This study examines employees' perceptions of the training and development system in a large Federal government agency. Data come from a database built from a survey with over 3800 respondents. The survey is representative of five populations: executives, managers, supervisors, professional/ administrative and technical/clerical support staff. The survey instrument used to measure employee' perceptions of the training and development system consisted of 68 items in three sections. Section I addressed demographic data, Section II addressed respondents' overall satisfaction with training and development and their perceptions of the training and development system's achievement of elements of effective training and development practice, and Section III addressed the content of training and training delivery methods. Sections II and III employed a Likert scale for respondents' rating of indicators of satisfaction with training and development and respondents' perceptions about the effectiveness of the training and development system. This study provides conclusions about the factor structure underlying the indicators in the survey. It describes the relationships among employees' perceptions of the status and effectiveness of the training and development system and their perceptions of the value of training and development. The study also presents recommendations for further study and for training and development practice. / Ed. D.

On-the-job training, the inculcation and development of skills of employees at the workplace, is a sine qua non for increased productivity and morale. These latter attendant attributes are the bedrock of the broader human resource management strategy, to enable municipalities to improve governance systems. The government has created an enabling environment through the enactment of legislations such as the Skills Development Act, 1998 (Act 97 of 1998) and the White Paper on Public Service Training and Education (Notice 422 of 1997) amongst others, to ensure that municipalities are able to realise this mandate. The ultimate objective is to establish a clear vision and policy framework to guide the introduction and implementation of new policies, procedures and legislation aimed at transforming public service training and education into a dynamic, needs-based and pro-active instrument. Against this background, the role of the training department of the municipality becomes central in enabling the council to counteract employee poor performance levels and poor service delivery by the municipality. This article employs the case study approach at the Emfuleni Local Municipality (ELM), as well as literature review on training and postulates that sustainable human resource management in public service institutions and the ELM in particular, are inextricably linked with the capacity of the municipality to provide on-the-job training to its employees. This is a basic requirement to enable a municipality to provide effective and efficient service delivery.

In this article we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe "Project Ulysses", an integrated service learning program that involves sending participants in teams to developing countries to work in cross-sector partnerships with NGOs and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills and mindset that will enable them to successfully support a company's global sustainability and CSR efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.

The purpose of this study was to determine if participation in an experiential based instructional program for exploring vocations in emerging and new technologies would enable academically able high school juniors and seniors to attain increased maturity of attitudes and competency in career decision-making skills as measured by the Career Maturity Inventory. A total of 64 students participated in the study. Participants came from a pool of 132 junior and senior high school students identified as having a grade point average that placed them in the top thirty percent of their class. A pretest and posttest utilizing the Career Maturity Inventory was administered to both an experimental and control group consisting of 32 subjects each. Statistical tests of significance for all null hypotheses involved the use of analysis of covariance. The effects of participation in the program, "Academically Able-Exploring Vocations in Emerging and New Technologies (AA-EVENT)" were determined by comparing the posttest scores of the experimental group and control group on the Attitude Test and each of five subtests of the Competence Test of the Career Maturity Inventory (CMI). In each case, the appropriate pretest scores were used as a covariate of the posttest to control for any initial inequalities. All null hypotheses were tested using a .05 level of significance. There was a significant difference (p < .01) in the maturity of attitudes critical in making realistic career decisions between the experimental and control groups. Participants in AA-EVENT scored significantly higher than non-participants. There was a significant difference (p < .01) in self-appraisal in regard to career capabilities between the experimental and control groups. Participants in AA-EVENT scored significantly higher than non-participants. Participants in AA-EVENT scored higher than non-participants on the "Occupational Information," "Goal Selection," and "Problem Solving" subtests of the CMI. Even though gain was significant at the .10 level for each subtest, it was not significant for the purpose of this study. The least difference between the experimental and control groups was obtained on the "Planning" subtest of the CMI. Even though the experimental group had the higher mean, the difference yielded (p < .65) was not great enough to consider participation in AA-EVENT as having an effect. . . . (Author's abstract exceeds stipulated maximum length. Discontinued here with permission of author.) UMI

