).

Constituents of formal job analysis process (how job analysis is performed)

Performing a job analysis involves taking into account several factors. These factors depict how job analysis can be done in practice. Choices are made, methods are selected and sources of job analysis data are determined. Finally, purpose of job analysis is also a critical element of the process.

Generally, choices are made based on the required job descriptors. Descriptors refer to different aspects of job examined during a job analysis process. In this regard, three types of job descriptors have been identified for job analysis purposes. The first descriptor involves the requirements of the job itself and activities done by employees. Two major aspects of job requirements are the specific tasks done and general work responsibilities. Tasks reflect a collection of a given work components, including actions involved and their outcomes when workers fulfill their job duties. Tasks are specific to a given job.

Job responsibilities depict a collection of different related tasks that form a set of generic behavior noted across a wide range of job roles. As such, job responsibilities are broad activities made of many related roles applied to accomplish a job goal.

Work requirement is also a part of descriptor used in job analysis. The requirements are diverse and may include specific worker characteristic necessary to accomplish a given job successfully. Worker knowledge, ability, skills and other soft characteristics are often discussed as work requirement during job analysis processes. Knowledge of workers is defined as discrete facts and information obtained from different sources for a given job. Skill is the level of proficiency that workers demonstrate when they perform a job. Skills can enhance knowledge acquisition and foster learning among workers. Besides, they can also assist in enhancing training and experiences on a given role. Worker abilities consist of enduring basic capacities to do a wide range of activities. Worker abilities are reflected cognitive elements such as verbal or quantitative; psychomotor; physical; and sensory abilities. Abilities “develop and become stable over time” (Morgeson and Dierdorff 5).

Other characteristics that may be relevant for effective job performance are also considered during job analysis. For instance, personality and motivational factors reflect issues related to leadership, certification and experience among others also influence job performance.

Finally, the job context is also considered under choices to be made. Job context reflects the context within which the work is done. They account for situational opportunities and constraints that affect work in an organization. Social, physical, and task some aspects of work context that should be considered during job analysis. It is however noted many job analyses fail to account for job contexts, but recent studies have shown that they have critical impacts on job role requirements (Morgeson and Dierdorff 3-41).

Method for data collection is required for job analysis process. Many different methods are available, including observation, group discussions, questionnaires, and individual interviews. Once data are collected from the target employees, an appropriate rating scale is required to reflect job analysis scores.

Finally, job analysis also involves determining the source of data for collection. Diverse sources of data exist, including employee records, technical opinions, job analysts, incumbent job descriptions and supervisors.

Methods of recruitment

Recruiting the best talents has never been more vital for organization. Fierce competition, changes in the labor market, economic uncertainty and high costs “imply that organization must recruit the right employees for their success” (Oracle Corporation 2). Thus, only best recruitment methods should be used.

First, organizations can use internal sourcing to recruit employees to fill vacant positions. In this case, existing employees have opportunities to new or recently vacated job opportunities in organizations. Many organizations tend to use internal sourcing as a means of recruiting and promoting employees. This method is effective because minimal training and orientation are required. At the same time, it reduces costs associated with job advertisement and conducting background checks.

Second, organizations may also turn to external sourcing for new employees. Employers typically rely on external recruitment tools, including newspaper advertisement, job listing boards and other publications. External sourcing attracts candidates with varied characteristics. Such candidates tend to come with fresh perspectives to an organization. This method is also applicable when existing employees may not be able to fill the vacancy because of expertise or specialty of roles. Employers must know the appropriate candidate for the job before position advertisement.

Third, some employers use third party sourcing that involves job placement bureaus or headhunters to get the most qualified candidate for a given position. Recruiters use various methods and tools to get the best candidates for the job. They may define compensation and benefits of the job, for instance.

