...& Belcourt, 2006). There are also factors to do with training input that can effect training outcomes and transfer including training design, trainee characteristics and work environment factors (Saks & Belcourt, 2006). Training design refers to the elements built into the training program to increase the chances that transfer of training will occur. Carlos designed a three-day communication program that included lectures, videos, exercises, and games, which taught active listening, upward communication, brainstorming and other areas (CS). Trainee characteristics include the ability, skills, motivation and personality factors of the trainee to transfer what they have learnt into work. This is where Carlos should have discussed and prepared employees to self-mange their use of new skills and behaviours on the job (Noe & Winkler, 2012 p. 181). Self management involves determining the degree of support and negative consequences in the work-setting, setting goals for using learned capabilities, applying learned capabilities, monitoring the use of learn capabilities, and engaging in self-reinforcement (Noe & Winkler, 2012 p. 181). Exposing trainees to the self-management strategies allows them to exhibit higher levels of transfer of behaviour and skills. The work environment certainly has characteristics in which influence the transfer of training including climate for transfer, managerial and peer support, opportunity to perform and technological support...
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...article is to provide further insight into the relationship between supervisor support and transfer of training, by taking into account the effects of other transfer-influencing factors in a systemic approach of the transfer process. A review of studies on factors affecting transfer of training was conducted, with a specific focus on the effects of supervisor support, resulting in the development of a research model of the transfer process. All components of the model were measured by means of questionnaires for former trainees and their supervisors, and stepwise regression analyses were carried out to examine the relationships in the model. Results indicate indirect relationships between supervisor support and transfer of training, by means of both trainees' motivation to transfer and the transfer climate. The indirect effect of supervisor support on transfer of training is only slight, however. Learning results are shown to be the strongest predictor of transfer of training. Owing to the small sample size structural equation modelling techniques could not be used, thus limiting the possibility to test the model as a single entity. The use of perceptional measures implies the risk of response tendencies from trainees and supervisors. Further research using different measures and different timing of measurement during the training and transfer process is recommended. Results of this study indicate that supervisor support that is intended to enhance transfer of training can best...
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...1007/s11162-006-9042-3 EXAMINING HERZBERG’S THEORY: Improving Job Satisfaction among Non-Academic Employees at a University Ryan E. Smerek*,† and Marvin Peterson† ................................................................................................ ................................................................................................ This study reports the results of a survey of 2700 employees in business operations at a large public, research university. The analysis tests Herzberg et al.’s (1959) well-known, duality theory of motivators and hygiene factors and the impact of personal characteristics and job characteristics on perceptions of the work environment and job satisfaction. The results offer inconclusive support of Herzberg’s theory although the work itself is the strongest predictor of job satisfaction after controlling for both personal and job characteristics. The study concludes by discussing both practical implications, for those in leadership positions in a university, and theoretical implications for researchers interested in exploring job satisfaction in a higher education context. ................................................................................................ ................................................................................................ KEY WORDS: job satisfaction; quality of worklife; work climate; administrative staff. THE PROBLEM AND RESEARCH QUESTIONS This paper studies the men and women charged with...
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...use in the company’s manufacturing process, approving the invoices for payment, and signing the checks. No supervisor reviews the purchasing agent’s work. 1) Missing internal control characteristic: Segregation of duties 2) Possible problem: The employee who is approving invoices and signing the checks should not be allowed to purchase the diamonds. There may be possibility of doing fraud by stealing diamonds or cash. 3) Solution to the problem: Keep a supervisor to approve the purchasing order and another manager or supervisor to approve and sign the checks. This will guarantee that proper quality control as well as check and balances are taken into consideration. Situation b. Rachel Williams owns an architectural firm. Williams’ staff consists of 19 professional architects, and Williams manages the office. Often, Williams’ work requires her to travel to meet with clients. During the past six months, Williams has observed that when she returns from a business trip, the architecture jobs in the office have not progressed satisfactorily. Williams learns that when she is away, two of her senior architects take over office management and neglect their normal duties. One employee could manage the office. 1) Missing internal control characteristic: Supervision control 2) Possible problem: The problem arises in the absence of an appointed interim supervisor. When Rachel is out the senior managers are taking it upon themselves to manage, this appears to be causing...
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...in five sections. And he emphasizes that you can’t pitch your brand before you recognize yourself. The main reason of why I think this article is relevant for my supervisor is that in this branding era, brand is power and it’s a guarantee of the value you will get. Getting to know how to build and develop your own brand not only can improve your personal quantity, but also can make contribution your career’s development. For example, to build your own brand will bring more confidence to your so that you will be outstanding among elites. My supervisor said that he likes this article and he had some feelings after he read this article. He agreed with the thought of building your own brand. He is a person who loves life, dares to try and change, therefore, he came up with the idea of publish a characteristic fashion life magazine, which includes information of local business, cuisine, events and others, to delivery his thoughts and make more people find the joy of life. I think the most interesting part that may attract my supervisor is to build your won brand’s first step, which is to find some characteristics and features of you that are different from your competitors. He agreed that this part is interesting and it is worth to think about. My supervisor said that special own characteristics always make people to remember you. In this market, we can’t be all things to all people because there are a thousand Hamlets in a thousand people’s eyes. He likes to break...
