The purpose of this study was to use evaluation research methods to test the effectiveness of a model for planning programs in the defense industry.One of the major reasons for deficiencies in both training and education of Program Managers is the lack of a generic Program Management Planning Process which contains essential elements of program planning and which can be modified or tailored to accommodate the specifics of a given program.This study addressed the following evaluation research questions with regard to a selected Program Management Planning Process:1. How adequate is the functional Performance Measurement Baseline, as a result of following the Program Management Planning Process of this study?2. What is the quality of the resulting Performance Measurement Baseline?3. To what extent are the efforts in creating a performance measurement baseline as defined by the Program Management Planning Process of this study perceived as justified?4. Is the methodology employed in this evaluation research study generalizable to other studies of planning processes?5. Relative to integrated linear and integrated nonlinear models of planning processes, what does this study reveal?The results indicated:1. All of the activities of the Program Management Planning Process of this study were performed and their culminating products produced.2. The Performance Measurement Baseline for the program of this study was satisfactory, but subject to short-term obsolescence and may have been created without sufficient attention being paid to potentially significant cost, schedule or technical program drivers.3. The program planning team participants did believe the Program Management Planning Process of this study added sufficient value, over alternative methodologies, to merit its continued use.4. On the whole, the methodology employed in this research study proved to be generalizable for use on other programs.5. The findings of this study support the proposition that integrated nonlinear planning models are really macro-models and integrated linear models are really micro-models, as applicable to program planning. They are not separate models, but, in fact, the integrated linear model is a subset of the higher level integrated nonlinear model. / Department of Educational Leadership

The purposes of this study were to measure and compare the knowledge level of sales personnel employed by a ladies' apparel manufacturer and to examine the need for a training program for sales managers, sales secretaries, and sales representatives. The data were gathered through a four-part questionnaire developed by the researcher. Sales personnel were rated as having low, medium, or high knowledge. The majority rated as having medium knowledge. No significant differences in knowledge level were evident relative to sales position or length of employment. Training needs tended to have little variance among respondents.

This investigation was conducted for the purpose of developing and pilot testing an assessment center to determine job performance levels of caseworkers in essential job competencies.

The aim of the thesis was to analyse the current state of the assessment and remuneration system in the organization, which I have chosen and to suggest possible improvements that would increase the efficiency of the system. To achieve that aim, unstructured interviews and internal resources were used, and this has contributed to a unified view on the subject, based on which it was possible to propose given recommendations.

M.Ed. / South Africa needs to spread its available and required competence, skills and educational basis among its broad population (Valchanges, 1992:23). This is reflected in South Africa being rated 43rd out of 47 countries in the human development and skills level, or put differently, 14th out of 15 Group II countries in the World Competitiveness Report of 1992 (Gerber, Nel and Van Dyk, 1995:6). The South African educational system also ranked 14th of the 15 Group II countries in the same report (Gerber, et al, 1995:7). The situation is even worse if the World Competitiveness Report of 1995 is taken into consideration. South Africa ranked. 44th of 46 countries regarding its human resource development (Buffington and Associates, 1996; Rossouw, 1996:3; Pretoria News, 29 May 1996). If the above is taken into consideration it is clear that the start of the National Training Board (NTB) process that began in 1993 was necessary. The initial debates in the process were located within the vocational training context (HSRC, 1995:34). Four stakeholders entered the initial NTB process; namely: The government of the day with official representation by the departments of Education and Labour (called the Department of Manpower at the time); Representatives of different employers organisations; Representatives of organised labour; and Providers of learning. Different concerns from each of the above stakeholders caused a shift in the debate from a concern about vocational training to a broader concept of vocational education and training. This lead to the argument of an integrated approach. Thus: The field of education, training and development should adopt an integrated approach to all activities and systems currently classified as education and training and, unlike the past concentrate on vocational training only (HSRC, 1995:35). As part of such an integrated approach, education, training and development should not be seen as separate entities, but as one unit within the larger field of human resource development, i.e. the development of all those involved in Education, Training and Development (ETD), must be ranked as one of the biggest priorities in South Africa (National Training Board, 1995a:5). In November 1993, Working Committee 3 of the NTB submitted a report on "Trainer Development", under the title of "Education, Training and Development Practitioner" (NTB Annexure A, 1995c:2) thus starting a process of integrating the ETD field. Those involved in ETD were referred to as Education, Training and Development Practitioners (ETDP). The original task given to Working Committee 3 reads as follows: "Develop a South African competency-based model for trainers. Identify requirements for registration, certification, accreditation and recognition of existing qualifications and experience or competency in a national integrated certification/qualification structure." The ETDP competency model must be based on outcomes/outputs as a central focus, that will link the ETDP competency model with the National Qualifications Framework (NQF), thus ensuring registration, certification, accreditation and recognition of existing qualifications and experience (NTB, 1995c:21. To ensure that the ETDP Model complies to the requirements of the NQF (NTB, 1995a:5) it must be described in terms of: Roles; Outputs/Outcomes; Quality Standards; Competencies linked to outputs/outcomes; Range variables; and Levels of complexity.

