A Practical Approach to Conducting and Using the Training Needs Assessment

1988 ◽  
Vol 17 (2) ◽  
pp. 191-205 ◽  
Author(s):  
Craig Eric Schneier ◽  
James P. Guthrie ◽  
Judy D. Olian
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Needs Assessment ◽  
Data Base ◽  
Human Resource ◽  
Training And Development ◽  
Training Needs ◽  
Training Needs Assessment ◽  
Effective Training ◽  
Central Data

Although training needs assessment (TNA) is essential for effective training efforts, this important component of training and development is often ignored. The authors present a systematic, legally defensible TNA which has proved to be successful. Sample materials for conducting a TNA are included. The use of the TNA as a central data base for other personnel/human resource management activities is also discussed.

scholarly journals MANAGEMENT OF TRAINING PROGRAMS BY HRD CV.SULTAN COFFEE INDONESIA

2021 ◽  
Vol 14 (1) ◽  
pp. 1-8
Author(s):  
Bambang Septiawan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Training Program ◽  
Human Resource ◽  
Training Programs ◽  
Training Evaluation ◽  
Management Training ◽  
Analysis Data ◽  
Training Needs ◽  
Training Needs Assessment

This research focuses on investigating the management of training program which held by CV. Sultan Coffee Indonesia. Even though, this company still in process of developing since 2019, it needs to conduct training regularly to build up the excellent capacity to the employee for making sure the products follows market wants. The theories used are about human resource management focusing on developing good capacity for employee from several experts. The data is taken by observing, the secondary researcher is full observer that assist a lot for collecting the data. The analysis data is done sequently until find and describe the result as well as discussion of the research. The result finds that management training program starting with training needs assessment analysis, goal formulation, design, implementation, until training evaluation. Each step is done sequently according to the needs of training regularly or conditionally based on the requirement for gaining the highest market and profit.

Post-Leave (Return to Work) Training Needs and Human Resource Development

2021 ◽  
pp. 152342232098293
Author(s):  
Denise R. Philpot ◽  
Mariya Gavrilova Aguilar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Return To Work ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Training And Development ◽  
Training Needs ◽  
Organizational Policies ◽  
Leave Taking

The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals The effect of human resource management practices on employee`s job satisfaction: A case study on Japanese agribusiness in Vietnam

2021 ◽  
pp. 1463-1472 ◽  
Author(s):  
Tran Thi Hoai Thu ◽  
Rie Watanabe ◽  
Tsuyoshi Sumita
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Supervisor Support ◽  
Training And Development ◽  
Working Environment ◽  
Positive Effects ◽  
Human Resource Management Practices

This paper aims to study the relationship between human resource management practices (including work itself, training and development, supervisor support, co-workers ‘relation, salary, and working environment) and job satisfaction among employees in Japanese agri-businesses in Vietnam. The structured questionnaires were distributed to 200 employees to collect the primary data out of which 179 useable were returned to test the research hypotheses. Results shows that the work itself, training and development, co-workers’ relation, salary and working environment had positive effects on employees’ job satisfaction. However, there were no relationship found between supervisor support with job satisfaction. Finally, based on the results of qualitative and quantitative evidence as well of the comprehensive interview, some suggestions were given to human resource management practices in Japanese agricultural companies to achieve high level of job satisfaction.

Employee Motivation for Training and Development

2022 ◽  
pp. 370-386
Author(s):  
Sangita Saha ◽  
Saibal Kumar Saha ◽  
Jaya Rani Pandey ◽  
Ajeya Jha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Pharmaceutical Company ◽  
Human Resource ◽  
Employee Motivation ◽  
Training Programme ◽  
Career Exploration ◽  
Training And Development ◽  
Development Programme ◽  
Motivating Factors

Training and development is an important function of human resource management. Employees need to regularly undergo training and development programmes to update themselves with the latest technologies and skills, which help to increase the efficiency of the organization. Motivating employees to undergo a training programme is often a challenge faced by employees. This study aims to find the motivating factors for employees to undertake a training and development programme. With a sample size of 172 employees from a leading pharmaceutical company in Sikkim, India, responses were collected and analysed. It was found that interest for updating oneself with the latest technology, better chance of career exploration, commitment to train from the company's end, and encouragement provided from subordinates play significant roles in motivating employees in undertaking a training and development programmes.

