Effect of Prior Work Experience - Free Essay Example

Sample details Pages: 20 Words: 5950 Downloads: 5 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Training is an integral part of workforce development and creation of new competencies within the workforce to ensure that the organization keeps up with the changing needs of the times. Training is related to performance in two ways. Effective training has a direct impact on the performance output and any gap in an individuals performance can sometimes be filled with training. For employees, lack of training also causes a lack of self-satisfaction and productivity. Don’t waste time! Our writers will create an original "Effect of Prior Work Experience" essay for you Create order Training is seen as a major cost center in most organizations in India even though its necessity is widely accepted. This negative view can mostly be attributed because of the apparent lack of direct linkage between training and the bottom-line of the company. In todays world, where the HR department needs to justify its expenses, especially in the wake of recession and lay-offs, it is essential that the trainings rendered are of optimum efficiency in achieving the set target and also that it be done at the least possible cost. Hence it is important to understand whether the methods of training employed are yielding the desired results or alternatively if the same results can be attained in more cost effective ways. One major factor influencing the training effectiveness is training motivation, as we have explained in the literature review below. But the attitude of employees towards formal training is another factor which will decide whether it is justified to spend so much money on formal training modules if the same end result can be obtained by informal on the job training if it is preferred by the employees. Hence we explore the links between these constructs. Theoretical Review and Hypothesis: Training Attitude: Development activities like training are significantly affected by attitudes and perceptual variables (Noe and Wilk, 1993).Eagly Chaiken (1998) defined attitude as the psychological tendency to evaluate an entity with a certain degree of favor or disfavor. These attitudes are good predictors of behavior (Ajzen, 1991).We can extend this line of reason to say that a person with a positive attitude to certain entity will show favorable behavioral response towards it and a person with a negative attitude to it will show an unfavorable behavioral response. Training attitude applies the definition of attitude to training. A persons attitude towards training is a measure or reflection of his or her attitude towards the formal process of knowledge and skill acquisition. Thus we can say that training attitude is indirectly a measure of liking an individual has for the formal process of training as opposed to say learning something on-the-job informally. It logically follows that those who ha ve a positive attitude towards training will be more likely to attend the training programs willingly and gain from it as compared to someone who has a negative attitude towards training which is to say, that training attitude determines the motivation with which a person attends training programs, especially in an organizational scenario where training programs are mandatory. Also this very attitude can be linked to how much learning happens in the training. The scale for measuring the training attitude construct was developed by Anupama Narayan and Debra Steele Johnson (2007) for their research. This was a 20 item scale addressing participants evaluation of 2 issues: How relevant and useful they perceived training programs to be. How much they desired to practice acquired skills on job. This scale with 7 point likert type response pattern had a high level of internal consistency (alpha =0.92) However some items were redundant and for the purpose of this research were omitted. The resulting 9 item scale was again tested for internal consistency and displayed a Cronbachs Alpha= 0.91 which is fairly high. The response to the 7 point likert scale was interpreted as a summated score which indicated the degree of positive attitude towards training among the respondents. Training Motivation: Quinones (1997) aptly described motivation to be an individuals choice to dedicate more energy to one set of behavior over others. In the training context, Blanchard Thacker (2004) explain motivation as an inspiration which is directed by trainees personal needs and decision processes they use to satisfy those needs. Or, as Colquitt (2007) puts it , training motivation is the persistence and intensity of learning -directed behavior in the context of training. Training motivation is affected by a diverse set of internal and external factors as suggested by various research papers. Work environment, organizational climate, supervisory support etc are a few of the external factors researched upon whereas the internal factors hypothesized to affect training motivation include self efficacy, personal mental ability and personality (Colquitt et al, 2000). One of the most popular theories to explain motivation is the expectancy theory of how people are motivated by the results of their behavior (Bandura, 1997). We can also view Vrooms expectancy theory as a theoretical framework for examining training motivation. Vrooms model suggests that expectation of an act being followed by a certain outcome often shapes the motivation for doing that act. To extend this to the context of training motivation, if a trainee expects that the effort he puts into attending training programs will yield valued outcomes to him then he will be motivated to attend the same. Hence this research attempts to understand the valence -instrumentality link associated with training. We measure what the trainee values and whether he perceives those things to be outcome of training programs. A 14 item scale, with 7 items each for valence and instrumentality of factors associated with training, was adapted from the research paper by Phyllis Tharenou (2001).The factors of valence included in the scale are Reaching career goals, Pay increase, Job security, Change to workplace, Promotion or advancement, Opportunities for different career paths, Supervisor praise. The responses for these questions were taken on a 7 point likert scale and scores were summated to arrive at the level of training motivation of the respondent. A higher score symbolizes that the respondent values the inherent factors highly and