Finally, technologies and social media have brought about changes that have impacted recruiting practices. Smart devices and the Internet have made information available to larger audience at anywhere and anytime. Smartphones, for instance, can be used to browse millions of jobs and virtually any job-related Web sites. These gadgets provide opportunities for instant access to newly advertised positions. At the same time, social media, such as LinkedIn, Facebook and Twitter have been found to be effective recruitment tools because more young professionals use them each day. Consequently, firms that have robust IT systems have turned to social media for recruitment. People tend to display their profiles, including job related achievements on LinkedIn. Employers now leverage these tools to find the best talents for vacant positions.

Most recently, recruiting firms are now mining data regarding job applicants to develop the best models for employee recruitment and selection. This is smart sourcing (Oracle Corporation 2). It is expected that the introduction of data analytics into human resource selection and recruitment would change practices. For instance, “in employee recruiting, big data allows employers to screen more accurately” (Morrison and Rupert 17) and select the best candidates for the job. It has also been noted that data analytics is now widely being implemented to “recruit workforce and manage employees’ performance is becoming an established business practice” (Esposti 216).

Most effective methods

The use of smart sourcing promises organizations to recruit the best candidates. In fact, it is noted that various organizations can leverage smart sourcing technologies to get the same talent just like other larger organizations. The recruitment tends to be faster, and candidates are sourced from a larger network of mainly qualified applicants. At the same time, organizations save costs associated with longer periods of sourcing the right candidates.

Third party sourcing is also effective for recruiting new employees that can bring fresh perspectives to an organization. Besides, the candidates are sourced from different databases and only the most qualified candidate is selected for a vacant position.

Specific selection method for the best candidates

Smarting sourcing is an effective recruitment method for the best candidate.

Advantages

Smart sourcing provides some of the best practices in employee recruitment (Laurano 2-13). It reduces costs and time taken to hire new employees. The method provides predictive ranking and optimization capabilities of all applicants and, thus, only most qualified ones can be selected.

In addition, the recruitment process is automated for enhanced applicant quality, efficiency in hiring and improved productivity, as well as strategic advantage derived from best talents.

Disadvantages

Smart sourcing is technology-driven. Not many organizations possess the right tools and data analytics capabilities to use such emerging technologies.

The method is relatively new and, therefore, less tech savvy organizations may not benefit from it. Besides, the costs involved in technology and skill acquisitions could be enormous.

Works Cited

Esposti, Sara Degli. “When big data meets dataveillance: The hidden side of analytics.” Surveillance & Society 12.2 (2014): 209-225. Print.

Laurano, Madeline. Sourcing Gets Smart: Revamping Strategies, Rethinking Technology. 2012. Web.

Morgeson, Frederick P. and Erich C. Dierdorff. Work analysis: From technique to theory. Washington, DC: APA, 2011. Print.

Morrison, Giles and Slinger Rupert. “Will Organization Design be Affected by Big Data?” Journal of Organization Design 3.3 (2014): 17-26. Web.

Oracle Corporation. Best Practices for Recruiting the Best Talent. 2013. Web.

Suthar, B.K., T. Latha Chakravarthib and Shamyal Pradhan. “Impacts of Job Analysis on Organizational Performance: An Inquiry on Indian Public Sector Enterprises.” Procedia Economics and Finance 11 (2014): 166–181. Web.

Role of HRM

Human resource management (HRM) is the unit within an organization charged with the mandate of formulating and implementing policies and practices that determine how employees are managed in an organization. Thus, HRM is the management of people within an organization (Mathis & Jackson, 2008). Policies and practices for managing people in an organization keep changing due to changing trends in fashion, legislative, labor markets, social, educational, economic, and organizational structures (Martin, 2010).

Management of the people within an organization includes the following roles: first, the recruitment of the required workforce. This ensures that the organization as a pool of committed and competent workforce (Randhawa, 2007, P.7). The second role is compensation and benefits management for the workforce. HRM accomplishes this by providing adequate and equitable remuneration of the workforce for its contribution to organizational objectives (Randhawa, 2007, P.9).