scholarly journals Human Resource Management in the BRICS countries: a comparative study

2017 ◽  
pp. 69-82
Author(s):  
Luciana Campos Lima ◽  
Tatiani dos Santos Zuppani ◽  
Maria Laura Ferranty Maclennan
Keyword(s):  
Data Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Institutional Environment ◽  
Secondary Data ◽  
Training And Development ◽  
Brics Countries ◽  
Contextual Characteristics ◽  
Recruitment And Selection

The objective of the study is to investigate the contextual characteristics of BRICS countries on Human Resource Management (HRM) policies and practices. For that we used secondary data analysis, such as reports, journals, and newspapers. Data is organized in order to provide logical support for the arguments presented. The main findings relate institutional environment characteristics from the education system and labour market with: (i) recruitment and selection practices; (ii) remuneration systems; (iii) training and development practices.

scholarly journals ENHANCING CAREER COMMITMENT: THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES

2017 ◽  
Vol 16 (2) ◽  
Author(s):  
Khulida Kirana Yahya ◽  
Fee-Yean Tan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Career Commitment ◽  
Training And Development ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
And Training

The purpose of this study is to examine the relationship between human resource management(HRM) practices (training and development, compensation and promotion) with careercommitment. Data was gathered through questionnaire from 253 employees of a multinationalcompany in Malaysia. The regression results indicated that compensation, and training anddevelopment were significant predictors to enhance career commitment. The results alsosuggested that compensation was the most important factor that influence career commitmentfollowed by training and development.Keywords: Career Commitment; HRM Practices; Training and Development; Compensation;Promotion.

scholarly journals MENERAPKAN NILAI ISLAM DALAM PENGEMBANGAN MUTU PENDIDIKAN TERKAIT MANAJEMEN SUMBER DAYA MANUSIA

2020 ◽  
Vol 4 (2) ◽  
pp. 47-52
Author(s):  
Handika ◽  
Yogie Dwi Saputra
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Training And Development ◽  
Quality Education ◽  
Education Quality ◽  
Quality Of Education ◽  
A Company

ABSTRAKManajemen sumber daya manusia adalah suatu bidang manajemen khusus yang mempelajari hubungandan peranan manusia dalam suatu organisasi. Manusia adalah tenaga kerja yang bekerja dalam suatuperusahaan. Salah satu faktor suatu pendidikan bisa berkembang adalah adanya manajemen sumber dayamanusia yang baik dan sesuai dengan nilai-nilai Islam. Dengan adanya sumber daya manusia yang berkualitasakan dapat berpengaruh pada proses dan kemajuan yang lebih baik dalam bidang pendidikan tersebut.Meningkatkan sumber daya manusia menjadi semakin penting untuk institusi yang digunakan untukmendapatkan kontrol yang lebih baik melalui lembaga mereka sendiri. Lembaga harus menunjukkan bahwamereka mampu memberikan pendidikan yang berkualitas untuk pelajar. Untuk setiap institusi, kualitas adalahagenda dan kualitas utama perbaikan adalah tugas yang paling penting. Salah satu yang harus di perhatikandalam Manajemen sumber daya manusia di Indonesia ini adalah peningkatan kualitas mutu pendidikan dengantujuan untuk mengubah institusi yang mengoperasikannya menjadi tim yang tulus, tanpa konflik dan persainganinternal, untuk mencapai satu tujuan, yaitu untuk kemajuan pendidikan yang lebih baik.Hasil penelitian ini menunjukkan bahwa: Perencanaan sumber daya untuk meningkatkan mutu pendidikanseleksi dan orientasi, serta penempatan sumber daya manusia secara profesional. Pelaksanaan sumber dayadilakukan dengan kegiatan pendidikan, pelatihan dan pengembangan sumber daa manusia yang berperan dalampeningkatan mutu pendidikan yang berkualitas sesuai nilai-nilai islam.Kata kunci: Manajemen, Sumber Daya Manusia, Peningkatan dan Kualitas mutu pendidikanAbstractHuman resource management is a specialized management field that studies the relationships and roles ofhumans in an organization. Humans are workers who work in a company. One of the factors that can developeducation is the existence of good and appropriate human resource management in accordance with Islamicvalues. With the existence of quality human resources will be able to influence the process and better progress inthe field of education. Increasing human resources is becoming increasingly important for institutions that areused to gain better control through their own institutions. Institutions must show that they are able to providequality education for students. For each institution, quality is the agenda and the main quality of improvement isthe most important task. One of the things that must be considered in human resource management in Indonesiais to improve the quality of education with the aim of changing the institutions that operate it into a sincereteam, without conflict and internal competition, to achieve a goal, namely for the betterment of education.The results of this study indicate that: Planning resources to improve the quality of education selection andorientation, as well as the placement of human resources in a professional manner. The implementation ofresources is carried out through educational activities, training and development of human resources that play arole in improving the quality of quality education in accordance with Islamic values.Keywords: Management, Human Resources, Improvement and Quality of education quality