also perceives that training will help him achieve the same. Training Effectiveness: Training effectiveness is essentially a measure of how effective the training imparted was. Many researchers including Ford (1997), Noe (1986), and Tannenbaum (1992) have recognized training effectiveness as a crucial issue for organizations. Employee performance and productivity can be measurably improved if trainings are effective and organizations will be able to avoid wasteful spending on ineffective trainings. Most organizations would want to have a good return on their training investment. According to London (1989) and Noe (1999) training interventions in organizations are going to increase hence the training effectiveness is going to be an important feature in the organizations. Kirkpatricks (1976) four level approach is one of the most extensively used methods for evaluating training effectiveness (Alliger Janak, 1989). This four level approach measures training effectiveness vis-ÃÆ'Â  -vis the trainees reactions to a training program, the extent to which trainees can exe cute desired behaviors related to the training, the acquisition of skills and knowledge by the trainee and resulting change in the job behaviors of the trainee. It has been a common assumption among researchers that these 4 levels linked in a linear fashion hierarchically. Hamblin (1947) illustrated the cause and effect chain as training leading to reactions which in turn leads to learning and that leads to change in job behavior. But this empirical evidence for this proposed link has been inconclusive. This led Alliger Janak (1989) to conduct a Meta analysis and conclude that the four factors are not necessarily linearly linked. There are several factors like training motivation attitude, context of training and other influences which attenuate the link between trainees reaction and other criterion measures. A four item shortened version of the Kirkpatrick scale was used for measuring the training effectiveness. The measured effectiveness was the perceived effectiveness of the las t imparted training program. Sample items in the scale included questions like Did I enjoy the course. The response was obtained on a 7 point likert scale varying from strongly disagree to strongly agree and the summated score of each item response was used as the measure of the training effectiveness and higher the score higher was the perceived effectiveness of the training. Training Attitude and Training Motivation: Individuals disposition or attitude towards formal training programs has been shown to have a direct influence on his training motivation (Ford Noe, 1987). Training attitude also displays his motivation to learn (Tannenbaum Yukl, 1992) and his motivation to attend training (Facteau et al, 1995) as distinct from training motivation. What the above mentioned research suggests is that there is a logical and empirical link between a person liking a training program and being motivated to attend the same. However the extant literature mentions this relationship in a very general and broad format. We would like to hypothesis a more specific relationship. Going back to our definition of training motivation , we have said that it is the perceived valence the trainee associates with certain outcomes and how instrumental he feels attending a training is in order to acquire them .We listed these outcomes as career development, superior praise, promotion or development, pay increase , job secu rity etc. Research suggests that there is very strong link between training attitude and training motivation .Carlson et al.(2000) found a high correlation between training attitude scores and training motivation scores in their research.Now most employees may find that there is a perceived strong connection between attending trainings and achieving these outcomes and hence may attend trainings when they are mandatory rather than volunteer for it. But otherwise, based on his experience he might feel that training programs are a waste of time over all and he learns more on his job. Especially in the context of Indian manufacturing industry where trainings are mandatory, employees might not be predisposed to attending trainings, but will attend them anyways due to perceived benefits. Hence in this research we are testing whether having a positive attitude towards training increases the individuals training motivation and how much is it correlated. Hence, Training Attitude of an individual positively impacts his Training Motivation: Training Motivation and Training Effectiveness: Based on our understanding of motivation, an individual is more likely to expend more energy for a task he is motivated to do and hence is more probable to do that task more effectively than other tasks. Extending this logic forward if a person is motivated to attend training then he is more likely to enjoy the training, learn most from it and apply it on to his job. In other words the effectiveness of the training imparted will be high if the trainees entering the training program are highly motivated for the same. In the organizational context it is imperative that different individuals enter the training with different levels of motivation. These differences in the level of motivation may be an outcome of various factors like personal characteristics and work environments. After studying these effects, Salas et al.1(1992) hypothesized that individuals motivated to do well in training will be the ones who end up learning the content of the program better than their lesser motivated counterparts. Training effectiveness is measured in terms of 4 parameters derived from the Kirkpatricks model. These parameters are namely, Learning, Behavior, Reaction and Applications of skills. Several studies put forth empirical support indicating a link between trainees motivation and learning (Rails Klien, 1991; Clark 1990; Hicks Klimoski 1987; Baldwin et al., 1991).The attention levels and openness to new ideas is increased by pre-training motivation. Hence theoretically trainees who are more motivated should be more ready or primed to learn and apply their learnings. Also a person motivated to attend the training will be more likely to enjoy it thus displaying a positive reaction. Whereas a person who is unmotivated to attend training will not learn much from the training even if he ends up enjoying the experience (Mathieu et al., 1992). Consequently we also hypothesize a direct relation between how much the trainee learns and how much he is motivated about the training to how