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...Environment Chapter 14: Handling Conflict, Politics, Employee Discipline, and Negotiations Chapter 15: Dealing with Change and Innovation Chapter 16: The Supervisor's Role in Labor Relations Chapter 1 Outcomes After reading this chapter, you will be able to: 1. Explain the difference between supervisors, middle managers, and top management. 2. Define supervisor. 3. Identify the four functions in the management process. 4. Explain why the supervisor’s role is considered ambiguous. 5. Describe the four essential supervisory competencies. 6. Identify the elements that are necessary to be successful as a supervisor. Chapter 2 Outcomes After reading this chapter, you will be able to: 1. Explain how globalization affects supervisors. 2. Describe how technology is changing the supervisor’s job. 3. Differentiate between an e-business and e-commerce. 4. Identify the significant changes that have occurred in the composition of the workforce. 5. Explain why corporations downsize. 6. Understand the concept of continuous improvement, and identify its goals. 7. Describe why supervisors must be able to “thrive on chaos.” 8. Define ethics. Chapter...
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...unfairly based on their personal characteristics it is called discrimination. Discrimination in any form should never be taken lightly and if proven can have severe consequences. At some point, every individual has most likely suffered from being discriminated against. Some forms of discrimination are illegal, especially in the workplace. I have chosen a scenario that depicts more than one form of discrimination. Maria, is a person of Latino ancestry, a second generation native-born American citizen with a graduate degree. She has been with her current company for 10 years has filed a complaint for being unfairly eliminated for consideration for a promotion, because of her distinctive accent. Not only does Maria face discrimination, because of her strong cultural background evidenced by her accent but, because of her race, and gender as well. According to the Equal Employment Opportunity Commission (EEOC), they are “responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit” (Overview, n.d.). According to Zimmermann, “Culture is the characteristics of a particular group of people...
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...The Impact of Job Characteristics on Social and Human Service Workers Reva I. Allen/Eric G. Lambert/Sudershan Pasupuleti/Terry Cluse-Tolar/Lois A. Ventura, Department of Social Work, University of Toledo 1 In many career fields, there is a tendency to try to find the right person for the job instead of trying to make the job right for the person. Koeske and Kirk (1995) wrote, “Social work administrators presume that there are certain characteristics of human service workers that predispose some of the workers to thrive in a particular job while workers with other characteristics are more likely to dislike the job or do poorly” (p. 15). Additionally, some administrators of social and human service agencies appear to be more concerned with the impact of workers on their agency than the impact of the organization on workers. “Blaming the employee” focuses the attention away from the real causes (Arches 1991). It is true that social and human service workers can and do have meaningful effects on their employing organizations. It is, however, naive to assume that employees are not affected by the organization. It is reasonable to assume that many employees who have negative or positive impacts on the employing organization do so because of how they were treated at work. The work environment has real and lasting effects on most employees. It is generally theorized that the work environment influences employees mainly through their attitudinal states, and these...
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...Taft-Hartley Act – 1947 *Wagner plus Taft-Hartley equals the National Labor Relations Act Federal Employment Law *Fair Labor Standards Act – 1938 (FLSA) *Minimum Wage -Lowest amount the employer can pay the employee. Minimum wage is exposed in pay for dollar per hour. *Maximum Hours -Employee must be paid at the premium rate of pay for all hours worked in excess of 40 within any 7-day period -Exemptions: Executive, professional and administrative employees -Executives are VP, president, higher ups. -Professionals are lawyers, architects, doctors, accountants. -Administrative employees are people that work fairly independently without a lot of supervision. *Child Labor – prohibitions and restrictions -In the 20th century we decided that kids should be kids and not have to work -Talking about minors, somebody who is 17 years of age or younger -If you have a 16 year old or a 17 year old most work is permissible, but they cannot engage in any dangerous work EX.) Chemist, policeman, firefighter. Most work is okay. -We permit this because at the age of 16 kids can elect to drop out of school. -14 and 15 year olds employment is usually prohibited. The job cannot interfere with healthy growth, school, cannot be dangerous. The job must be part time. EX.) Work in a store for a couple hours, babysit, cut neighbors grass -13 and under NO EMPLOYMENT IS ALLOWED. Unless the department of labor approves. EX.) Modeling, actors and actresses, own a farm and kid...
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...METHODS OF TRAINING IN THE WORKPLACE James Danziger Debora Dunkle Center for Research on Information Technology and Organizations, School of Social Sciences University of California, Irvine CA 92697-4650 This research is part of the People, Organizations, and Information Technology project of the Center for Research on Information Technology and Organizations (CRITO) at the University of California, Irvine. This material is based upon work funded by the U.S. National Science foundation under Grant No. 0121232. Any opinions, findings and conclusions reflected in the material are those of the authors and do not necessarily reflect the views of the National Science Foundation. Survey Brief METHODS OF TRAINING IN THE WORKPLACE “IN THIS BUSINESS, YOU ARE WHAT YOU KNOW! Keeping your skills and abilities up-to-date in today's on-demand environment is a critical component to your success. IBM now makes it easy for you to enjoy the technical training you need to maintain that edge!” IBM email, August 2005 Virtually all modern organizations accept that a well-trained workforce is a critical success factor. American organizations spend more than $62 billion per year on formal training of their employees. It is impossible to estimate the full costs of the additional informal training that occurs. Ability to use information and communication technologies (ICTs) is among the most important skills that many employees need. Yet there is more speculation than wellgrounded, factual...