A Glimpse at the Portuguese Employees' Perceptions of Training and Development

2014 ◽  
Vol 1 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Ana Paula Ferreira ◽  
Regina Leite
Keyword(s):  
Needs Assessment ◽  
Exploratory Study ◽  
Training And Development ◽  
Training Needs ◽  
Training Effectiveness ◽  
Training And Education ◽  
Whole Process ◽  
Training Needs Assessment ◽  
European Crisis ◽  
Training Activities

Training and development (T&D) has become a paramount subject in the workplace and societies, particularly in today's scenario of the European crisis. T&D literature has long highlighted the benefits for employees, managers and governments of training and education strategies and systems. However, the employees' perception of the T&D process has been systematically neglected. This paper presents an exploratory study focusing on the employees' perception about the T&D rationale, the initiatives, and tools used by their employing organizations. A sample (n= 101) of currently employed MSc students enrolled in management courses at a Portuguese University was used to analyse their opinion about the employers' reasons to invest in training activities, the organizational instruments adopted to conduct the training needs' assessment and evaluating the training effectiveness, and the problems underlying the whole process of training within their organizations. A questionnaire was used to collect data on those issues. Results are analysed and some major implications for employing organizations are discussed.

Impact of Human Resource Management on Teachers’ Productivity in Colleges of Education in North Central Geo-Political Zone of Nigeria

2019 ◽  
Vol 5 ◽  
pp. 102-120
Author(s):  
Amaechi Appolus Azunwanne ◽  
Obiweluozor Nkechi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Null Hypothesis ◽  
Due Process ◽  
Training And Development ◽  
Study Data ◽  
Colleges Of Education ◽  
North Central ◽  
The Impact

Colleges of education are established to train teachers for the education sector. This paper assesses the impact of human resource management on teachers’ productivity in colleges of education in the North-central geo-political zone of Nigeria. The researchers adopted a descriptive survey research design. The population of the study comprised of all the 11 colleges of education in North-central, with a staff strength of 4,914. The stratified and purposive random sampling techniques were used to select a sample of 495 staff, stratified along academic and non-academic, who participated in the research. A 15-item researcher-developed questionnaire titled “Impact of Human Resource Management on Teachers Productivity Questionnaire (IHRMTPQ)” was used as an instrument for data collection. Three research questions and one null hypothesis guided the study. Data collected were analysed using mean, standard deviation and percentage scores. The chi-square statistic was used to test the null hypothesis at the 0.05 level of probability. The findings revealed that recruitment processes, training and development and staff welfare have a significant impact on teachers’ productivity in colleges of education. The conclusion was drawn and it was recommended, among others that administrators of colleges of education in the zone should follow stipulated due process in recruitment, increase staff training and development, and improve on staff welfare so as to motivate teachers to greater performance, which will in turn increase productivity.

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