much of the learned skills he will apply in his job. Thus training motivation can be hypothesized to bring about change in behavior of the trainee as well. Based on the above reasoning we state out second hypothesis as, Training motivation positively impacts training effectiveness Training Attitude and Training Effectiveness. Hicks and Klimoski (1987) attempted to study the effect of choice of attending the training program with effectiveness of the training program. They hypothesized that if trainee had a choice of attending a training program then he will be more satisfied by it than otherwise. Ryman and Biersner (1975) also studied the effect of choice on training outcome. They found that giving a choice to attend the training program resulted in lesser dropouts from the program and greater training success. In a slight variation of this experiment, Baldwin, Magjuka and Lober (1991) reported that when trainees received their top choice from the available training programs they reported higher pre training motivation and. They also learned more as compared to other trainees who did not get their top pick. Tannebaum et al. (1992) showed by way of their research that individuals who nominate themselves for training actually attach a greater instrumentality to the program and report higher training motivat ion than others. This in turn leads to greater training effectiveness. The same was researched upon and confirmed by Gormley, Collins et al. (2009) on their study on Medical students undergoing E-learning programs. In our research we would like to extend the above findings to the context of training attitude. Training attitude can be seen as the pre disposition of the individual towards attending training. If the individual has a positive attitude towards training then he will choose to attend the same whereas if he has a negative attitude towards training he will not attend it or attend it grudgingly if forced to the same. Hence incorporating Tannenbaums findings, we can say that people who attend training against their choice will not undergo an optimally effective training. Hence we hypothesize that only people who choose to attend the training by way of their positive attitude towards it will be more motivated about the training and hence consequently the training imparted to them will be effective. No previous research has aimed to study this mediating effect of training motivation on the relationship between Training attitude and training effectiveness and this is the gap we propose to fi ll by means of our research. We hypothesize that Training effectiveness is impacted by Training Attitude of the individual via the mediating variable of training motivation. Training attitude positively affects training effectiveness. Training Motivation acts as the mediating variable on the relationship between Training Attitude and Training Effectiveness. Moderating Effect of Prior Work Experience: Goldstein (2002) stated in his research that training transfer happens more effectively if tasks in the training environment are congruent with those in the actual work environment. Typically the young Indian professional fresh out of college will prefer the formal training programs as he is not exposed to any other way of learning. However as we have talked about training attitude it is important to study the effect of previous trainings on the individuals attitude. Employees who have undergone much training and have worked for enough years in the organization may have seen other methods of learning their job or skill apart from formal training programs to form different attitudes about training than those who have very little work experience. Learning On -the-job takes place within the workplace while the employee is doing actual work in the actual work environment under normal working conditions. This is important because it ensures that skills taught in such informal training can be readily transferred to the job (Kleiner Read, 1996). Work based learning focuses on reviewing and learning from experience and is cantered on learning from action rather than simply developing competencies (Dymock Gerber, 2002). Since the employee is trained in normal working condition, there is a high sense of relevance and validity to the employee (Clifford Thorpe, 2007) and is a tool to increase the productivity (Jain, 1999). Learning on the job happens on an individual level and the greatest advantage of this is that it enables each participant to determine the speed with which learning can proceed, at the same time providing a high level of feedback and trainee involvement (Kleiner Read, 1996). Other advantages are that the employee is being productive during training, and thus the associated costs may be less (Kleiner Read, 1996); this training may be given to more people than it is possible at a training institution (Jain,1999). Thus we can see that on the job learning may be perceived to be more effective than formal trainings by employees with greater years of work experience behind them. This could also possibly affect their attitude towards formal training programs and its utility. Hence the effect of training attitude on training effectiveness may be moderated by the prior work experience of the individual. We hypothesize that more is the prior work experience of an individual the more likely he has understood how to perform on his job and how to acquire skills on the job and hence the more it is likely that he will not have a favourable attitude towards formal training programs. Thereby the effectiveness of training programs on such individuals will be subdued. Thus, in this research we will aim to study the moderating effect of Prior work experience on the relationship between Training Attitude and Training Effectiveness. The prior work experience of individual has a negative moderating effect on the relationship between Training Attitude and Training Effectiveness. We would also like to study whether the Mediating Effect of Training Motivation on the relationship between Training attitude and Training effectiveness is valid for different groups of people with varied work experience. For this purpose we propose to study the said relationship by dividing the data set into groups of people with differing work experience. According to our theoretical study we expect to observe a more significant mediated relationship between training attitude and effectiveness for people with lower work experience than those with higher work experience. For people with lower work experience the relationship