Wednesday, January 29, 2020
Training Program And HR Order Essay Example for Free
Training Program And HR Order Essay Introduction            We are in the epoch of organizational reform and innovation. Our time is marked with rapid changes in the demography of workforce, changing corporate culture, and changing institutions. In the light of the rapid shift in today’s organizations, the skills required of human resource managers, beginners in the profession and even aspiring students in the discipline, rest on the foundation of knowledge on the whole gamut of human resources and organizational development. Corporate America is not without its complications. When the company â€Å"succeeds,†there is with it (the success) a corresponding notion of responsibilities and liabilities. Organizations thrive today because of the policies and guidelines they have managed to fixed firmly in their set-up and translated into their day to day affairs. Big businesses have the competitive edge over others – i.e., over small entrepreneurs, because they have arrived at their positions in the market place by securing certain parameters in the many facets that comprise their organizations. This is especially true on government laws and regulations (McKenna, 2000).            Company policies reflect the company’s intentions of not only looking into employees’ benefits and/or plight, but its willingness to comply with authorities. Safety must be of prime importance in each organization and cooperation between employees and the imposed restrictions must be monitored and regulated. Any accident prevention program can only be effective and successful with the combined efforts of the management, supervisors, foremen and employees. This is where motivating the employees to participate is also critical and the constant and proper communication channels are employed in the organization. Government’s monitoring should also be unceasing because the tendency for institutions to make lapses and/or company support to be negligent with their duties can oftentimes occur (McKenna, 2000; Clement, 1981). Discussion ~ Training Programs: its purpose and efficacy            Training and training programs instituted by an organization requires that the management realizes the need for a systematic program for employee training and development through the formulation of company policy and its implementation by specifying who should be responsible. Management must therefore consider training as one of its major functions. It must realize this need because training is a continuous activity and requires management’s attention and support. Without management’s continued backing, financial, and moral, the program will fail (Clement, 1981).            Regardless of the sophistication and predictive validity of a selection program, it is almost always necessary to expose newly hired employees to some kind of training before they can be maximally effective on a new job, even if the employees are already experienced with the tools utilized in the workplace. The purpose of which is to increase the employee’s productive efficiency and to enhance organizational goals. Training requirements are made more complicated when the workers have had little actual job experience or are being hired for a type of work they have never performed (Baron, 1983). The organization’s selection procedures ideally ensure that new employees have sufficient intelligence, aptitude, and attitude to learn the job. The effects of a training program are in some cases tangible and in other cases, intangible. In the case of the former, empirical measurement of effectiveness is relatively easy; but in the case of the latter, it is not so. For example, the effectiveness of a training program, such as one for operator training, work study or inventory control, can easily be measured in terms of increased productivity or reduced cost, after the trainees have completed the program. But in the case of a program on human relations or leadership, the benefits cannot be measured in terms or units; they are seen and felt over a period of years. The effectiveness of such programs can also be measured from the point of view of objectives of the program by conducting in depth interviews of the participants, their superiors and subordinates (Baron, 1983). ~ The HR Manager’s role to make training effective            The HR manager should determine, in consultation with the different line departments, what training activities are needed, arranged according to priorities. He should evaluate the training programs and submit to management annual reports on the status of each program, their effectiveness, and the quality of the training activities. He should continually sell the training programs to all supervisors and managers and integrate the programs with other personnel actions, such as promotions or transfers. He should also extend technical aid to the supervisors and managers at all levels in determining training needs, selecting instructors or demonstrators and evaluating results (Landy, 1985; Baron, 1983; Clement, 1981).            