Time Frame And This Will Test The Hypotheses Across Time

Dress codes are becoming more and more popular throughout the United States; however, this does not mean all administrators agree with them. In fact, there are educators

The evaluation of training consists of a reaction, learning, behavior, and results. Results determine how much the trainee liked the program. Learning outlines what facts and concepts were learned. Behavior determines if the program had an effect on the behavior(s) of the trainees. And results highlight what was accomplished as a result of the program, i.e. reduction of turnover or cost. Evaluating a training program allows for an employer to identify and correct areas in which improvement is needed. In order accomplish company goals employees must be trained effectively. Training cannot be an afterthought; it should be planned and implemented correctly. Career Development Strategies

When the organization invests in training and development to improve the knowledge and skills of its employees, the investment is expected to yield productive and effective employees. The programs could be focused on individual performance or team performance depending on the development need identified by a training needs analysis which helps in the creation and implementation of training and management development programs. In the view of Grobler, Warnich, Carrel, Elbert and Hatfield (2004:345), training needs have to be determined first.

Organizational analysis “involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities” (Noe, 2013, p. 114). Organizational analysis has determined that retraining needs to occur in several key areas. Training will be given to managers, on improving communication, motivating and retaining employees through coaching and individual pathway development, with a

When it comes to dress code, every individual has a different viewpoint for its implementation. There are clothes that could be fashionable to one person but seen as offensive to another. A dress code can be justifiable when put into a situation that really does require certain attire to be worn. It gives a sense of formality and distinguishes an individual apart from a group. This report seeks to compare and contrast the characteristics of school dress codes with that of dress codes in the workplace.

Though it is understandable to want to implement a dress code, despite the censorship being implied by this very notion, there is a certain way that all employers want their job to look like; furthermore, certain jobs require attire for safety reasons and for identification purposes. For instance a police officer must wear his uniform with badge and gear so he is easily identifiable to the public in the case of an emergency. A fire fighter is the same way, but their uniform is also built for going into fires to save individuals. The discrimination needs to stop

Employees would not only be responsible for completing the training sessions that pertains to their job and department, but also for other areas throughout the company. Employees would specify other areas of interest during their performance review. This would not only broaden employee’s knowledge but also it would give them additional skills making their chances for advancement stronger. No matter which training program an employee participates in, there will be a test given upon completion. Each employee would have to pass the test with a 70% or better to receive credit for the training.

Basing the dress code on business-related reasons and explaining them at the time of hire as well as assuring the distribution of the dress code policy in a way that permits discussion from employees, both new and existing; is good policy. Specificity, equality and a willingness to make any reasonable accommodations for special needs and accommodations will also pave the way to a smooth implementation of a dress code (Monty,

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,

Dress codes can be thought of as an achievement to the employees. They will feel pride for their job and will think of a uniform as a perk. Workers will also feel equal for several reasons. They will feel united and more together. Their income will also not be known as they will all have the same dress code. People won’t feel bad about themselves if a dress code is initiated! This will also prevent jealousy among workers who may have better clothing and they will work together.

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

·     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)"

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and

A training program that is well-designed is proven to achieve maximum results and meet the training needs identified during a training needs analysis. A well-executed training program will increase overall productivity and provide the knowledge, skills, and attitudes the employees need to perform successfully. This paper presents considerations for the design of a two-phase training program for existing employees – a two (2) day program, which covers the training needs to move the company in the right direction.

* To examine the effect of training on the employee’s performance and achievement of organizational set goals.