Understanding and promoting lifelong learning in employees is important for employees' future marketability (Robinson & Rousseau, 1994) and for creating learning organizations (Senge, 1990). To further this understanding, components of a model of the motivation to engage in continuous employee development (Garofano & Salas, 2005) were tested. New scales were created for work-related implicit theory and outcome expectations and the validity of these scales and these variables in the model were investigated. Alternate models were also contrasted with the Garofano and Salas model (2005). The study used self-report surveys administered to staff and faculty recruited from training classes in higher learning institutions in a three month longitudinal investigation. The results suggest that work-related implicit theory is a valid contributor in this model but that modifications to the model may be beneficial, including a more complex central motivational component. Implications of these results for organizational practice are discussed along with study limitations and future research implications

The purpose of this study was twofold: (a) to take a step towards conducting a functional assessment of an employee skill deficit in an applied, organizational setting and (b) to investigate the effectiveness of building response frequencies when training necessary skills to employees of an organization. A functional assessment procedure was administered to each participant and designed to identify the possibility of insufficient component skills that may have been responsible for employee ineffectiveness. Results of this assessment procedure identified two of the these targeted skill areas as deficient. Based on these results, two primary dependent variables designed to measure two component skills, See/Say 4-digit operation code descriptions (recall) and See/Type 4-digit operation codes (data entry) were established. During treatment, instructional and measurement procedures based on Precision Teaching and designed to increase rates of responding (i.e., frequency) were used to present the material, to guide instruction, and to record the results. A pair of multiple baseline across participants designs were used to evaluate the effectiveness of the intervention. In addition, three composite skill tests (pretest, midtest, posttest) were administered to measure and evaluate the application of each of the two component skills. The results of treatment suggest that the methods used in this study are a cost-effective way of training product knowledge and data entry skills for organizations. Implications for the field of Organizational Behavior Management are discussed and suggestions for future research are provided.

No description available.

The purpose of this qualitative multiple case study was to examine HR executives' perspectives on employability enhancement for employees and how it is operationalized in their workplace. The exploratory questions that guided the study were, What are the perspectives of HR executives regarding employability enhancement for employees, and In what ways and under what conditions is organizational support of employability enhancement demonstrated through workplace learning initiatives? The conceptual framework for this study is based on Clarke and Patrickson's (2008) list of assumptions concerning employability as the premise for the new employment contract. Data collected consisted of background questionnaires, semi-structured interviews, organizational documents, and researcher reflective journal notes. Cross case analysis yielded four major themes of "Shared Responsibility," "The Power of Learning Attitude," "Assessment for Growth," and "Resource Availability." These four themes include discussions of the roles and responsibilities for employability, desired employee learning attitudes, recommended assessment activities, and conditions affecting development opportunities provided by organizations. Implications for organizations, their employees, and HRD professionals are described. This study contributes empirical research on today's employment contract based on an employability model from the organization's perspective. It also adds to the body of literature on employability rarely focused on, employability enhancement for employees.

To improve on service delivery, the challenge is to ensure that the correctional officials understand and are skilled in dealing with demands for better standard of service delivery by the public. There is a perception that current training programmes are too fragmented and that training does not receive the priority it deserves. There is also a feeling that current training is still too much focused on the training needs of the ''top" echelons (managers) and not the "bottom" end of the Department of Correctional Services, especially those directly dealing with day to day work situation. This study was therefore designed to examine how human resources are developed within the Department of Correctional Services, emphasizing on Human Resource Development Strategy for Total Quality Management within the Department. The research methods utilized in the investigation are qualitative and exploratory, since no comparative research on the implementation of Human Resource Development Strategy has yet been conducted in the Department of Correctional Services. The study took place at the Groenpunt Management Area. In order to obtain data, questionnaires and interviews were used and administered by the researcher with randomly selected individuals from the employees within Groenpunt Management Area. The investigation was based on the hypothesis that the effective implementation of human resource development strategy may lead to efficient total quality management in Groenpunt Management Area. The Department of Correctional Services (DCS) should utilize strategies to provide training and education to further the employees' development and chances of advancement to leadership positions. The DCS must be concerned to implement techniques that could serve to improve productivity and better service delivery. Greater employee involvement and development need to be encouraged. The findings of the study explore that the Human Resource Development Strategy for the DCS must be aimed at addressing the major human resource capacity constraints currently hampering the effective and equitable service delivery. The DCS must become a true learning organization and to ensure this the DCS must ensure that conditions necessary for improving service delivery have been established. The implementation of the HRD Strategy will ensure that the capacity of the staff within the DCS is built up to a level of competence that will ensure access to equal and competent service. The study concludes with the recommendation that appropriate human resources are required to implement strategies. The DCS further needs to have the right kind of people trained in the appropriate manner in order to carry out strategic plans. Where the implementation of strategies requires new knowledge and skills, it must be ensured that the information is built into the existing training courses and that new courses are developed if necessary. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2010.