Succession plan is a process which a company can identify and develop the employees with caliber to manage business in the future. The intention of this search is to discover the situation of succession plan in our country. Hopefully, through the overall description and through study, this report can be a milestone for the similar research in the future. In this research the research objects are large well-known domestic enterprises. I select one company as a case study from each industry, such as financial industry, high-tech industry, and manufacturing industry. Then I studied and found out their succession plan and how they executed their plan. Discovery from the research: 1. The purposes and the reason they do it: It starts because of the need for high-level executives, not the company¡¦s regular program. 2. The way they executive the plan: ¡]1¡^ The department making plan and executing plans are different. ¡]2¡^ The man which makes the decision is the executive level. ¡]3¡^ Most domestic enterprises do not keep paper file. ¡]4¡^ Mostly keep thing in low profile, or even secretary ¡]5¡^ Big gap between plan budget and plan execution. ¡]6¡^ Mainly focus on internal talent, but still welcome external candidates. 3. Related systems which are concerned. ¡]1¡^ T&D is mainly focused on on-the-job training. ¡]2¡^ Assessment & evaluation plays an important role in succession plan. 4. The difficulty in execution and effectiveness. ¡]1¡^ Communication and common perspective are ones of the difficulties in succession plan. ¡]2¡^ Good talent is hard to get. ¡]3¡^ Talent cultivation and talent pool ate the greatest achievement from this plan. Conclusion: 1. The sensitivity to deal with human emotions is required for succession plan. 2. It is necessary to check internal& external environment to make the changes flexibly. 3. To build up complete pattern.

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Philosophiae Doctor - PhD / Professional nurses constitute the highest number of health manpower all over the world. The nature of their work make them prone to physical and emotional trauma which sometimes affect the care they render. Therefore, nursing requires that professionals demonstrate acceptable levels of self-awareness and self-control which is congruent with the key principles of mindfulness contributing to a standard of nursing practices that do not always reach by providers as expected. Likewise, Nurse Managers are expected to utilise mindfulness principles in the planning, organising, staffing, directing and controlling activities of their units. Therefore, the aim of this study was to develop a mindfulness-based unit management training programme for professional nurses in Ondo State, Nigeria. The objectives of this study were to: (a) determine the level of individual mindfulness of professional nurses. (b) measure the extent to which individual mindfulness impacts professional nurses’ mindfulness. (c) determine the effect of professional nurses’ mindfulness on unit management performance of professional nurses. (d) design mindfulness-based unit management programme for professional nurses. (e) verify the developed mindfulness-based unit management training programme for professional nurses.

Black women in America do not deal exclusively with race or gender discrimination, but many times a combination of the two. This qualitative study seeks to address how black women experience this double discrimination within their organizations’ cultures, policies, and practices. In addition, the career journeys and experiences of the participants interviewed will be analyzed in comparison to the current literature, which states mentoring, training and networking, and women-friendliness are the most effective methods to advancing women and women of color in the workplace. Ultimately, this study discovers that for those methods to work, there needs to be more structure around them and an understanding of race and gender biases on behalf of the organization and its most privileges employees.

With the supply of talented employees for the predicted available jobs around the world declining, employee retention and voluntary turnover have jumped to the forefront of HRD practitioners’, as well as senior managers’, strategic initiative. By 2008, demographers predict that 76 million baby boomers will be eligible for retirement. The generations that followed these individuals, born between 1946 and 1962, are not numerically adequate to fill the vacancies that these retirements will create. A growing concern exists that the expected annual growth in the number of eligible employees will be outpaced by economic growth predictions. While employee retention and employee voluntary turnover have received considerable scholarly attention, few research studies have examined the phenomenon in a professional sales arena. No investigation to date has tracked employee voluntary turnover and retention over a 14-year longitudinal wave as was the focus of this study. This population study examined employee retention of a Fortune 500 North American industrial automation manufacturer’s professional sales force over a 14-year period. It focused on personal characteristics, work characteristics, and human resource development (HRD) intervention factors influencing employee voluntary turnover. The results suggest that training and development participation contributes more significantly to employee retention than salary and job title promotions to the firm’s ability to retain sales professionals. The theoretical underpinnings associated with these findings reinforce the importance of human capital theory, social identity theory, expectancy theory, and distributive justice theory. They also suggest that employee retention should be included in calculations that measure the return on investment for training and development interventions. Further, these results that emerged from comprehensive data mining suggest that a structured training and development program embeds aspects of employee socialization that can influence a professional sales employee’s tenure in the organization. Formal training can serve to socialize the employee into the organization, thus, deepening the effect of social capital theory to build normative organizational commitment, a mediator of employee retention. This effect appeared to be more significant for non-Caucasian sales professionals who remained in the organization when included in a structured sales training program.