Another important role of the HR manager is to evaluate whether the training conducted met what was intended for and if further follow-up or reinforcements are needed, there are contingencies that are also in place. Management, furthermore, as a rule wants to know whether or not the expense involved in the training and development of its employees will be a profitable investment. In evaluating the effectiveness of training there is a need to define what one wants to get from that particular training to be able to evaluate its results. The usual approach of relating the effects of training to gross changes in the organization in terms solely of the attitudes and behavior of workers is not enough as these are not all the effect one gets out of training. There are intangible benefits that a trainee acquires which broaden his outlook in life through his contact with society at large, boost his morale and motivation towards his work, and develop his pride to belong to his organization. Quantification should be in terms of identifiable units as psychomotor skills, knowledge and information gained and specific behavior patterns instilled (Landy, 1985; Baron, 1983; Clement, 1981).            Effectiveness is measured in terms of the application of what the learners have acquired during the training course. This application in turn is affected by various factors, the most important of which is the organizational framework and climate within which to apply the ideas learned from the course. Training is not transferred until it is well-integrated and successfully applied in a given job for which it was intended. Not all knowledge or skill can be used immediately in all situations but the learner will have it ready for his use when the need arises (Landy, 1985; Baron, 1983; Clement, 1981). Conclusion            The rapid technological and environmental changes which have engulfed the world in increasing proportions have drastically transformed the placid face of the earth. Organizational as well as industrial behaviors have evolved towards dynamic materialism thereby elevating worker’s and customer’s demands and expectations. Trends show that: 1) there is a great and growing shortage of high talent managers; 2) there will be an increasing need for better managers; 3) the manager’s job will be more demanding; 4) there will be increasing competition for managers. This reality is sustained up to the next decades. Hence, the manager himself constantly must undergo training and advanced schooling for him to remain in the competitive edge. He can also pinpoint to the staff in the workplace the significance of training when he himself refreshes in the profession he is involved in (Clement, 1981).            When the HR manager thoroughly knows his stuff and had done his research, studies and analysis into the problems and challenges of his workplace, it is no wonder that the training provided for the organization is appropriate and fitting for the members of the organization. His job seems to be continuous and he updates himself constantly to pull the rest of the organization to a level of competence. Reference: Baron, R. 1983. Behavior in Organizations: Understanding and Managing the Human Side of Work, Boston: Allyn and Bacon. Clement, R.W. 1981. Evaluating the Effectiveness of Management Training. Human Resources Management. Vol. 20, pp.8-13. Landy, F.J. 1985. Psychology of Work behavior. 3rd Ed. Dorsey Press. McKenna, Eugene, 2000. Business Psychology and Organizational Behavior: A Student’s Handbook. 3rd Ed. Psychology press: Taylor and Francis Group.
Tuesday, January 21, 2020
Stephen Crane and Walt Whitman: The Natural and the Language of Social
Stephen Crane and Walt Whitman: The Natural and the Language of Social Protest      Though in his short life Stephen Crane was never a soldier, his novel The Red Badge of Courage was commended by Civil War veterans as well as veterans from more recent wars not only for its historical accuracy but its ability to capture the psychological evolution of those on the field of battle (Heizberg xvi). Walt Whitman, on the other hand, served as a field medic during the Civil War. He was exposed perhaps to the most gruesome aspect of the war on a daily basis: the primitive medical techniques, the wounded, the diseased, the dying and the dead. Out of his experiences grew a collection of poems, "Drum Taps" , describing the horrors he had witnessed and that America suffered. As literary artists, a wide chasm of structure and style separates Crane and Whitman. The common cultural experience, the heritage of the Civil War connects them, throwing a bridge across the darkness, allowing them, unilaterally, to dispel notions of glorious battles and heroic honorable de aths. By examining Crane's Henry Fleming and the wound dresser from 'Whitman's poem of the same name, both fundamental literary differences and essential thematic consistencies emerge.  In The Red Badge of Courage, Henry Fleming was drawn to enlist by his boyhood dreams. His highly romanticized notion of war was eclectic, borrowing from various classical and medieval sources. Nevertheless, his exalted, almost deified, conception of the life of a soldier at rest and in combat began to deflate before the even the ink had dried on his enlistment signature. Soon the army ceased to possess any personal characteristics Henry had once envisioned, becoming an unthinking, dispas... ...        Eds. New York: W.W. Norton, 1962. Hartwick, Harry. The Foreground of American Fiction. New York: American Book Co, 1934, p. 17-44 Rpt in Crane,            Stephen. The Red Badge of Courage. Sculley Bradley, Richard Beatty, and E. Hudson Long Eds. New York: W.W. Norton, 1962. Schroeder, John W. "Stephen Crane Embattled," University of Kansas City Review, XVII (Winter 1950), 119 Rpt. in            Crane, Stephen. The Red Badge of Courage. Sculley Bradley, Richard Beatty, and E. Hudson Long Eds. New York: W.W. Norton, 1962. Walcutt, C.C. American Literary Naturalism, A Divided Stream. Minneapolis: University of Minnesota Press, 1952, p.66-82 Rpt in Crane, Stephen. The Red Badge of Courage. Sculley Bradley, Richard Beatty, and E. Hudson Long Eds. New York: W.W. Norton, 1962. Whitman, Walt. Leaves of Grass. New York: Bantam Books, 1983.