To improve on service delivery, the challenge is to ensure that the correctional officials understand and are skilled in dealing with demands for better standard of service delivery by the public. There is a perception that current training programmes are too fragmented and that training does not receive the priority it deserves. There is also a feeling that current training is still too much focused on the training needs of the ''top" echelons (managers) and not the "bottom" end of the Department of Correctional Services, especially those directly dealing with day to day work situation. This study was therefore designed to examine how human resources are developed within the Department of Correctional Services, emphasizing on Human Resource Development Strategy for Total Quality Management within the Department. The research methods utilized in the investigation are qualitative and exploratory, since no comparative research on the implementation of Human Resource Development Strategy has yet been conducted in the Department of Correctional Services. The study took place at the Groenpunt Management Area. In order to obtain data, questionnaires and interviews were used and administered by the researcher with randomly selected individuals from the employees within Groenpunt Management Area. The investigation was based on the hypothesis that the effective implementation of human resource development strategy may lead to efficient total quality management in Groenpunt Management Area. The Department of Correctional Services (DCS) should utilize strategies to provide training and education to further the employees' development and chances of advancement to leadership positions. The DCS must be concerned to implement techniques that could serve to improve productivity and better service delivery. Greater employee involvement and development need to be encouraged. The findings of the study explore that the Human Resource Development Strategy for the DCS must be aimed at addressing the major human resource capacity constraints currently hampering the effective and equitable service delivery. The DCS must become a true learning organization and to ensure this the DCS must ensure that conditions necessary for improving service delivery have been established. The implementation of the HRD Strategy will ensure that the capacity of the staff within the DCS is built up to a level of competence that will ensure access to equal and competent service. The study concludes with the recommendation that appropriate human resources are required to implement strategies. The DCS further needs to have the right kind of people trained in the appropriate manner in order to carry out strategic plans. Where the implementation of strategies requires new knowledge and skills, it must be ensured that the information is built into the existing training courses and that new courses are developed if necessary. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2010.

The aim of this thesis is to analyze the process of staff training and development, characterize and evaluate existing HR processes, identify the needs of employees and the company and suggest possible ways to improve the current situation. For this research was chosen company Fabory CZ Holding s.r.o.

This Master's Thesis deals with the issue of talent management at Tesco Stores ČR a.s. The main goal was to create an action plan for cooperation with talent's at Tesco Stores ČR a.s. leading to an increase in employee engagement. Through a detailed study of specialized literature, talent management and its processes, employee development, succession planning, career management and performance management were defined. An analysis of the current system of talent management in the company was created based on interviews and a questionnaire survey. A SWOT analysis generated recommendations and suggestions for improvement on specific activities for talents, optimization of succession plans and development programmes.

Employee education alongside with skilled employees motivated to further development is currently becoming both an important part in the development of companies and a significant competition advantage in all markets worldwide. The aim of this thesis is to analyze educational systems in Czech companies and to evaluate the educational process of employees. The thesis is divided into two parts, theoretical one and practical one. The first part deals with defining theoretical concepts related to education, the theory of corporate education and trends in corporate education. The second part is focused on the research of corporate education in Czech companies. The research is based on the internal documentation and interviews with the HR representatives in the company HOCHTIEF CZ, and interviews with experts in the field of corporate education from the company DMC management consulting.

This study explored benefits of providing employee training and development beyond the specific content covered in such interventions. The relationship between training and development opportunities, and associated factors (job satisfaction, organizational commitment, and turnover intent) were significant among participants. Implications for training and development investment returns are considered. Previous research has identified training and development as an antecedent to perceived organizational support. Results failed to confirm perceived organizational support as mediating the relationship between training and organizational commitment. Age was found to be significantly correlated with job satisfaction, organizational commitment, and turnover intent, while education level was not found to have an impact. Limitations of this study, practical implications and recommendations for further study are discussed.