between training attitude and training effectiveness mediated by training motivation is more significant. Methods: Sample: Around 200 participants from various manufacturing organizations were contacted in person and via e-mail and the questionnaire was administered. Out of the 200 people contacted 122 (61%) people chose to participate. Most of the participants were chosen from the technical background who have undergone some sort of training at their work place. To maintain anonymity the questionnaire did not contain any identifiers. The researchers themselves administered the questionnaire and they themselves collected the responses. Measures: All the scale used to measure the various constructs were measured using a 7 point Likert scale ranging from 1(Very Strongly Disagree, Very Strongly Unlikely) to 7(Very Strongly Agree, Very Strongly Likely). Training Attitude: Training attitude was measured using a 9 item scale developed by Anupama Narayanan and Debra Steele-Johnson (2007). A sample item is I enjoy participating in training programs offered at work. Training Motivation: Training motivation was measured using a 14 item scale developed by Phyllis Tharenou (2001) which was adopted from Noe and Wilk (1993) 17 item scale. This scale was based on the valence instrumentality expectancy theory and had 7 items each for valence and instrumentality. A sample item for instrumentality is How likely you will obtain a pay increase from KSA from TD. A sample item for valence is How important is obtaining pay increase to you. Training Effectiveness: The training effectiveness was measured through a 4 item scale. This scale was a shortened version of the Kirkpatricks scale and was developed by Alan Chapman. The training effectiveness was measured on different parameters namely reaction, learning, behavior and productivity. Prior Work experience: The prior work experience was measured using a single question to the participants asking them of the number of years of prior years of work experience. Analysis: The study was intended to find the mediation effect of training motivation between training attitude and training effectiveness. The procedure followed to study the mediation effect was adopted from the study by Baron and Kenny (1986). Further the researchers also studied the moderation effect of years of prior work experience on the direct relation between training attitude and training effectiveness. This was done through a 2 model approach using the standardized multiplied values for training attitude and years of prior work experience. All the analysis was done using SPSS software. Further the entire sample of respondents was divided into 2 classes based on the work experience, one having work experience more than the median and one having less than the median. The median value was ignored and the mediation analysis was carried out using the Baron and Kenny model (1986). Results: The means, standard deviations and correlations .All the variables were found to be significantly correlated with each another. It can be easily seen from the table 1 that the correlation among all the variables is very high. To test the internal consistency of the scales measuring the constructs, the Cronbachs Alpha Coefficient was calculated and it was found that all the scales were reliable as the Cronbachs Coefficient was greater than 0.7. The results of the measures of internal consistency. Again it can be seen that the Cronbachs Alpha Coefficient is very high indicating that the internal consistency of the scales is very high. Mean, Standard Deviation and Correlations: Measures of internal consistency Cronbachs Alpha Coefficient: In this research we have primarily hypothesized the relationship between training attitude and training effectiveness with training motivation as the mediating variable. Apart from the mediation effect, the moderation effect of number of years of prior work experience on the direct effect of training attitude on training effectiveness has been studied. The results of the mediation effect of training motivation on the relationship between training attitude and training effectiveness. The mediation effect was studied using the 4 step Baron and Kenny model of regression analysis. In the first step, the independent variable training attitude was shown to affect the outcome variable i.e. training effectiveness significantly. In the next step, the independent variable was shown to affect the mediator variable i.e. training motivation significantly. In the third step, the mediator variable was shown to have a significant effect on the dependent variable. These steps showed that the relation between training attitude and training effectiveness was mediated by training motivation. In the 4th step, the mediation effect was calculated through a regression analysis in which the mediator and the independent variable were the predictors and the criterion variable was the dependent variable. Regression results to study mediation effect: The mediation is significant and the mediation effect was calculated to be 0.923 standard deviations. Also in the fourth step, since the effect of training attitude on training effectiveness becomes insignificant we can safely infer that full mediation is present. The step I shows the regression results when training effectiveness was taken as the criterion variable and the training attitude was taken as the independent variable. From this step we saw that training attitude was significantly related to the training effectiveness. Here the value of R2 was found to be 0.796 with F = 468.143 at p The step II shows the regression results when training motivation was taken as the dependent variable with training attitude as the predictor variable. In this step it was seen that training attitude was significantly related to training effectiveness. The R2 value was found to be 0.883 with F = 904.66 at p The step III shows the regression results when training effectiveness was taken as the dependent variable with training motivation being the predictor variable. In this step it was found that the training motivation is significantly related to training effectiveness. The R2 value was found to be 0.909 at p The step IV shows the regression results when training effectiveness was taken as the criterion variable with both training motivation and training attitude as the predictor variables. From this step we could conclude that training motivation was significantly related to training effectiveness and also we see that training attitude loses the