Training Of New Employees Research Articles

Galliford Try constructs training for new employees

Galliford Try constructs training for new employees

Working at a Joint-Use Library

ABSTRACT The St. Lucie West Library, also known as the FAU Treasure Coast Campus Library, is a joint-use library facility, with Florida Atlantic University partnering with Indian River Community College and the St. Lucie County (FL) Library System. This article will discuss the circulation, course reserves, interlibrary loan, and collection management services of the three partners, as well as the training of new employees in this joint-use venture and the methods of managing the St. Lucie West Library. A list of suggestions for improving present and future joint-use libraries is included.

KEDUDUKAN DAN PERLINDUNGAN HUKUM SAKSI SEBAGAI ALAT BUKTI YANG SAH DALAM PROSES PERADILAN PIDANA DI INDONESIA

The training program at a company is required to improve the quality of work that affect the achievement of objectives of a company. The purpose of this study was to determine the types of research conducted by PT Neyda RIZKI in implementing employee training programs at every new and old employees to get to know their work areas. The research method that I use is the method of observation / interview, and literature. Based on observations and interviews at the Human Resource Development Division of PT Neyda RIZKI training starts from the planning stages to the training evaluation training. This type of training is used for new employee orientation, training methods on the job training and of the job training for new employees and old employees that provide benefits for companies and employees to achieve results or targets satisfactory work. The training provided is Leadership, Decision Making, Safety Awareness, Excellent Service, Taxation, Computer Organization Development and Filing. Until recently conducted a training program on Human Resource Development division goes well and smoothly. Training is the best way to provide the skills and mastery of work in the field of their work. Good training can have a positive impact in identifying and improving the quality of work of each employee. Keywords : Employee Training

The relation among school district health, total quality principles for school organization and student achievement1

The purpose of this study was to determine the congruence among W. E. Deming's 14 points for Total Quality Management (TQM), the organizational health of school districts, and student achievement. Based on Kanter's (1983) concept of a Culture of Pride with a Climate of Success, healthy districts were defined as having an organizational culture with high levels of interconnectedness and trust among and within the various levels of the system. Unhealthy districts were defined as having an organizational culture reflecting disconnection and mistrust among and within these levels. We found a high correlation (0.88) between the number of Deming's points implemented within school districts and overall organizational health. Also found was a significant relation (p < 0.01) between organizational health and student achievement. Examining the congruence for each point revealed that healthy districts integrate the TQM principles as a planful strategy rather than discretely applying them, and implement most of Deming's 14 recommendations in a process of continuous improvement. All of the high districts were found to have Constancy of purpose. The unhealthiest districts lacked defined purposes and used segmented approaches to management rather than integrated applications. The three points showing the least implementation in all districts were the principles of Drive out fear; Institute programs of training for new employees; and End the practice of administering education on price tag alone— build relationships of trust.

Family ties and training provision in an insider–outsider framework

On-the-job training of new employees is often realised through the help of experienced workers. Considering the lack of verifiability of the human capital transmission process and the loss of insiders’ bargaining power deriving from it, we examine some firms’ hiring policies, based on family relationships, aimed to elicit the incumbent workforce’s cooperation in training. We proceed by introducing the assumption that individuals are moved by intra-family altruism and maximise a family utility function rather than an individual one. The implications of this assumption in an insider–outsider framework are explored: the family ties between insiders and outsiders can modify the insiders’ convenience in following a non-cooperative behaviour aimed at obtaining a higher wage. The insiders might try to influence firms’ hiring decisions by offering to cooperate in the training process of outsiders belonging to their own family. This could explain the evidence showing that many firms in depressed labour markets hire members of the same family.

On‐the‐Job Training, Establishment Size, and Firm Size: Evidence for Economies of Scale in the Production of Human Capital

Oi argues that the costs of monitoring employees rise with the value of the entrepreneur's time. One way of economizing on these monitoring costs is through the provision of on‐the‐job training for new employees. In this paper, we argue that differences in training by firm‐ and establishment‐size arise from cost advantages for larger firms; specifically, large firms and establishments have economies of scale in the provision of formal training and greater opportunities for informal coworker training. A unique data set is employed to estimate the relation among employer size and the intensity, duration, and composition of various training measures. It is possible that these cost advantages, which lead to greater amounts of training for employees of large firms, may explain, in part, the wage rate‐firm size differential.

Comparative operational performance of UK and German manufacturing plants

A comparison of UK and German manufacturing plant performance for the Engineering and Electronics industries is presented, based on data collected as part of the Best Factory Award process in each country. In the Engineering sector, significant differences in performance were found in four areas: component procurement and customer lead times in the German plants were double those found in the UK plants, while employee turnover and scrap rates in the UK plants were double those of the German plants. In Electronics, the German plants outperformed the UK plants on six factors: procurement and customer lead times, employee service and staff turnover, on-the-job training for new employees and first time pass rate. The UK electronics plants outperformed the German plants on stockturn, employee absenteeism and on-the-job training for existing employees.

