Management Training Dilemma Case Study

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

When companies train their employees well, they equip their employees with the necessary skills to perform well in their roles. This in turn translates into higher productivity because employees will be able to complete tasks more efficiently and effectively. The quality of work that employees create will also be higher because the training programs will teach employees how to perform well and fine-tune their skills and accuracy. For example, IBM's e-learning program for new managers, Basic Blue, costs $8,708 per manager. The company has measured an improvement in each new manager's performance worth $415,000. For every $1 that IBM invests in Basic Blue, it receives almost $47 (HRM 154). Therefore, if businesses want to gain a high return on investment, it is imperative that they also invest in training their employees. In our simulation, we had hired and promoted roughly 50-75 workers in each quarter of our first three quarters. However, we decreased the training budget each quarter, despite our increase in workers hired and promoted. This decrease in training investment led to a high accident rate and low quality index. When we spent larger amounts in training workers, and in the different training programs, there were direct correlations between increased training costs and the different outcomes intended of the

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

This article discusses the problems that many healthcare organizations experience when it comes to employing critical skill employees. Nearly 74% of healthcare organizations face this problem with 41% of organizations in other industries facing the same problem. Organizations within the healthcare field are struggling to retain registered nurses. Organizations could end up spending a lot of money trying to attract employees including nurses. Pay that is based on the employee’s performance will help to retain employees.

The court will likely rule that En Vogue did not have a legitimate business interest as En Vogue cannot prove they provided Mr. Ramirez with extraordinary or specialized training. In order for En Vogue to be able to fulfill the “legitimate business interest” requirement of specialized or unique training the specialized training must be provided by the employer to the employee with (1) knowledge or skills, (2) put time and money into the training, and (3) the training must be more than just ordinary.

Utilizing training and education with your employees is a key aspect to keeping organizations in competitive advancement within the healthcare industry. With the implementation of any new technology, to keep up with market change, there comes the need to educate and train the users that will be utilizing that system. Training and education can come in many

In today’s society, healthcare is constantly evolving and the pressure to provide high quality cost effective healthcare is in our face. In fact, several organizations and physicians are being measured in terms of their outcomes they provide to their patients, as well as, the reduction of acute care hospital admissions. A former employer sought to overcome this challenge by instituting a series of training programs. The following essay will describe the programs strengths and weaknesses as it related to changing behavior, in addition to, suggestion for improvement.

The Chief Executive Officer, Tom Wilkes, instructed his general management team to reduce their operating cost by a value of fifteen percent by year-end (Bethel University, 2014-A). When Kerrie returned, she called the initial meeting of her senior staff and provide the new strategic plan. There was dissension within the senior staff that questioned Kerrie’s ability to lead. This was blatantly evident from Sam, vice president of account management, as he questioned the direction of Kerrie and Mr. Wilkes (Bethel University, 2014-A). Others in the senior staff also questioned Kerrie’s abilities, Kerrie knew that this was her opportunity to demonstrate her leadership abilities (Bethel University, 2014-A). After some discussion, she assigned and asked each member to assess and report on the areas that could assist with cost reduction (Bethel University, 2014-A). Knowing there were issues, Kerrie enlisted Dave, human resources

According to forbes.com United States corporations spent over seventy billion dollars on training in 2014. That’s fifteen percent increase from the year prior. With this growth of training, training and organizational development professionals are in high demand. Forbes notes economic growth for this increase. With health care reform in the United States, healthcare organizations are seeing growth. Many health care organizations are focused on lowering their cost to cover the expected decrease in reimbursements. As the number of United States citizens with health coverage increases, insurers and regulator bodies are tightening their expectations on quality and safety. Health care organizations are spending millions on training and improvement initiatives are focused on decreasing waste and errors. By focusing on the following outcomes: cost and safety metrics; health care professionals may not be addressing cultural components and are allowing their initiatives to fail.

Modestly as training can benefit a hospital, if it is not done properly it can also be detrimental. Employees that are trained improperly can result in bad work, more errors, requiring more supervision, less positive attitudes, and this could create a bad image of the overall organization (Saks & Hacooun, 2015, p.8). Implementing an ineffective training program can create a decrease in satisfaction from patients which could create less patient flow for the hospital and decrease its

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

In this memo, I would like to clarify the causes of the failure of the training program in the hospital and propose the new way of the training that could be more useful for both senior managers and the employees.

“Training is the systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance” (Goldstein & Ford, 2002). Pal’s Sudden Service has focused their hiring practices on hiring the right people first, providing the best training possible and reinforcing training everyday. The investment in training has much more to do with the company other than low errors, reduced customer wait times, which lead to high customer satisfaction. The focus on training reduces employee turnover. The costs of hiring and training new employees greatly reduces customer loyalty, both significantly will impact profit. The challenge, comprehend the training requirements, formulating who will train and

As we push forward into the 21st century, organizations are realizing the very real value of having high quality and focused training available to their employees. A dollar value return on investment is the reward to any organization willing to make the bold move toward provided the kind of high quality training that is becoming standard to be a cutting edge industry leader. The benefits organizations are seeking for their employees are organizational commitment, job satisfaction and low turnover.

·     Training - Employees want to increase their skills, knowledge, and abilities to remain marketable. It gives them a sense of job security. In today's workplace, the more training employees get, the more likely the employer will retain them. "According to a 1999 Emerging Workforce Study conducted by Interim Services and Louis Harris and Associates: Among employees who say their company offers poor training, 41 percent plan to leave within a year, versus only 12 percent of those who rate training opportunities as excellent. (Business Week, March 1, 1999)"