Textbook:
Noe, Raymond A (2006) Employee Training and Development (4rd Edition), McGraw Hill Irwin, New York.
Assessment 3: Training and Development 30% (2500-3000 words)
1. Dateline for ivythesis writer:
2. Please read carefully and follow the guide below closely.
3. Please attach Appendix.
4. Minimum at least 15 references
5. Refer to textbook mentioned above and lecture slide for more on theory.
6. Kindly inform us which option you choose and which format you use for the assignment.
This assessment is intended to achieve seven learning outcomes. Your submission should clearly demonstrate that you are able to:
1. justify the need for training and development in organisations
2. identify organisational and environmental factors which affect training and development
3. critique a training and development system, making reference to academic research on the subject;
4. describe how training and development should be undertaken in a particular work environment;
5. identify the roles and contributions of different participants in training and development;
6. develop and apply evaluative tools for use in assessing the effectiveness of training and development systems and programs;
7. present a clear, articulate and well-structured document demonstrating these understandings.
With these objectives in mind, you are asked to select one of the following assessment tasks.
Assignment Marking Guidelines
General Guidelines
You will be rewarded for:
· Writing clearly and concisely.
· Using correct grammar, spelling and punctuation.
· Referencing correctly, using the Harvard method.
· Demonstrating that you have read beyond the prescribed texts and that you understand the theoretical bases of the topic you’re writing about.
· Demonstrating that you can apply theoretical concepts in a practical way.
Assignments 3
These two major assignments are designed to allow you to demonstrate how effectively you can bridge the gap between theory and practice. Regardless of which option you choose, you need to demonstrate a strong theoretical understanding of the issue by referring to relevant literature. Focus on literature that relates specifically to the issue/s you’re writing about. For instance, if you’re designing an appraisal system for executives, you’d refer to literature on that subject rather than just giving a broad theoretical overview of the principles of performance appraisal. You must also demonstrate that you can apply theory in a practical way, taking account of relevant contextual factors (eg the nature of the industry, market conditions) and organisational factors (eg history, culture, internal politics).
10 marks will be allocated for coverage of relevant literature (theory).
20 marks will be allocated for the application of theoretical concepts (practice).
The theory component can be covered either as separate section at the beginning of the assignment, or integrated into body of the assignment.
Hints on Writing a Policy
A policy statement outlines the principles which should be reflected in particular workplace practices. It provides a general overview of the philosophy and process to be followed, rather than a step by step outline of procedure. It acts as a guide to decision making.
Policies should define the scope and nature of a course of action, linking this to the corporate goals, objectives and management philosophies. They tend to be longer lasting, as they outline principle, not practice. They should not included justifications or explanations about why the policy was devised.
A policy statement should be succinct, brief, and should comprise well-constructed brief sentences.
Some policy components:
Policy Title: This should be short but sufficiently descriptive to predict the content.
Foreword:
This describes the purpose and content of the policy. It links the policy to the organizational philosophy and policy.
Authority:
Prepared by:
Effective Date:
Approved by:
Policy Information:
Content: Briefly describe the coverage.
Purpose: Link to the organizational philosophy and context.
Scope: Outline to which groups, individuals or situations the policy applies.
Definitions: Define any key terms before stating the policy.
Policy:
The policy should comprise a series of statements that can be easily understood and acted on by employees and decision-makers.
Each separate section should be numbered or laid out for easy retrieval.
The sentences should be succinct and brief, with one idea per sentence.
Ideally, a policy should be no more than a single page.
Hints on Writing Guidelines
Guidelines describe a specific way of accomplishing something, outlining the steps to be followed to enable the consistent and repetitive achievement of actions. They should enable the reader to perform a task or function accurately by following your instructions. The reader needs to be provided with information concerning all the steps involved in undertaking the task. If there are likely to be problems, these should be addressed, so that the guidelines operate effectively across a number of likely contexts in the organisation. These guidelines should describe the established way of doing things, with each step following a defined and logical order. It should guarantee a consistent and regulated approach to the accomplishment of tasks and functions. A series of guidelines may be grouped to provide a manual of good practice to employees.
As guidelines reflect work practice, and work systems, they may change on a regular basis. This means that the system of documentation must enable easy updating and management. Numbering systems, cross-referencing, detailed tables of contents and indexing systems can all assist the user.
Some guideline components:
Title: This should be short but sufficiently descriptive to predict the content.
Foreword:
This describes the purpose and content of the guidelines. It links these to the policy which underpins the processes, and to the organisational philosophy.
Authority:
Prepared by:
Effective Date:
Approved by:
Guideline Information:
Guideline Content: Briefly describe the coverage.
Scope: Outline to which groups, individuals or situations the guidelines apply.
Definitions: Define any key terms before stating the guidelines.
Guidelines:
The guidelines should comprise a series of steps which are sequential, and can be followed, one at a time to reach the desired conclusion.
Each separate section should be numbered or laid out for easy retrieval.
The sentences should be succinct and brief, with one idea per sentence.
Append any forms, diagrams, illustrations or other supportive documents to the guidelines. Make sure these are cited in the text. They should be listed in the order in which they are cited, and should also be included in the Table of Contents.
Consider the inclusion of a completed example where appropriate, or the insertion of examples of successfully completed steps.