The third role is performance management, which involves performance appraisals and other assessments. This function is achieved through analysis of real performance by comparing the workers’ performance with the standards and then correcting any deviations. Fourthly, through personnel development, the HRM is able to improve the quality of the workforce. Personnel development includes all training, educational, and development activities that are aimed at informal and formal intentions that mutually benefit both the individual and the organization (Martin, 2010). Firth, initiation of leadership development programs aims at producing leaders with managerial competence and capability. This is mainly achieved through succession planning, formal training programs, and other induction processes aimed at transitions and development of management competence.

Moreover, it is the main custodian of legal compliant processes within the organization. The HRM ensures that the organization observes various laws, including equal opportunity law, health and safety laws, laws dealing with employees’ welfares, labor laws, and various other laws and policies relating to the way people are managed in an organization (Randhawa, 2007, P.9). Additionally, personal administration and reporting to ensure issues such as absenteeism, the welfare of employees, motivation, retirement, and layoff and dispute resolutions are handled professionally. Lastly, due to changing trends in social setups, globalization, and advancement in technologies such as IT, HRM is charged with the responsibility of shaping the organizational size and its complexity (Mathis & Jackson, 2008).

Role of Unions

Unions play very crucial roles in the compensation and working conditions of their members and non-members and their organizations. These roles include, first, through their advocacy, they minimize wage disparities as they raise wages for low, middle-wage, and non-tertiary education holders’ workers than for higher-earning workers (Mishel & Walters, 2003). Secondly, unions ensure that their members get better fringe benefits packages such as more generous health benefits and receive better pension plans than the non-unionized workers (Mishel & Walters, 2003). This is mainly achieved through their collective bargaining with organizations and the government.

Thirdly, they represent employees in disputes relating to working conditions, employee welfares, and wage negotiations. Through this role, they are able to mediate with organizations and government until an amicable solution is arrived at regarding the disputes. Mostly these negotiations end with employees achieving gains such as higher wages, safer working conditions, job security, and improved bilateral governance (Sullivan & Hodson, 2007, P.140).

Fourthly, most unions, especially in the United States, have effective grievance procedures that are clearly stipulated in their contract with employers thus in case of any grievances they are solved as per the contract reducing the room for personal biases and blame game (Sullivan & Hodson, 2007, P.141). Additionally, through collective bargaining power, they are able to influence political decisions for their members and the community at large. Lastly, they are very influential in setting standards for jobs and terms and conditions.

The role of unions in the U.S. should increase. This is because there are new emerging institutions, fields, and new recruits who need representation through the unions. In addition, killing or reducing unions represents the suppression of our democratic space, which is guaranteed by our constitution. Unions in the U.S. are continuing to expand though they have been faced by challenges such as resistance from HRM, changing industry trends, and global competition. The following are some of the unions that are experiencing rapid growth in membership in America: American Federation of States, Municipal Employees, UFCW, SEIU, and American Federation of Teachers (Sullivan & Hodson, 2007, P.145).

Role of Government

First, the relationship between the employers, employees, and trade unions is influenced by the government and its institutions through policies, laws, programs, and the socio-economic, political, and cultural set up the country (Macdonald, 1997, P.3). The government and its arms are involved in solving matters relating to collective bargaining, grievance, and dispute settlement between the concerned party in order to ensure that there is the proper observance of the law, and the matters are settled fairly. Secondly, the government is one of a key component in setting industrial relations (IR) outcomes, which define how organizations operate, minimum wages, terms, and conditions of employment for workers (Macdonald, 1997, P.4).

Additionally, the government is also a major employer, especially in the public sector, thus it can pervasively influence bargaining developments and contents of agreements hence setting an example for industrial relations for the organizations (Bean, 1994, P.103). Lastly, the government is the principal controller of the majority of incomes; it can set wage standards that can help in reducing and solving wage disputes between employers, employees, and trade unionists.

References

Bean, R. (1994). Comparative industrial relations: an introduction to cross-national perspectives. OH: Cengage Learning EMEA.

Hodson, R. & Sullivan, T.A. (2007). The social organization of work. OH: Cengage Learning.

Macdonald, D. (1997). INDUSTRIAL RELATIONS AND GLOBALIZATION: CHALLENGES FOR EMPLOYERS AND THEIR ORGANIZATIONS. Bangkok: ILO/EASMAT. Web.