Monday, January 13, 2020
Review of Literature Essay
2.1Introduction This chapter reviewed the available literatures written on this topic and in other related areas in this chapter. This was made possible by the identification, collection and review of these literatures from various sources such as text books, journals, reports and the internet. 2.2The Concept of ATM ATM is typically made up of the CPU for controlling the user interface and transaction devices, magnetic or Chip card reader for identifying the customer, display which is used by the customer for performing the transaction, function buttons usually close to the display or a Touch screen used to select the various aspects of the transaction and a record printer which provides the customer with a record of a transaction (Cronin and Mary, 1997). Most ATMs are connected to inter bank networks, enabling people to withdraw and deposit money from machines not belonging to the bank where they have their account or in the country where their accounts are held thus enabling cash withdrawals in local currency (Maxwell, 1990). They are often identified by signs above them indicating the name of the bank owning them. 2.2.1Evolution of ATM ATM is said to have evolved from early cash dispenser and is said to have first been introduced in the early 1970’s. The dispensers were operated by a token inform of a punch card. This enables a customer to withdraw as sachets of suitable values of bank notes. These sachets processes and then return the card to the customers. Another source has it that ATM concept was started around 1967, and that it was first installed in Endfield town, on the London Borough of Endfield by Barclays Bank. Thomas (1996). This is said to have been accredited to John Shepherded Baron, although George Simon registered patent in New York and Don Wetzel and two other Engineers from Docatel Company also registered patent in June/ April 1973. Brendan (1996). This in the second generation was improved to the extent that made it possible to count proved money. 2.2.2Operation of ATM ATMs typically connect directly to their ATM Controller via either a dial-up modem over a telephone line or directly via a leased line. Leased lines are preferable because they require less time to establish a connection. Musiime and Biyaki, (2010). It is observed that, most modern ATMs, the customer is identified by inserting a plastic ATM card with a magnetic stripe or a plastic smartcard with a chip that contains a unique card number. Security is provided by the customer entering a personal identification number (PIN). For one to access ATM service, he/ she (the card holder) has to insert the card (magnetic strip card) into the machine (ATM), which then reads the strip and makes contact with the central computer to confirm the genuity of the card which is either accepted rejected depending on whether it is valid or not. When accepted, the customer then punches his/ her PIN number which is then verified according to its compatibility with the information stored in the card. After w hich it then perform the service requested of like (issuing cash, accepting cash/ cheque deposit, balance enquiry, mini-statement) etc, and finally ejects the card. 2.3Effectiveness of ATM Without usage of technology the banking sector cannot provide customers with effective services (Patricio et al., 2003). Effective service delivery is a new or significantly improved service concept that is taken into practice (Drake, 2001). Customer expectations concerning service encounter experiences and service delivery mechanisms as well as the entire concept of what constitutes quality service are therefore key issues that need to be considered prior to the implementation of any structural change. Patricio et al. (2003). Effective service delivery is a service product or service process that is based on some technology or systematic method. It can be a new customer interaction channel, a distribution system or a technological concept or a combination of them. (Kelley et al. 1990). Kumbhar (2011). Observed that effectiveness of service provision have a significant relationship with overall customer satisfaction. Effective service delivery is positively related to customer satisf action in that, when a customer perceives that the delivery mode of the transactions that the bank is supposed to offer is quite good, the more the customers will be satisfied with the bank services. The Concept of Customer Satisfaction Cacioppo (2000) defines Customer satisfaction as the state of mind that customers have about a company when their expectations have been met or exceeded over the lifetime of the product or service as quoted by MALCOLM (2008). Increased customer expectations have created a competitive climate whereby the quality of the relationship between the customer and bank has taken on a greater significance in some cases than the product itself. (Musiime and Biyaki, 2010). Krishnan et al (1999). Point out that, the banking industry strives to succeed by putting the topic of rapid and changing customers needs to their agenda. This can be achieved through good customer care and offering attractive services or products that other competitors may not offer. Therefore, customer satisfaction is seen as a key performance indicator within business. The concept of customer satisfaction occupies a central position in marketing and practice (Cardozo, 1965). Customer satisfaction is a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance or outcome in relation to his or her expectations. (Musiime and Biyaki, 2010). In summary, Customer Satisfaction is the actual meeting of customer’s expectation after he or she has completed consuming a product or service. 