significance of its effect that it had on training effectiveness in step I. The R2 value was found to be 0.909 at p The above 4 steps show that the mediation effect of training motivation between training attitude and training effectiveness is a full mediation effect as the independent, variable training attitude, becomes insignificantly related to the criterion variable (Baron and Kenny, 1986). The steps I, II and III are used to test the first 3 hypothesis. In step I it was shown that training attitude was significantly related to training effectiveness hence H3 is accepted. Similarly in the step II it was shown that training attitude was significantly related to training motivation and hence H1 is accepted. In the third step, it was found that training motivation was significantly related to training effectiveness and hence H2 is accepted. Training attitude was significantly related to training effectiveness in the first step and to training motivation in the second step but it was non-significantly related to training effectiveness in the fourth step. From this we could infer that training motivation fully mediates the relation between training attitude and training effectiveness. Thus H4 is supported. The Sobels test was used to just verify the mediation effect. The test showed that the mediation effect is statistically significant (Mediation effect = 0.923; Z-score = 8.68; p In addition to the above mediation analysis, we also tried to understand the role of work experience on the mediation analysis. Hence 2 more mediation analysis were carried out in which the entire data set was broken down in 2 sets, one with respondents having 2 or more years of work experience, second with respondents having less than 2 years of work experience. This was so done because the median work experience of the sample studied was 2 yrs. Impact of years of work experience on the mediating role of training motivation on training effectiveness was studied. First we take the case of respondents having less than 2 years of work experience. The same steps as stated above according to the Baron and Kenny Model were repeated and the results. Regression results to study mediation effect on respondents with work experience of less than 2 years: Again as we can see that training motivation fully mediates the relation between the training attitude and training effectiveness. In the first step we used training effectiveness as the criterion variable with training attitude as the predictor variable. The relation was found to be significant and positively related with R2 = 0.468; p In the next step, training motivation taken as the criterion variable and training attitude was taken as the independent variable. This relation was again found significant and positively related with R2 = 0.639; p In the third step, training motivation was now taken as the predictor variable and training effectiveness was taken as the dependent variable. It was found that this relation was significant with R2 = 0.660; p In the last step, both training attitude and training motivation were taken as the predictor variables and training effectiveness was taken as the dependent variable. In this step, the relation between training attitude on training effectiveness became insignificant hence it was proved that training motivation fully mediates the relation between training attitude and training effectiveness. The mediated effect was found to be 0.592 and the overall mediation was found to be significant using the Sobels test. Using the Sobels Test the Z score was found to be 4.7498. Thus showing that the mediation effect of training motivation on the relation between training attitude and training effectiveness is significant. Another mediation analysis was done to test the mediation effect of training motivation on the relation between training attitude and training effectiveness for respondents having more than 2 years of work experience. This was again a 4 step analysis as per the Baron and Kenny model and the results. As we can see in the table 5, in the first step it was found that training attitude significantly affect training effectiveness. In the second step it was found that training attitude significantly affects training motivation. In the third step, it was found that training motivation significantly affects training effectiveness. And in the fourth it was found that training motivation significantly affects effectiveness but impact of training attitude on effectiveness becomes insignificant. This showed that training motivation mediates the relation between attitude and effectiveness. Regression results to study mediation effect on respondents with work experience of more than 2 years: From the fourth step we can see that training motivation mediates the relation between training attitude and training effectiveness fully. The overall significance of the mediation was checked using the Sobels test. It was found that the mediation is significant with Z-score = 7.95; p Now from the above 3 mediation analyses we have established the fact that training motivation fully mediates the relation between training attitude and training effectiveness. But from the 2nd and 3rd mediation analyses we have found that the mediation effect of training motivation is higher for respondents having more than 2 years of work experience. We can see that there is quite a bit of difference between mediation effects of the 2 classes of respondents. The mediation effect for respondents with less than 2 years of work experience is 0.592 whereas that for respondents with more than 2 years is 0.809. This shows that years of work experience plays a major role in shaping employees attitude towards training which affects their motivation which proves H5b. A plausible interpretation of these results could be that employees with lower work experience, at least in the Indian manufacturing industry, who are probably fresh out of college are not aware of any other means of learning except formal training. Hence they might have a positive attitude and willingness to attend the same. However as an individual on gains more experience and attends a lot of trainings he realizes that on the job learning is much more relevant to improving his performance than formal trainings. Hence possibly a change in attitude towards training programs develops with increasing years of work experience in individuals. Further the moderation effect of years of prior work experience between training attitude and training effectiveness was studied without using the work