Thesis(M.A. (Social Work)) -- University of Limpopo, 2016 / The purpose of the study was to evaluate the effectiveness of an Employee Assistance Programme (EAP) in South African Police services, within Lephalale Municipality, Waterberg District in Limpopo Province. The study was conducted within seven police stations. The sample comprised of 189 employees some of whom were employed in terms of the SAPS Act No. 63 of 1995 and others who were employed in terms of the Public Service Act No 103 of 1995. The sample was drawn from the population of 398 of employees using systematic random sampling method. The research approach followed in this study was quantitative and data was collected through the administration of questionnaires over a period of (8) eight days. Respondents were requested to give their experiences and understanding of the functioning of the EAP programme, awareness of the programme, satisfaction with the programme and how accessible the programme was to them. A theoretical background on the effectiveness of the Employee Assistance Programme in this study was provided through literature. In the literature, the goals, objectives and intentions of EAP were discussed. The aspects of EAP which are critical for EAP effectiveness were also explored and discussed. These include the benefits of utilising EAP, the rationale for EAP evaluation, the nature of EAP functioning in SAPS and EAP core technologies. The findings of the study are based on the one hundred and eighty nine (189) questionnaires that were returned by respondents. The findings were presented through tables and graphs and also interpreted using words. The study generally found that employees are aware of the existence of EAP within SAPS, though the utilisation rate was very low. However there is a need to improve EAP operation and strategies within SAPS to allow EAP to reach more employees. Based on the findings of the study, conclusions and recommendations were made regarding the improvement of the EAP in SAPS.

The problem of this study is to determine the need for and use of in-house secretarial training in manufacturing companies in five selected Louisiana cities. Data for this study were collected by the use of a questionnaire which was devised, validated, and pilot tested. Questionnaires were mailed to 197 personnel/training directors of manufacturing companies in the five largest cities of Louisiana. One hundred thirteen usable responses were received, which represented a 57.4 per cent return. Additional information was obtained through interviews with the personnel/training directors in those companies with in-house secretarial training programs.

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No description available.

<p>  </p> <p>This study aims to investigate three aspects of pricing strategy in the lodging industry. The three aspects are competition, consumer response, and entry-level employee pricing training. Competition forces hotels to adopt appropriate pricing strategies to differentiate their products from competitors. Consumer reaction is key to testing the feasibility of a pricing strategy and thus can instruct hoteliers on how to implement the pricing practice. Pricing training of entry-level employees ensures long-term pricing stability and efficiency. These three aspects together could provide a comprehensive framework that provide industry practitioners with pricing strategies and recommendations for competitors, consumers and employees. </p> <p>Firstly, we developed a game theoretic model to examine under what circumstance should hotels adopt add-on pricing. According to the results, add-on pricing could generally improve hotels’ revenue as compared to the traditional all-inclusive pricing. The optimal add-on pricing strategy for higher-valued hotels is to initiate the add-on pricing, regardless of whether competing hotels will follow or not. While, for lower-valued hotels, they should insist with the all-inclusive pricing even though competing hotels initiated the add-on pricing. </p> <p>Secondly, this study investigates consumer reaction toward add-on pricing in practice. Add-on pricing could trigger both positive and negative effects on consumers’ booking intention. Based on the Transaction-Acquisition Utility theory, this study empirically tested and showed that add-on pricing improves consumers’ booking intention as compared to all-inclusive pricing. Consumers’ perceived acquisition utility can be increased due to customization effect.  Consumers’ perceived enjoyment and information overload are the positive and negative driver toward perceived transaction utility. </p> <p>Finally, the third part of this study is to identify the factors that affect the training of pricing performance of entry-level employees in the lodging industry. Students enrolled in the Revenue Management and Profit Maximize course in spring 2022 at College of Hospitality, UNLV were recruited to participate this experiment. Based on the results, for entry-level employees, training outcome of data management and pricing basics, as well as employees’ pricing application skills are crucial to basic level pricing performance. When the pricing tasks become more advanced, besides data management and pricing basics, training outcome of inventory management also plays a role. In addition, in-person training could ensure higher training effectiveness for advanced pricing topics. </p> <p>This study provided a combined “distribution channel – consumer– employee” continuum of pricing in the hospitality industry. Theoretically, this study can shed light on examining hotel pricing strategy under channel competition, as well as understanding consumer behavior under Transaction-Acquisition Utility Theory. Empirically, this study offers industry practitioners a set of takeaways from strategy making, operation implementation, to employee training. <br>  </p>