Life-cycle cost analysis of the labor factor

A central part of the design of a production system is to methodically weigh the production factors, labor and capital and integrate them into a well-functioning unit. The life-cycle costing technique is primarily used when quantifying the costs related to a production system from the perspective of the life cycle of investments in production equipment or product development. The purpose of this paper is to widen the field of application for life-cycle costing and carry through an analysis of investments done when raising the production factor labor in a Swedish engineering company. The analysis covers the costs for an employee over the whole employment cycle — from the recruitment until retirement. The costs for labor are suggested to be graphed in a way similar to the costs over the life cycle for production equipment. The costs are divided into three basic categories: 1. (1) Employment costs: consisting of costs for recruiting, introduction and training of new employees — to compare with acquisition costs such as projecting (planning), installation and start-up of new equipment. 2. (2) Operation costs: consisting of wages, and labor related overhead — to compare with depreciation, maintenance and repairs. 3. (3) Work environmental costs: consisting of additional costs for absenteeism, rehabilitation and pensions — to compare with costs for increased maintenance and repairs and finally to scrap the equipment.

A qualitative study of managerial challenges facing small business geographic expansion

Geographic expansion is a common growth strategy used by small, entrepreneurial firms. Yet, despite the importance of geographic expansion as a growth strategy, it is a neglected area of small business research. To date, research in the area of small business growth has focused on broad issues, such as the common “obstacles” to firm growth and the relationship between firm growth and firm profitability. Whereas this literature is suggestive, it does not provide specific prescriptive advice to small business managers pursuing geographic expansion as a growth strategy. As a first step in generating prescriptive advice in this area, this study examined the managerial challenges that faced one small firm during the early stages of its efforts to expand geographically. The subject organization, referred to as the Local Advertising Company (LAC), operated in a single location from 1968 to 1990. As a means to initiate firm growth, the owners of the company opened eight new locations in 1991 and eight more in 1992. However, problems ensued. This study used a qualitative research methodology to conduct an assessment of the managerial challenges facing the LAC during its geographic expansion effort. Seventeen key employees of LAC were interviewed for the study. The qualitative case study methodology used provided an opportunity to gather in-depth information from informants regarding their individual assessment of the managerial challenges encountered by LAC during its geographic expansion. Collectively, the respondents identified a number of specific management issues that became problematic during LAC's geographic expansion effort. Through a content analysis technique, these issues were organized into 15 thematic categories including training, recruitment and selection, the relationship between the field staff and the original owners, and 12 others. Each of these categories represents the separate managerial challenges faced by the company during its geographic expansion. The study provides a descriptive analysis of each of the 15 categories of managerial challenges that emerged. The research results suggest that the successful management of a geographic expansion growth strategy requires managers to deal with a unique set of issues. For example, the training of new employees may become problematic when the most experienced personnel in the firm reside in the home office and the new trainees are located in widely dispersed geographic locations. In addition, the results of the study provide an extension to both practical and theoretical knowledge in three distinct areas: planning for growth, managing growth, and the reasons for growth. First, the results of the study support the importance of planning for growth, but suggest that planning must be complemented by learning and a willingness to evolve one's plan as growth progresses. In terms of the management of growth, the case shows that running a small business and growing a small business do not include the same skill set. The owners of LAC had been quite successful managing their single location for 22 years. However, this ability to run a business did not complement the need to anticipate start-up problems in new, remote sites, which is inherent in a strategy of geographic expansion. In addition, the case demonstrated that the management of growth requires a cognizance on the part of the original owners of a firm to delegate control. Finally, with regard to the reasons for growth, researchers generally characterize firm growth as being motivated by either economic (e.g., economies of scale) or emotional reasons (e.g., employing family members). The owners of LAC initiated firm growth for the purpose of wealth creation to fund their retirements. This illustrates that firm growth can be motivated by a combination of both economic (e.g., wealth creation) and personal (e.g., retirement security) reasons.

Industrial safety: Who is responsible and who benefits?