experience as a dichotomous moderator and splitting the sample group. Since years of prior work experience is a metric moderator we use a 2 model method to test the moderation effect. In the first model, the training attitude and years of prior work experience are the 2 independent variables and training effectiveness is the criterion variable. In the second model, the interaction effect of the moderator and predictor on the criterion variable is studied by using the product of standardized values of training attitude and years of prior work experience. A linear regression is done with training effectiveness as the criterion variable and the above mentioned models simultaneously entered as the independent variables. The training attitude and years of prior work experience are taken as the independent variables and training effectiveness is taken as the criterion variable. Here we found out that this model is significant with R2 = 0.957; p The standardized values of training attitude and years of prior work experience were calculated and multiplied. This standardized multiplied value was used as the predictor and it was found that this relation is also significant with R2 = 0.959; p Moderation effect of years of prior work experience: To test our H5, the results of model 1 and model 2 were used. As it was found that the moderation effect of years of prior work experience on the direct relation between training attitude and training effectiveness is significant and there was an inverse relation of years of work experience with training effectiveness, H5 is supported. Hypothesized model of Mediating effect of training motivation on the relationship between Training Attitude and training effectiveness (* significant at p Likely Implications: The results of this research study might possibly have immense impact on the Training Development function of the HR department of organizations in India. The study will provide basis for the HR department to take into account employee preferences and the effectiveness of various training methods to develop an efficient and user acceptable training programme to suit the needs of their respective organizations, thus enhancing the role and impact of the HR department. Also by knowing the attitudes towards training it will be possible to create a conducive organizational culture in which employees feel that the training will help them to discharge their duties more efficiently and also enhance their future job prospects. The HR department has been traditionally viewed as a cost centre this study might help to bring some of those costs in check while ensuring the training achieves its objectives for the organisation. For instance allowing employees to choose between learning on the job and attending training programs might achieve the required learning objective at a lower cost. Especially in times of recession and layoffs, this study will provide HR department with tools to dole out new and effective outcome focused training show its impact on the companys numbers or make its presence felt on the financial statements of the company. Limitations: The survey was conducted in a few organizations due to lack of time and resources. Also the effect of organizational culture on the training needs was not studied .Since the organizational culture is major factor affecting employee preference, performance and training motivation this can be said to be the biggest limitation of this survey. The effect of the industry and the sector on the training attitudes cannot be studied accurately and the study cannot be said to be representative of the entire country. Also the study is limited to manufacturing sector. Hence generalizations cannot be made from the findings of this study. The training effectiveness measured is based on perception of the trainees and their supervisors. The most accurate method would be to do a pre and post training measurement of the Kirkpatricks parameters on the trainees. But since it would be difficult to find such organisations with the ongoing training where this method can be applied, we have to stick to perceived training effectiveness. Scope for future study: If this study establishes concretely the correlation between training attitudes, preferences, motivation and training effectiveness then further study can be made on what exactly are the specific methods which will prove to be most effective based on the employee preferences. Future study should also take into account factors not considered here, including organisational culture as well as individual personality traits to make for a comprehensive study on all factors included in developing the optimum training program. Since the individual personality traits will have an impact on the employee attitudes towards training, this is an important factor to consider in the study. Also the scope of the study needs to be broadened to encompass bigger geographies and more industry sectors so that the relationship under study can be generalised. Also the effect of gender on employee attitude has not been studied. These factors provide a wide scope for future study.

The Salem Witch Trials Essay - 1165 Words

Church had an enormous influence on the Puritan religion. The colonist from New England had mainly come over for religious reasons because they did not agree with the Protestant Church of England. The colonist came to America in search of a new home and place to live where they could have a community based on their common religious beliefs. In their community, they had a closed society built around their church and activities. The Puritan life basically revolves around the church which influenced how they lived their everyday lives. They had to go to church twice a week, attend long sermons, and avoid dancing which was deemed as a sinful act. There were events that led up to the Salem Witch Trials of 1692. Europeans strongly believed in†¦show more content†¦Mary Sibley who was a neighbor of the Parris family had advised John Indian to have his wife Tituba make a witch’s cake. The witch’s cake would be used to discover the names of the witches. However, the girls were not relieved and their torments had increased. Ann Putman Jr. and Elizabeth Hubbard who was 17 lived a mile away from the Parris home in either direction began to have the same problems as the girls. Since Elizabeth Hubbard was of the legal age to file complaints and appear under oath this is important because she testified 32 times throughout the trials. Elizabeth and Abigail began accusing Tituba of bewitching