Martin, J. (2010). Key Concepts in Human Resource Management. NY: SAGE Publications Ltd.

Mathis, R. L. & Jackson, J. H. (2008) Human Resource Management. Mason, OH: Thompson South‐Western. ISBN‐10: 0324542755 ISBN‐13: 978‐0324542752.

Mishel, L. & Walters, M. (2003). How unions help all workers. EPI Briefing Paper #143. Web.

Randhawa, G. (2007). Human Resource Management. NY: Atlantic Publishers & Dist.

Introduction

Companies get recognized, enterprises survive, and succeed due to the fact that they sell products and services to clients and get income. Globalization and enhanced rivalry have raised the need for companies to constantly produce outstanding products and services. Organization success relies mainly on how well the products or services are. Only gratified, encouraged and trained workers can produce excellent goods and offer outstanding service (Wilson, 2006).

Summary of the Problem

While many companies offer their workers training opportunities in order to advance within the organizational level, little has been emphasized on staff training for organization success. Globalization, organization change, and persistently changing business environment are impacting the place of work design and resulting in increased dependence on staff skills to provide quality products and services. Workers not trained on tackling the changed administration techniques and processes cannot work towards organization success (Armstrong, 2008). This problem is one of the most significant issues in business schools. Such an idea is now well developed and is gradually influencing the area of organization management. The concept has proved particularly important for that organization that seeks organization success.

Description of the Action Research Project

The primary aim of this research is that of determining the impact of training on business success. This study will discuss and decisively analyze training of workers and its place in revolutionizing environment of the organization. In addition, the research will provide detailed descriptions on training assessment and the training demand. The researcher will take a number of writers’ opinions on training of workers and relate them to organization success and other associated aspects, and analyze all the data collected.

The researcher will as well discuss and offer arguments for and against training of employees argued by experts. This paper will particularly evaluate training of employees emphasizing on interpersonal and intrapersonal skills fields. The researcher will evaluate the literature with a view of concluding on the benefit of training in an organization and its impact on organization success. This study will decisively examine the influence of training on organization success indirectly or directly. The writer will focus on answering the following queries: Can workers be trained with a view of meeting the demands of the organization? Can an organization attain worker satisfaction via skill consumption of the work force? Can training influence the organization success, and will failure to train have a harmful impact on the same?

Rationale for the Proposal

Organizations focus on applying those obsolete and ineffective methods and strategies which although have been confirmed useful, those cannot apply on their organization environments. While doing so, organizations frequently neglect more complicated processes and their enterprise ecological and social needs. With a view of improving or increasing their organization success, businesses will need to integrate innovative methods that can influence training of workers effectively and profitably. This study will consider all the appropriate aspects associated with soft skills coaching and will look into significance of training to provide excellent products that will result in customer satisfaction, increased employee performance, and organization success. This study work, when finished can be utilized by the case organization as an obliging report to relate its outcomes to revised outcomes of this study. The case company can as well be utilized as a guideline for the organization to adopt ways of improving and modifying training techniques and processes. Further the research can be utilized by scholars for their class work.

Hypothesis

The organization can enhance its performance and profitability by giving its employees suitable skills via training and constant growth. If appropriate training is directed towards development of workers, it can prove useful through commitment.

Literature review

An organization survives, grows and earns income by satisfying the needs of clients. To remain in business in the constantly changing business situation, it is important for organizations to meet the requirements of the clients (Leedy & Ormrod, 2010). Buyers’ decision to purchase the product as well relies upon the service offered by the organization. This is why organizations put an enormous effort on their workers training of skills in addition to constant growth over the years; particularly for those which offer service directly or interact with clients frequently. According to Wilson (2006), training of workers is a human resource (HR) function. Training refers to a set of procedures that describes the nature of activity that standardizes the workers’ growth and is normally conducted by human resource experts (Leedy & Ormrod, 2010).