2.4.1 Who is a Customer A customer is the most important visitor on our premises. He is not dependent on us. He is not an interruption to our work. He is the purpose for it. He is not an outsider on our business rather he is part of it, we are not doing him favor by serving him rather he is doing us favor by giving us an opportunity to do so. Wasswa, (2003). Pg 35. He further described a customer as one that enables the organization exists. They are the purpose of our business. In my own view, I believe that, customers are the heart, the life and the soul of our businesses, without whom we can’t hold even for a second to exist in business. Hence they should be accorded utmost respect and care when rendering service to them. 2.4.2Importance of Customer satisfaction Khirallah (2005) defines customer satisfaction as; a customer’s perception that his or her needs, wishes, expectations, or desires with regard to products and service have been fulfilled. Consumer satisfaction in short can therefore be defined as an evaluative process that contrasts pre-purchase expectations with the actual perceptions of performance during and after consumption experience. In summary, Customer Satisfaction is the meeting or even exceeding of a customer’s expectation after the use product. The outcomes of satisfying a customer are:- Customer loyalty- LOYAL customers are those who have the enthusiasm about the brands or products they use. The more enthusiastic a customer is, the higher the profit contributed to the brand. (MALCOLM 2008). Musiime and Biyaki,(2010). Loyalty is a combination of intentional repurchase behavior and psychological attachments of a customer to a particular service provider. The fundamental assumption of all the loyalty models is that keeping existing customers is less expensive than acquiring new ones. In summary, Loyalty is customer’s demonstration of faithful adherence to an institution despite the occasional errors. Thus satisfying a customer is very paramount to organizations existence. Customer retention- Customer Retention is the ability to hold on to customers over time. Joseph and Stone (2003). Customer retention is the activity that the selling organization undertakes to reduce customer account defections. It can also be described as a series of actions that the selling organization undertakes to reduce defections. Musiime and Biyaki, (2010). Ganesh et al., (2000)., observed that, long-term, customers become less costly to serve due to the bank’s greater knowledge of the existing customer and to decrease serving costs. They also tend to be less sensitive to comparative marketing activities (Czepiel, 1990). Loosing customers not only leads to opportunity costs because the reduced sales, but also to an increased need for attracting new customers which is five to six times more expensive than customer retention (Joseph and Stone, 2003). 2.4.3The relationship between ATM use and Customer satisfaction Earlier research by Brownlie (1989) has recommended that some consumers have positive attitudes towards ATMs based on dominant perceptions of convenience/accessibility/ease of use. As observed by Malcolm (2008). On the other hand, Reichheld and Sasser (1990) have recognized the benefits that customer satisfaction delivers to a bank. For instance, the longer a customer stays with a bank the more utility the customer generates. This is a result of a number of factors relating to the time the customer spends with a bank. Without usage of technology the banking sector cannot provide customers with a satisfactory service (Patricio et al., 2003). Effective service delivery is a new or significantly improved service concept that is taken into practice. Musiime and Biyaki,(2010). According to, Patricio et al. (2003) customers will use different service delivery systems dependent on their assessment of each channel and how it contributes to the overall service offering. Hence service satisfaction will not merely be based on isolated service encounters and experiences but rather on the overall feelings of satisfaction. With automated teller machines networks already in place in most of the urban areas, the drive is now focused towards the rural areas where the use of automated teller machines is still uncommon. Musiime and Biyaki,(2010). 2.5Conclusion From the review of literature, it can be observed that the operation and use of ATM services in the financial sector, has contributed a lot in changing the way in which financial services and products are being delivered to the banks clients. As the say goes that, for every step forward (development), a lot of challenges must have been faced, fought and overcome. Thus the development of ATM saw the emergency of some challenges for the industry as customers keep demanding for better service, while the financial institutions are very busy searching for the most efficient way by which they can improve on their service provision.
Sunday, January 5, 2020
Questions in Reference to Teaching While Working Full-Time...
Questions in reference to teaching while working full-time in the fire service: 1) Has teaching improved your â€Å"on the job†performance in the fire service or vice versa, and if so in what ways has it done so? â€Å"Teaching has both hurt me and helped me in the fire service. I have to keep up with the latest trends in the fire service. This is an advantage to most people as the fire service because it is reared that most crews keep up with current trends. Unfortunately, officers like there (old School) training so what I know is sometimes looked down upon as (textbook) firefighting. 2) How do you balance work, teaching and home life so that they all function smoothly together? â€Å"Well, it has not always been easy, but my family has been my†¦show more content†¦Ã¢â‚¬Å"My strengths I would say are that I’m very energetic and know the material well. I can keep a class entertained enough so they can learn. My weaknesses, when I teach I tell them the brutal truth, unfortunately that is not always politically correct or what the SCFA wants me to say. So I do spend allot of time in the SCFA office explaining my actions. I stay in trouble†3) What do you do for students that are doing their best and still are not succeeding, passing or understanding the material or class that you are teaching? â€Å"I find study groups work the best. If I can’t get the material across to them maybe a fellow student can. I try to organize them for longer classes.†4) Have you infused any outside influences into your teaching and or curriculum? â€Å"Yes my college education and physiological case studies of fire service personnel.†5) What classes can you teach in your program? â€Å"I can teach over 30 classes. I teach all the Firefighter curriculum al the way to IFSAC Firefighter II. I teach the driver operator curriculum completely through IFSAC Pump operator II and Arial Operations. 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