published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

Thesis (M.S. in Human Systems Integration)--Naval Postgraduate School, December 2009. / Thesis Advisor: Buttrey, Samuel E. Second Reader: Shattuck, Lawrence G. "December 2009." Description based on title screen as viewed on January 26, 2010. Author(s) subject terms: retention, manpower, manning, personnel, critical skills retention bonus, capabilities based assessment, information warfare officer, functional area analysis, functional needs analysis, functional solutions analysis, prior enlisted, source of commission, survey, monetary solution, non-monetary solution. Includes bibliographical references (p. 223-226). Also available in print.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis (MTech. degree in Human Resources Management)--Tshwane University of Technology, 2012. / Evaluates the attitudes of employees towards performance management in the process automation industry.

published_or_final_version / Public Administration / Master / Master of Social Sciences

No description available.

No description available.

Research questions included: how much do company training programs appear to change quality, productivity, or employee involvement; and what changes might increase the effectiveness of quality/productivity training programs? An extensive survey instrument yielded fifteen useable replies from selected companies with participative programs in fourteen industries.Fourteen locations reported improved quality or productivity.Participative programs were often integral parts of quality/productivity programs. Sane locations operated two to five programs simultaneously.Training programs were judged as important contributors to major improvements in quality, productivity, or employee involvement. most locations did not attempt to estimate rate of return on training costs. Reported total training time ranged from 17 to 264 hours per employee. Five locations recommended same amount of training effort for all employees. Testing was seen as essential for skill training.Study recommended: management commitment; "awareness training" needs skill-building; customized programs; corporate resources or consultants to expedite application of new skills; only well-qualified, well-prepared trainer/facilitators; determination of training effectiveness; training program participation rewards. / Department of Educational Leadership

The purpose of this study was to identify the learning styles of Malaysian managers and executives and specifically to determine whether the alignment training methods with trainees' learning styles can improve the effectiveness of learning in Employee Development programmes. A comprehensive literature review was done and a sample survey approach was adopted. Past studies in the research area were summarized and hypotheses were made for empirical testing. / The findings of this study indicated firstly that all the trainees can be categorized into different learning styles in accordance with Honey and Mumford's LSQ although there were a significant group of trainees that showed no strong preference at all. Secondly, trainers used a combination of methods in their training delivery. Finally, the empirical information suggested that training effectiveness is not positively related to the individual styles when a combination of training methods was used. The results revealed that there were no correlations between the overall learning styles and effectiveness of training. / This study also discussed some implications for the training of executives and managers in employee development programmes conducted by in-house training centres in Malaysia. / Thesis ((DBusinessAdministration)--University of South Australia, 2008.

Thesis (PhD)--University of South Australia, [1999?]