Workforce training is critical for any organization which aids in general development and enhancement of the workers and organization success. Efficiency of workers can be enhanced through development of a strategy and implementation of training programs. Training plays a significant function in worker growth and motivation. Training not only aids to acquire new skills or to polish the current ones but as well aids employees to perform their work efficiently and successfully. Employee with trained skills is motivated and more likely to perform better (Bryman & Bell, 2007). Other benefits of employee training and growth comprises: increased capability of adopting modern technologies and techniques, growth and support of own cultural aspects and of adapting to changes in the organization situation (Armstrong, 2008).

Research Methods

The researcher will carry out interviews with top management team. Junior and departmental heads will be randomly shortlisted for brief interviews but all be requested to fill and submit the employee questionnaires. In addition, the researcher will utilize studies carried out internally by the organization and will relate his own findings to that of the organization. Researcher will as well focus on triangulating various sources of information because of study challenges. The researcher will utilize multi-technique/mixed-technique strategy and will purpose to combine quantitative and qualitative information with a view of achieving the objectives of the study and of attaining reasonable outcomes. Microsoft Word and Excel will be utilized in analyzing the information gathered.

Limitation

During the process of carrying out this study, limitations would emerge that may comprise bias, lack of appropriate information, inadequate resources and time allocation.

Time scale

Conclusion

This research will aim at determining the effect of training on organization success. It will discuss and decisively analyze training of workers and its place in changing environment of the organization. The research will as well discuss and offer arguments for and against training of employees argued by experts. The queries of how to conduct training, when to carry out training and how can training impact workers, clients, and organization success, can be answered through utilization of suitable methods and strategies and accurate assessment of training. The research will, however, require time, timely and a joint attempt on the part of several individuals in the company.

References

Armstrong, M. (2008). Strategic human resource management: Guide to action (4th ed.). Buckingham, England: Kogan Page Publishers.

Bryman, A., & Bell, E. (2007). Business Research methods (2nd ed.). London, England: Oxford University Press.

Leedy, P., & Ormrod, J. (2010). Practical research: Planning and design (9th ed.). Upper Saddle River, NJ: Pearson Merrill Prentice Hall.

Wilson, J. (2006). Human resource development: Learning and training for individuals and organisations (2nd ed.). Buckingham, England: Kogan Page Publishers.

Introduction

Organizations appreciate the importance of training, but few of them know how they can convert training into a strategy for organizational success. This research aims at assessing how companies can achieve success through effective employee training. For such a research objective, it is essential to use a form of research that dwells on real-life scenarios. Consequently, action research was the ideal approach.

Problem statement

The global business environment is getting more cutthroat. Numerous companies are embracing training as a source of competitive advantage. When employees improve their skills, then they will be better-equipped to sell services and products within their organizations. Well satisfied employees are more likely to be loyal to their organizations and will thus contribute to its success through less attrition and higher revenue generation (Katou and Budhwar, 2007). Regardless of the usefulness of employees training, minimal research exists on how organizational success stems from training. Several businesses rely on obsolete or abstract theories on employee training. It will be useful to have data that directly applies to an institution. Furthermore, companies need to use employee training strategically. They need to dedicate financial resources to methods that work for them. Too much emphasis on methods that do not work create monetary and non monetary losses for organizations. Firms need to be innovative about the methods they apply to increase productivity. This research aims at bridging the gap between company investments and subsequent success in staff members. Companies need to know how to modify or alter their training processes in order to reap the highest rewards from them.

Research indicates that some firms understand the importance of employee training but they have minimal knowledge of how this can alter performance. As a result, many of them have taught their employees how to improve production, but have not adopted a holistic approach to training. These piecemeal strategies have resulted in better quality goods but have not responded to overall needs of the organization. They are one sided and they have not necessarily translated into heightened profits. It is the lack of reliable information on workforce training and its link to organizational performance that has led to such a problem. Companies do not know which training attributes can directly lead to better outcomes. This research intends on filling this gap by finding direct relationships between the two parameters (Latham, 1988).

Many businesses lack tangible ways of relating their missions, visions and goals to training procedures. They need a specific direction on how they can make the most of training programs. If they had this information, then they would use it as a blueprint for alteration and improvement of different functions and sectors within the organization. They do not have mechanisms for altering their work environments or using employee training in order to make them more effective.