Management and ,tabor are both responsible for ensuring safety, ~ ~ r f you are careful, I you won't have an accident and you won' t get hurt. We constantly hear both management and labor uttering this statement in industry, with the belief that the statement is true. But is it? Generally, accidents do not happen randomly; they are caused. The Occupational Safety and Health Administration (OSHA) has identified ten major causal factors that result in industrial accidents: Poor Worker Tra in ing . Who is responsible for poor or inadequate employee training? On July 19, 1990, the United States Senate Ad Hoc Labor Task Force presented to Congress a study entitled Workforce 2000.. Is Corporate America Prepared? This study revealed that more than two-thirds of all American manufacturing firms spend less than $2,000 annually on training new employees, and many domestic organizations spend nothing at all. Only five percent of American manufacturing companies reported that they spend more than $5,000 annually on classroom or on-the-job training for new employees. Does this study indicate that management believes the worker should be knowledgeable about job hazards before employment? Or does it tell us that management does not want to take the time, exert the effort, or cover the cost of acquainting the worker with the perils of a new job? Inab i l i ty to Do the Job . The situation in which employees are trainable but do not perform tasks safely and prudently would appear to be caused by poor worker training in job procedures and company policies. Or perhaps it might be caused by sanctioning unsafe practices for the sake of productivity. If trainable workers were properly trained and companies truly enforced good manufacturing practices, jobs would in all probability be performed safely and prudently, thus avoiding accidents. But what if new employees are unable, with proper and adequate training, to safely perform the work required? Who, then, is responsible for allowing workers to continue performing that work? Is the burden of responsibility on workers or management? Should workers be allowed to continue, or should they be directed to cease performing any work that is beyond their capabilities? Those who believe that workers should bear this responsibility (and the Senate study found that there are many) should answer this following question: Would you allow an individual to perform surgery if that person were incapable of completing the specific surgical procedure safely and prudently? Lack of Understanding o f the Job. This, too, directly results from improper training. If employees are capable of satisfactory performance but do not completely understand job procedures or requirements, they should not be allowed to continue---or even start--working until supervisors are firmly convinced that these workers fully understand how to perform their jobs safely. The Gallup Organization, in a recently completed survey conducted for Philip Crosby Associates of Winter Haven, Florida, reported that top corporate executives in the U.S. firmly believe that inadequate skills and a lack of commitment among workers represent the two foremost impediments to American manufacturing excellence. But who is responsible for providing the necessary training to bring workers' skills up to required levels? And who is responsible for assuring that employees incapable of achieving the required skill levels are never placed in positions demanding that level of skill?

An MIS Manager's Guide to Hiring Programmers

By understanding the limitations of internal recruiting departments, carefully rethinking the true requirements of open positions, and reallocating funds away from headhunterfees and toward vendor training for new employees, MIS managers can attract and keep the programmers they need. This article explains how.

Seishin Kyōiku in a Japanese Bank: A Description of Methods and Consideration of Some Underlying Concepts

Many Japanese companies, including the bank reported here, offer moral and spiritual training for new employees. Zen meditation, endurance walks, military boot camp experiences and the like teach fortitude, cooperation, self‐confidence and other qualitites of character and spiritual development. The attention to such education by modern corporations is notable. It reflects the particularly close ties between companies and their employees in Japan.

Techniques and Philosophy in Industrial Relations*

SOCIAL SCIENTISTS have developed many useful techniques for the improvement of industrial relations. An enumeration of these industrial relations techniques includes time study, incentive systems, and job evaluation for more equitable wage administration; testing devices for improved selection, and placement of workers; procedure for the orientation and training of new employees; socio-metric devices and the socio-drama; treatment of taccident prone workers and the removal of safety hazards; clinical assistance for maladjusted workers; non-directive guidance; plans for economic security such as pensions, profit sharing, stock participation and an annual wage; provision for optimum standards of health and comfort for the reduction of illness and fatigue; and improved methods of communication through suggestion boxes, opinionaires, polls, depth interviews, company newspapers, and captive audiences. Accompanying these techniques there is frequently a philosophy of industrial relations, sometimes explicit but too often implied to be the logical inference drawn from the techniques. The techniques themselves, however, are neutral and impersonal. It is the way in which they are used that is importaxt. The same technique may be used to achieve different objectives (just as an axe may be used either to cut firewood or to commit murder). Confusion arising from failure to distinguish between technique and philosophy has led critics to reject a useful technique because of the philosophy which accompanied it. In spite of efforts to draw philosophical implications from these techniques, however, they do not carry connotations of how the socio-economic order should be arranged or where justice lies. It is not the techniques, it is the labor relations specialists who have a philosophy. Unfortunately, they often confuse their techniques, knowingly or unknowingly, with their philosophy. From these techniques two conflicting philosophies (if extremes may be used) are developed; and it is the purpose of this paper to separate techniques from philosophies in labor relations. One philosophy is totalitarian in nature in that it seeks to keep all power in the hands of management, restrict the rights of workers, and shut out all competing loyalties and

Trade Unions in Industry

As part of a general production drive, the Trades Union Congress is inviting trade unionists to extend their knowledge of management in industry. Through its publicity organ Industrial News, the Congress has announced that it is co-operating with the National Institute of Industrial Psychology, the British Institute of Management, the Government Committee on Industrial Productivity and the Administrative Staff College in seeking ways to make workshops more happy and efficient places. Experiments are to be carried out on the problems of the effects of boredom in industry, the means of minimizing labour turnover and the training of new employees. The Trades Union Congress is asking members of trade unions to co-operate with these organisations by seeking goodwill for their officers at places suitable for experiment.