them when they did this it increased the intensity. After Tituba was accused several neighbors and ministers were asked to observe the girls behavior. When they were done observing the girls behaviors they later questioned Tituba. After Tituba was accused Sarah Good and Sarah Osborn were also accused. Sarah Good was homeless beggar and Sarah Osborn was an elderly person who was also poor. People now believe that this made them an easily target to blame for the bewitching of the girls. Sarah Good and Sarah Osborn were taken into questioning near the Nathaniel Ingersoll’s Tavern the very next day. During the trials evidence could be admitted in different ways. The first step in the process is when they’re accused they had to recite the Lord’s Prayer.Show MoreRelatedSalem Witch Trials And The Witch Trial1494 Words   |  6 PagesFirst of all, I wanted to talk about what Salem Witch Trial is and who are the persons involve in this event. Salem Witch Trials, according to Encyclopedia Britannica is â€Å"A series of investigations and persecutions that caused 19 convicted â€Å"witches† to be hanged and many other many suspects to be imprisoned in Salem Village in the Massachusetts Bay Colony.† There are many people involve in Salem Witch Trials and I’ll be going to describe their role in this event, followed by the different case studiesRead MoreSalem Witch Trials And The Witch Trial Essay2225 Words   |  9 Pagesaccused of witchcraft in Salem Village, Massachusetts, many more died in jail, and around 200 people total were accused of witchcraft during the Salem Witch Trials. Records from the event indicate that the Salem Witch Trials started when a group of young girls began acting strange, claiming they had been possessed by the Devil and bewitched by local villagers. The Salem Witch Trials is a much debated event; historians argue over the motivation and causes behind the trials and executions, not overRead MoreThe Trial Of The Salem Witch Trials905 Words   |  4 PagesI. Introduction In January 1692, when a group of juvenile girls began to display bizarre behavior, the tight-knit Puritan community of Salem, Massachusetts couldn’t explain the unusual afflictions and came to a conclusion. Witches had invaded Salem. This was the beginning of a period of mass hysteria known as The Salem Witch Trials. Hundreds of people were falsely accused of witchcraft and many paid the ultimate price of death. Nineteen people were hung, one was pressed to death, and as many asRead MoreThe Salem Witch Trials691 Words   |  3 Pageswere the Salem Witch Trials? The Trials happened in 1692 in Puritan Massachusetts, in a town called Salem. Nineteen men and women were hanged on grounds of practicing dark magic and making a pact with Satan (in other words, for being witches). Hundreds of people were imprisoned; several died there. Additionally, one man (of over seventy years!) was crushed to death with heavy stones and the lives of many were irrevocably changed. (Salem Witch Museum) IQ #2- How and why did the Salem WitchRead MoreThe Salem Witch Trials1202 Words   |  5 PagesThe Salem Witch Trials were a prime part of American history during the early 17th century. During this time, religion was the prime focus and way of life within colonies. This was especially true for the Puritan way of life. Puritans first came to America in hopes of practicing Christianity their own way, to the purest form. The Puritans were fundamentalists who believed every word transcribed in the Bible by God was to be followed exactly for what it was. The idea of the devil controlling a womanRead MoreThe Trials Of The Salem Witch Trials1866 Words   |  8 Pagessurrounding the cause of the Salem Witch Trials 1692 makes the topic captivating as many historian perspectives offer explanations for the causation of the trials, yet the personal context of each historian has determined its historic reliability. This questions the level of objectivity each historian has in their responses to the Trials. The aims and purposes of a historian, as well as their differing methodologies may alter the approach the have towards the investigation of the Trials. Many interpretationsRead MoreThe Trials Of Salem Witch Trials Essay1267 Words   |  6 PagesThe notorious witch trials in Salem began in Spring of 1692. This started after a young group of girls in Salem Village, Massachusetts, professed they were possessed by the devil. These young girls even went as far as accusing some local women of practicing witchcraft. As a frenzy spreaded throughout colonial Massachusetts, a specific court was summoned to hear cases. Bridget Bishop was the first convicted witch and she was hung in that June following her trial. Eighteen other people followed BishopRead MoreThe Trials Of Salem Witch Trials1069 Words   |  5 PagesEven though the Salem witch trials were made to seem formal, they were actually subjective and not based on fact. Since there were multiple people being accused of witchcraft, the trials were short and quick to sentence. The witch trials lasted less than a year. The first arrests were made on March 1, 1692, and the final hanging day was September 22, 1692. The Court of Oyer and Terminer was dissolved in October of 1692. The Salem Witch Trials occurred in the spring of 1692, when a groupRead MoreThe Trials Of The Salem Witch Trials1635 Words   |  7 Pagesovercome was the Salem Witch Trials. The Salem Witch Trials occurred in 1692 and 1693 in colonial Massachusetts. â€Å"More than 200 people were accused of practicing witchcraft – the Devil’s magic – and 20 were executed† as detailed by Jess Blumberg on the web article A Brief History of the Salem Witch Trials (Blumberg 2007). The trials had a major impact on the American society and the effects could be seen in colonial America as well as today. Why did the injustice of the Salam Witch Trials occur and whyRead MoreThe Trials Of The Salem Witch Trials2197 Words   |  9 Pagesestablish colonies based on the word of God. Salem, like many other towns at the time, had little distinction between church and state and focused all aspects of their society on God. (Roach) Due to these conditions, Salem became the site of the largest and most violent witch hunts in America. The significance of the trials comes from the large impact they had on American law. The conditions before, during, and after the Salem Trials were unlike the witch hunts in any other colonies in the New World

National Semiconductor Case Study free essay sample