Literature review

Scholars are in agreement about the importance of employee training in organizations. Companies cannot exist without employee training as this is a crucial factor to their success. Organizations that do not train their workers often report low performance. They also contend with unsatisfactory growth trends. These entities have minimal ways of enhancing employing performance, which means that employees rarely change their behavior. As a result, their performance may remain the same for years on end. Workers may also have no skills that they can apply to their positions in order to make it more effective.

Some scholars have looked into the relationship between company performance and training, but their focus is on how training facilitates high performance. Seth (1984) reports that training increases competiveness. It works by making firms produce between quality products and services that target consumer needs directly. Training causes employees’ competencies to improve, and this translates into high quality production. However, the latter research used a theoretical approach in the subject. This paper will attempt to solve the problem through action research, where a particular company will be analyzed and plausible recommendations given on how training can translate into effective outcomes.

Companies now value their employees even more than they did in the past. They understand that workers create value in the organization and training alters values that employees have concerning their organization (Katou and Budhwar, 2007). Knowledge acquired from training assists in adjusting these employees’ attitudes. Many of them become more creative and innovative and are better equipped to handle competitive situations. Organizations that create wealth do so by retaining employees that have the right skills needed to compete. On the flipside, employees that do not have training will not rise to the occasion in situations of excessive competition. Furthermore, many of them may not lead the company into greater heights of success even in ordinary situations. Research on the value of employee training is clear. However, minimal knowledge exists on how to make training translate into success. This research aims at filling in that gap.

Some scholars have established that it is not enough to train workers; they have realized that companies must use effective programs. Latham (1988) explains that firms need to set aside adequate financial resources for training. This is because businesses need to pay their employees as well as focus on training and development needs. In addition, training ought to be done in a way that encourages workers to work efficiently. Latham (1988) provides vital information on how firms can translate training into an effective way of organizational success. However, this research mainly dwells on recommendations rather than first hand experiences of what it takes to make training work for an organization. This research will fill that gap by providing tangible and practical steps needed to make it successful.

Training is a complicated process that relies on several variables for its success. For instance, customer preferences are vital in employee training. Firms need to make customer satisfaction a priority in all areas of performance, including training or development strategies. Some organizations often include consumer input at the tail end of their production process, and this has proven to be ineffective. It makes more sense to inculcate customer preferences at the beginning of training programs or other operational endeavors. Effective training also depends on organizational leadership. If top-level or mid-level managers do not understand their subordinates’ training needs, then they are likely to recommend training strategies that will not work well for the institution. Furthermore, organizations need to align training to the needs of their employees.

They should master their workers’ skills and natural abilities. Consequently, training will only make employees more effective at what they do naturally rather than take them outside their comfort zones. Lastly, companies need to consider their respective organizational cultures. They should work towards changing organizational culture through training. This means that skill improvement should not be the sole purpose of training. It needs to alter the mindsets of workers. They need to learn how to improve the vision they have for themselves as well as the one they have for the institution. In this regard, training should not simply merge into the existing culture, but should challenge it and improve it for the better. Since companies have to make plenty of considerations when implementing training programs, it is crucial for them to prioritize these areas, and the research intends on assisting organizations to achieve this goal (Vijayabanu and Amudha, 2012).

The proposal

This research will utilize action research, which is a reflective and participatory form of analysis. It will dwell on solving problems within an organization while conducting the research. The main objective of this study is to determine the impact of training on business success. Business success refers to increased profitability and other dimensions of strategic business like growth, in this research. The study will seek to investigate whether companies can achieve success through intended and properly directed training outcomes. In order to meet this objective, aspects of training assessment and training demand will be evaluated in light of organizational outcomes.