Hints on Writing a Case Study
Your case study provides an in-depth study of a particular case. It focuses on a particular issue, and explores the ways in which the case demonstrates particular problems and challenges. Your analysis should be comprehensive, and should be aimed at providing a complete picture of the case you are exploring. The reader should be fully conversant with the case, and with the issues, by the time you have finished your review. Your comments on the case should be strongly linked to literature you have read – particularly in the analysis and discussion sections.
The following sections should be evident:
Abstract
100–300 words, describing the theme and the case, as well as briefly summarising the key issues which are evident.
Contents Page
Include Figures and Tables.
Introduction
-
Introduction of topic. Try to indicate the key themes which will be explored.
-
Why is it worth studying this area? What will this case offer the reader?
-
Definition of key terms.
Methods
Short but complete description of the methodology. Include copies of any surveys or other evaluative tools employed.
Aim for multiple methods of data collection.
The Case Context
Describe the company / context, ensuring the reader has a satisfactory view of the broader general environment and players. You may wish to include organisational charts and other supportive materials in the appendices.
Current Practices
Structure under headings.
Provide an overview of the general processes or current practices.
Include sample materials in an appendix.
Make sure your description flows well. Don’t get caught up in analysing at this point. Just describe the actual processes and practices.
Findings and discussion
Use the same headings as for current practices, to help create a link.
Summarise key findings, and then explain what is happening as a result of this.
Link to your reading to help the reader understand why these practices may be problematic.
Recommendations
Focus on key changes to be enacted. Make sure each is adequately described to provide a clear picture of how the change may be achieved. Link to reputable academic sources to justify your comments and suggestions.
Provide examples to illustrate the changes you are suggesting. Include large examples as appendices.
Consider the use of figures, tables and any other device to help summarise your recommendations.
Highlight key recommendations with bold or italics for further emphasis.
Conclusion
Link to introduction. Highlight key issues which need to be recognised. Focus on implications for the organisation.
Bibliography
Ensure adequate referencing.
Appendices
Give each a title, and link it in the text of the paper.
Hints on Writing a Report
Your report should provide an overview of the purpose, the process, the issues and the recommended outcomes. It should be sufficiently detailed to ensure the reader is fully acquainted with the process and strategies you have recommended, and why you believe they are important.
The following sections should be evident:
Abstract or Executive Summary
1-3 pages, describing the key issues, and the recommendations or conclusions which are reached.
Contents Page
Include Figures and Tables.
Introduction
-
Introduction of topic and definition of key terms.
-
Reason for the report, and its importance.
-
Outcomes to be achieved by the project.
-
Key participants
-
Background to the report
-
Who commissioned it.
-
What problems led to the commissioning.
Methods
Short but complete description of the methodology. Include copies of any surveys or other evaluative tools employed.
Current Practices
Structure under headings.
Provide an overview of the general process or current practices.
Include sample materials in an appendix.
Findings and discussion
Use the same headings as for current practices, to help create a link.
Summarise key findings, and then explain what is happening as a result of this.
Recommendations
Focus on key changes to be enacted. Make sure each is adequately described to provide a clear picture of how the change may be achieved. Link to reputable sources.
Provide examples to illustrate the changes you are suggesting. Include large examples as appendices.
Consider the use of figures, tables and any other device to help summarise your recommendations.
Highlight key recommendations with bold or italics for further emphasis.
Conclusion
Link to introduction. Highlight key issues which need to be recognised. Focus on implications for the organisation.
Bibliography
Ensure adequate referencing. Works may not be mentioned in the text, but extensive prior reading should be evident.
Appendices
Give each a title, and link it in the text of the paper.
Select ONE of the following options.
OPTION A:
Consider your own organisation, or one with which you are very familiar. Develop a set of specifications for a contract or a series of contracts to provide training/development programs in areas relevant to the organisation. The specifications should include the rationale for the program(s), the scope of the program(s), the learning objectives, and an overview of the learning methodologies you consider appropriate. These should be presented as a package for potential contractors and should provide enough information to allow them to provide a detailed proposal. Your specifications should be informed by relevant literature.
OPTION B:
Visit an organisation that has a training and development coordinator/manager. Analyse the organisation’s training and development systems and programs, and critically evaluate them paying particular attention to the extent to which they are strategic, and the extent to which they support the needs of individual employees. Comment on the appropriateness of the balance between these two things. Where you have observed areas that could be improved, provide alternative strategies in your report. Relate your comments and recommendations to relevant literature.
OPTION C:
You have recently been appointed State Training and Development Manager at AIS Insurance, a national general insurance company with 270 employees in Perth. AIS has been operating successfully for more than forty years, but recent years have been tough as the market has become increasingly competitive. Staff turnover, particularly among younger employees, has been increasing steadily in the last few years. The management structure includes six senior managers/executives and 20 middle managers. The average age of the management group is 51 and most have been promoted from within based on technical competence. A large percentage have no formal qualifications in management, and few participate in management development activities. Some have done no management development for 10 years or more. The prevailing management culture is a very traditional ‘command and control’ culture, and the organisation has no management development strategy in place.
Prepare a report to the CEO arguing for the development and implementation of such a strategy. Assess whether the organisation’s current situation is effective and sustainable. Outline the kinds of programs needed both to ensure that current managers have the skills and knowledge required to be effective, and that the organisation is equipped to develop managers for the future. Include a draft policy to frame the programs you suggest. Refer to relevant literature on management development.
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