However, IDC is in need of a robust management development program. The team recently instated a 360-degree (360D) feedback process as a managerial developmental tool. There were some hurdles but the process generally seems to be doing well. Meanwhile the high tech industry in Bangalore is seeing high turnover rates with many lucrative job offers in a hot labor market. As new managers are joining the IDC team, Ashok Kumar, the general manger of IDC is evaluating whether to continue with the 360D process or to allow new managers to integrate on their own. Problem Statement While several symptoms have been discussed, the overall problems which require attention can be categorized into the following four: 1. What is the best method of integrating new members of the IDC management team? 2. Should there be continued development of the management team, and how best should this be accomplished? 3. IDC has operated as a silo, with respect to management at the Santa Clara headquarters. How best can IDC align with Santa Clara’s management practices and procedures? 4. IDC managers are not collaborating and communicating directly, resulting in missed deadlines, tension, and reduced morale. Discussion of Critical Issues The 360D process has improved the coordination and communication of the current management team, and now this team faces the challenge of integrating new managers into an already cohesive group. Without adequate history with peers, subordinates, and supervisors, Ashok Kumar recognizes that 360D would not be an effective tool for development and integration of these new members in the initial months of their new assignments. While they desire to develop the same open, cooperative, trusting relationships they have discovered in 360D, some other integration process or procedure would be valuable. Also for consideration is whether 360D has served its purpose, or if continued development will be valuable to the group. Would annual 360D surveys continue the development? Not only is integrating new managers a concern, continued development of individual management skills and continued development of the team as a whole are valuable. Can the group expect their current skills and relationships to be satisfactory, or do they need constant development attention, and if so, what is the best technique. Also, if the 360D were to become an annual process, is it redundant, or additive to the performance review process currently in place? The management relationship between IDC and Santa Clara is challenged by the geographic separation (and time difference), impairing the ability to build trusting relationships and open communication . The IDC has had great success with the 360D process. Is there a similar process that would deliver the same result for the relationship between the management teams in Santa Clara and IDC? Finally, the current operation is impaired by its own change in processes, leading to work groups operating as silos, and resulting in delays and strain between functioning groups. Are there initiatives the company can take to improve integration between these groups? Improved communication, collaboration, trust, and clarity of purpose are desirable in managing multiple work groups, and processes that build this collaboration will reduce problems and morale. Alternate Solutions †¢Discontinue 360D – it has served its purpose. Annual performance reviews are adequate. †¢Use the â€Å"16 Competencies† as the primary principles for hiring and training new management. Coordinate these principles with Santa Clara, in hiring standards as well as guidelines for integrating new managers, and include them in annual performance reviews. Consider MBO elements in performance reviews which include appropriate â€Å"competencies† †¢Schedule 360D for senior managers annually. This way, new management hires will eventually participate, and achieve the desired level of integration. Recommendation The 360D should be made and annual process for the development of the senior management team. While its short term limitations are recognized for integrating new management members, a review of the process could provide a significant demonstration of the culture of the company, and the importance on trust, open communication, and collaboration. A meeting of the existing management with new members should review what was learned in the last 360D process, and what behavioral changes are being made by the senior staff. So while the new managers may not benefit from their own 360D right away, they may be indoctrinated into a culture of trust, and collaboration, and continued development. For further indoctrination, each of the 16 competencies should receive attention at weekly meetings – a discussion of one competency at each meeting. The 360D should be an annual process, this first exercise serving as a benchmark for an overall development program, then repeated annually as a basis for continued development. While the process yielded excellent results between peers at the senior management level, it is also designed to improve communication and leadership with subordinates and superiors as well. Annually, the 360D should continue, along with that of the direct reporting management in Santa Clara. If development in IDC management is steered toward the 16 competencies, it should be aligned with the management in California. As the IDC management team benefitted initially by improving their trust and collaboration, they should seek similar improvement in their relationship with management in Santa Clara. The 360D process has proven to be a useful tool in this regard, and we would expect the reporting relationships between Santa Clara and IDC would benefit if both management teams conducted the 360D process together. As the 360D process proved useful in building trust and collaboration at the senior management level, it should also be applied to the leaders of the functional teams who require this same collaboration for designing and engineering new products. A specific member of each functional team should be assigned responsibility for coordinating with other teams, and these â€Å"Team Leaders† should go through a similar 360D process with each other as part of their development. Finally, while the atmosphere of the IDC is distinctly technical, a forum for non technical issues should be established. This â€Å"people’s forum† should have representative from each functional area on site and will focus on employee concerns with continuous improvement in mind, demonstrating managements consideration of employee morale and providing employees a â€Å"safe† forum for raising their concerns.