As mentioned earlier, action research focuses on solving problems during the actual research process. In this case, the researcher will work hand in hand with individuals from Toronto Dominion Bank in order to determine the impact of training on their success. Input from junior and senior level managers will be vital in making sure that the training strategy adopted by the bank is effective. Not only will this research depend on input from respective employees, but it will also obtain information from previous assessments done by the company. In that way, the organization can establish mechanisms for boosting its outcomes through better training approaches. This research will also analyze worker satisfaction with the training program as they are responsible for the implementation of what they learn within the organization. It is essential to understand what they value in training during assessment of its impact.

Research method

The research will utilize both qualitative and quantitative research methods. Qualitative research will entail interviews and observation. The latter approach was necessary in order to get additional details from participants. The quantitative approach will be useful in getting basic information while qualitative methods will be insightful in shedding more light on the first aspect. The quantitative aspect will also assist in data analysis as it is numerical. Here, the researcher will employ closed-ended questions to investigate the responses. Some of the qualitative information will also be converted into quantitative information (Creswell, 2003).

Toronto Dominion Bank will be the participating institution in this research. Because a vast amount of information is required from the institution, then a relatively large sample size will be used. 100 employees will be selected through random sampling. Surveys will be conducted for a period of one week and information will be collected on different days of the week for those respondents who cannot participate in the research due to certain commitments, they will be included using skype. Impartiality will be ensured through the use of random participants and representatives from various levels of management. Some of them will be junior level employees while others will be departmental heads. Additionally, a number of them will be low level employees from different sections of the bank. Consent will be obtained from all members and anonymity maintained.

Data will be collected through the use of open ended and closed ended questionnaires. The quantitative part of data collection will consist of Likert scale questions such that participants may select their responses on the basis of what is available. However, in order to increase the effectiveness of the questionnaire assessment, a pilot test will be conducted. It will establish the time it takes to fill in the questionnaires. Interviewees will also be asked several open-ended questions and all the information will be analyzed.

Data analysis will consist of data reduction as the first process; data will be selected and converted into useful information from observations made within the bank. Additionally, the qualitative and quantitative information will be checked for consistencies. Thereafter, coding of the open – ended questions will be done. Here, the data will be demarcated in accordance to certain themes. After a thorough coding process, qualitative data will be converted to quantitative data where statistical analysis will take place. It will facilitate the easy presentation of all information on tables, charts, and graphs. All the information from the observations, qualitative and quantitative aspects of the research will be analyzed in order to come up with a comprehensive outcome on each. Questions such as “how can the company improve the outcomes of its training program?” will generate some plausible solutions for the institution. Such questions will contribute towards action research that was mentioned earlier.

Conclusion

Completion of this research will not just benefit employees in Toronto Dominion Bank but it will also assist other organizations that do not know how to relate their training programs to tangible organizational benefits. This research will assist in use of practical solutions and non abstract methods of research.

References

Creswell, J. (2003). Research design: Qualitative, quantitative, and mixed method approaches. Thousand Oaks: Sage Publications.

Katou, A., & Budhwar, P. (2007). The effect of HRM policies on organizational performance in Greek manufacturing firms. Thunderbird International Business Review, 49(1), 1-35.

Latham, G. (1988). Human resource training and development. Annual Review of Psychology, 39, 545-582.

Seth, P. (1984). Impact of training on personnel managers. Productivity, 25(2), 207-216.

Vijayabanu, C. & Amudha, R. (2012). A study on efficacy of employee training: review of literature. Business: Theory & Practice, 13 (3), 275-282.

Importance of Work-Life Balance and Influence by Legislation

A work-life balance is essential due to psychological reasons and productivity of the employees. An employee, who spends enough time with the family, is more motivated to work and aims at higher goals. In turn, he/she experiences less stress and pressure and reaches higher results in any organization (Bloom & Reenen, 2006). The legislation can have a dramatic influence on maintaining work-life balance by controlling the maximum working hours, time for the extra work, night shifts, and holidays. In turn, another important aspect is the ability of the employee to take statutory paternity leave, as the legislation underlines that the mother needs additional help from the father of the child (Clutterbuck, 2003). It is one of the ways to maintain the work-life balance during the crucial periods of life of an individual. Additionally, the other laws and policies can be introduced to encourage parents to spend more time with children due to the high significance of the early children education.