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...A Case Analysis of the Employee Benefits Section 1. Facts of the Case Based on the given scenario, the following are the facts of the case bearing on the problem: a. Susan Benson * Hired as supervisor of the employee benefits section in a city government personnel department six (6) months ago * As supervisor, she has the authority and the legitimate power over the employees of the benefits section * She has had great difficulty getting employees to follow her orders which indicates that Ms. Benson is ineffective in leading her section * Had lost the respect of the personnel manager and that she can’t control the employees in her section b. Benefits section * Handles employee insurance, life insurance, retirement benefits, educational benefits, and worker compensation claims * It is composed of six (6) employees who have worked together for the past five (5) years and who have become a very close-knit cohesive group (strong task structure) who cooperate well with other city employees * Has an excellent reputation based on the few complaints it receives on how it handles employee benefits c. Sharon Garcia * The informal leader of the benefits section whom other employees look up for advice and assistance * As an informal leader, she has both power and influence, though she has no authority * Told other employees that Ms Benson did not understand the new procedures during the training session on the new procedures...
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...forth of its leaders in an effort to maximize performance. Group and Team Concepts There are several group and team theories that could be put into effect in order to enhance the conduct as well as the divergence of employees in Woody’s Veneer factory. “The distinction between a group and a team is an important one. All teams are groups, but not all groups are teams. A group consists of people who work together but can do their jobs without one another. A team is a group of people who cannot do their jobs, at least not effectively, without the other members of the team. A work group is a collection of two or more people who interact with one another and share some interrelated task goals. Interaction and interrelatedness are the two characteristics that distinguish a group from just a collection of people. A work team is a type of work group, but a team has three specific properties. First, the actions of individuals must be interdependent and coordinated. Second, each member must have a particular, specified role. Third, there must be common task goals and objectives” (Spector, p. 311, 2008). In Woody’s Veneer Factory, the work group is the...
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...time to pass through secondary sources so as to reach the validity and reliability coverage of the study. The study finds that there are five types of organizational structures deployed in the logistics functions, which are Non SCM-oriented Organization, Functional Organization, Matrix Channel Organization, Process staff Organization, and Integrated line Organization. The study also identifies that most typical logistics organizational structure consists of shareholders, board of directors, the sales supervisor, logistics manager, customs supervisor, merchandiser supervisor, materials manager, purchasing manager, trading manager, merchandiser manager, warehouse manager, distribution manager, customs specialist, documentation specialist, shipping specialist, courier, warehouse stock management and employees. Also the study finds different components of optimal logistics organization which are organizational characteristics, environment characteristics, employee characteristics, and managerial policies and practices. Furthermore study finds new and dynamic business model for supply chains of the future. Finally the study concludes that current organization designs for enterprise logistics structure are...
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...Shellan Jonas Assignment 1.1 April 14, 2016 Examine the features and characteristics of management. Using examples from your professional experiences and/or from current day news, discuss how managerial characteristics impact the various aspects of managerial functions in today’s modern organizations. A managerial position can be a difficulty and demanding role. These individuals are the link between higher level managers and employees. A supervisor is a first level manager, a manager in charge of entry level and other departmental employee. Every organization, for example the one I am currently employed with, has several individuals in different managerial positions. I find that some managerial aspects of the supervisor’s position have been neglected in the selection and development of supervisors. One is typically selected for a supervisory position based on their technical competency, their performance and willingness to work hard. Supervisors are sometimes hired and expected to assume management responsibilities, even though their previous position did not require such skills. An effective organization is one where managers understand how to manage and control. The objective of control as a concept and process is to help motivate and direct employees in their roles. Understanding managerial control process and systems is essential for the long term effectiveness of an organization...
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...forth of its leaders in an effort to maximize performance. Group and Team Concepts There are several group and team theories that could be put into effect in order to enhance the conduct as well as the divergence of employees in Woody’s Veneer factory. “The distinction between a group and a team is an important one. All teams are groups, but not all groups are teams. A group consists of people who work together but can do their jobs without one another. A team is a group of people who cannot do their jobs, at least not effectively, without the other members of the team. A work group is a collection of two or more people who interact with one another and share some interrelated task goals. Interaction and interrelatedness are the two characteristics that distinguish a group from just a collection of people. A work team is a type of work group, but a team has three specific properties. First, the actions of individuals must be interdependent and coordinated. Second, each member must have a particular, specified role. Third, there must be common task goals and objectives” (Spector, p. 311, 2008). In Woody’s Veneer Factory, the work group is the...
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