Five Areas of Legal Support for Employees as a Family Member

Firstly, the employees have a right to leave work for up to twelve weeks due to the health issues of the family members, pregnancy, and while having serious health problems (U.S. Department of Labor, Wage, and Hour Division, 2013). In this instance, it covers four areas such taking care of the individual health, close relatives, child, and pregnancy. It allows spending time with the family during the critical times, as the individuals tend to seek support and care from the relatives and friends. Additionally, providing flexible working hours is another way to motivate the employees by encouraging achieving higher organizational performance while spending time with the loved ones. In turn, substantial attention is paid to the paternity leave, as the mother requires significant time and support due to the critical condition before and after the birth of the child (Clutterbuck, 2003). Lastly, the monetary compensation and insurance are also crucial since these matters assist in covering the costs while not being able to perform the duties at work.

Four Reasons for Treating Employees Fairly in Relation to Pay

Firstly, the pay stimulates the employees’ desire to work, as individuals tend to reach higher goals due to the dependence of their performance on the amount of salary Furthermore, the additional payment can inspire the workforce to create innovative solutions (Curran & Walsworth, 2014). It encourages the employees to enhance their productivity while reaching individual and organizational goals simultaneously. Secondly, treating the employees fairly cultivates the trusting relationships between the management and its subordinates, as the qualified workforce is the most vital asset of the organization. Thirdly, the violations of the payment regulations might lead to the problems with the legal authorities. Consequently, the last reason is the fact that the negative attitudes of the employees and public can influence the company’s image in the labor market adversely. In this case, the organization will not be able to develop sufficiently due to the inability to attract the experienced and prospective personnel.

Six Areas of Discrimination Legislation

The legislation prohibits any of the acts of discrimination of different matters such as race, pregnancy, national origin, equal pay/compensation, harassment, and retaliation (U.S. Equal Employment Opportunity Commission, 2015). Despite the race and national origin, the employees have to be treated according to the legislation and the standards of the workplace. In turn, the pregnancy cannot be considered as the primary aspect of hiring, promotion, layoffs, and so on. In turn, the employees have a right to receive the reward for the performance and work disregarding the race, national origin, and sex due to the presence of the principles of equality in American society. Furthermore, the harassment related to genetic information, race, and other matters is prohibited in any form in the workplace. Lastly, the retaliation related to firing, hiring, or promotion is also considered illegal due to the unethical nature of this matter. It could be said that the presence of any acts of the discrimination is prohibited by law and has to be reported to the court.

The Good Practice That Supports Organizational Policies and Psychological Contract

Firstly, the good practice has to promote and maintain the work-life balance among the employees, as the productivity and their psychological condition is dependent on the ability to spend time with the family and relatives. In turn, the organizational policies have to comply with the legislation, which supports the employee as a family member by providing paternal, maternal, and other kinds of leaves related to the health issues of an individual or his/her relatives. Additionally, the organization has to assure the fair treatment of the employees in terms of payment due its ability to impact organizational performance, relationship-building, and social perception of the company in the labor market. Lastly, the management of the company has to cultivate the understanding that any acts, which discriminate other members of the team, are illegal and are punished by the law. In the end, a combination of these principles describes the positive practice, which is based on the organizational policies and the psychological contract.

References

Bloom, N., & Reenen, J. (2006). Management practices, work-life balance, and productivity: A review of some recent evidence. Oxford Review of Economic Policy, 22(4), 457-482.

Clutterbuck, D. (2003). Managing work-life balance: A guide for HR to achieving organizational and individual change. London, UK: The Chartered Institute of Personnel and Development.

Curran, B., & Walsworth, S. (2014). Can you pay employees to innovate? Evidence from the Canadian private sector. Human Resource Management Journal, 24(3), 290-306.

U.S. Department of Labor, Wage, and Hour Division. (2013). Employees rights and responsibilities under the family and medical leave act. Web.

U.S. Equal Employment Opportunity Commission: Laws and guidance. (2015). Web.