Chapter
1
any businesses. The study investigates the factors that result to the success
or failure of an employee training program. In particular, the study presents
the employee training program in Clark Shoes Company.
This chapter starts with the overview of
the study, a brief review the nature of problems, aims and objectives, scope of
the study, methodology and limitation of the study.
Background
of the Study
Employees are
increasingly demanding change, choice, flexibility, and variety in their work;
suggesting that with the de-layering of organizations and empowerment of
individual employees, the future for both the organization and the individual
lies not in promotion to successively higher levels of management, but rather
in developing the value of the individual as human capital (Seidler, 1996). The
value of human capital is enhanced by acquisition of higher performance
potential such as new tasks, functions, and KSAPs (knowledge, skills,
abilities, personal attributes) (McGregor, 1988).
Further, higher
performance capability usually begins with planned, structured methods to
ensure that cross-training occurs, and with constant evaluation on the basis of
application in the work place (Feigenbaum, 1988). Total quality management
(TQM) writers argue that for the process to be successful, work groups must be
"empowered" to function as a self-directed team (Bowen & Lawler,
1990).
When reviewing the literature on quality management,
one is struck by the absence of any mention of individuals who have problems in
the workplace (Seidler, 1996).
(1999) states that workers are viewed as the greatest source of improvements.
Therefore, it means that workers who are managed correctly will take
responsibility for their work, be committed to the organization, and have
ownership of the service or product. Moreover, employees involved in an
effective training program manifest a love for their work and are interested in
doing their best for the organization (Seidler, 1996).
The importance of employee training has long been
recognized as a crucial issue for businesses (Ford et al., 1997). To the extent
that employee-training programs are effective, companies are able to avoid
wasteful spending and improve performance and productivity. Thus, a key
consideration for virtually all business is the expected return provided the
organization for its training investment.
As it has been suggested that organizations are likely
to increase their reliance upon and utilization of employee training programs
in years to come (Noe, 1999), the effectiveness of training interventions in
organizations is likely to become even more salient in the future (Blanchard
and Thacker, 1999). Training goes hand-in-hand with productivity, quality,
flexibility, and automation in the best performing firms. (Office of Technology
Assessment, 1990)
This is illustrated by several studies conducted by
other authors regarding training. Tannenbaum at al. (1993) provide an
integrative framework for all the variables that influence the design and
delivery of training (Cannon-Bowers et al 1995). The framework outlines in
detail the pre-training and during-training conditions that may influence
learning, as well as the factors that may facilitate the transfer of skills
after training. Kozlowski & Salas (1997), drawing from organizational
theory, discussed the importance of characterizing the factors and processes in
which training interventions are implemented and transferred in organizations.
Moreover, Kozlowski and et al. (2000) consider
organizational system factors and training design issues that influence the
effectiveness of vertical transfer processes. Likewise, researchers have begun
to understand the barriers and myths that exist in organizations as they
implement training (Salas et al 1999). In other work, Kraiger et al (1993)
provided new conceptualizations of learning and evaluation theory, approaches,
and measurement.
evolving and is rising skill requirements (Bowers & Swaim, 1994). The shift
in the mix of qualifying skills toward those learned in school or formal
company programs suggests that demands shifted toward more general and
cognitive skills. More educated workers are much more likely to hold jobs
requiring qualifications than are less educated workers. In large part, this
result merely reflects the importance of educational credentials for
professions and other occupations requiring college degrees. But the link
between schooling and job qualifications is more pervasive. Workers with a high
school diploma or college are more likely than less educated workers to learn
qualifying skills through enterprise-based training after leaving school (Bowers
& Swaim, 1994).
systematic process of training consists of planned programs designed to improve
competence and performance at the individual, group, and/or organizational
levels. The scope of training initiatives
vary and include operator, technical, sales, customer service, and various
levels of leadership training (Sims, 1998).
The
success of training may depend on the reasons behind it (Stewart, 2003).
Conducting training for the wrong reasons may lead to bad training while having
the right reasons for it may lead to the improvement, which the organization
aims to attain. Some of the valid
reasons for training would be to improve performance, to improve employees’
skills, to promote job competency, to solve problems, or to orient new
employees (Stewart, 2003).
Benefits
of an effective employee training include improved profitability and more
positive attitudes toward profit orientation; enhanced employees’ job knowledge
and skills; high morale of the work force. As for the individual, training
helps the individual in making better decisions and effective problem solving;
it enables him or her to internalize and operationalize motivational variables
of recognition, achievement, growth, responsibility and advancement; and it
aids in encouraging and achieving self-development and self-confidence.
Furthermore,
training improves communication between groups and individuals; aids in
orientation for new employees and those taking new jobs through transfer or
promotion; provides information on equal opportunity and affirmative action;
provides information on other governmental laws and administrative policies;
and improves interpersonal skills.
some link between training and good performance but the direction is difficult
to identify. However, what is known for sure is that the training and
development of staff is relevant in better performing companies. The difficulty
in identifying the correlation between training and performance is attributed
to the determination of changes in performance. Measuring knowledge acquired is
easy to determine. But to measure skills and attitude development is something
else. (Craven, 1997). This evaluation needs to be done over a long time period
and needs to be carried out by those working with the candidate, to evaluate
how the delegate performed before and then after the training process.
mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA'>[1]
comfort, quality and service. It is committed to ongoing programmes of product
design, technical innovation and staff development in order to reinforce this
reputation. Over the past few years it has put huge energy into bringing shoe
styles right up to date. Moreover, it is now increasingly being recognised for
delivering comfort in a great choice of contemporary styles for men, women and
kids.
of
Clark started tanning sheepskin rugs. He was joined by his brother James who
introduced sheepskin slippers in 1830. Production soon flourished, helped by
the purchase in 1856 of recently invented Singer sewing machines. An early
marketing success was William Clark’s introduction of the ‘Hygienic line’, a
range which followed the natural shape and line of the foot and established
20th century as they introduced new technologies and materials, took full
advantage of the economies of mass production, and responded to changing
fashions and the emergence of the female ankle by putting much more emphasis on
the development of women’s shoes. By the end of the first world war
investment in technological research paid off, when the introduction of
polyurethane as a soling material brought unique comfort benefits to
the U.K. through this period with the establishment of a major retail chain,
and global expansion also accelerated, especially in the U.S.A. Clarks is now
the top shoe retailer in the UK, the leading UK children’s shoe brand, and the
world’s top shoe brand.
selling almost 46 million pairs of shoes each year. In the
brand is available through over 1500 stockists, over 500 of which are shops
owned by the Company.
the business success of Clarks Shoes, it is important to examine the role of
employees to this. In this study, the impact of employee training to the
company is discussed.
The primary objective of this study is to
investigate how effective is employee training in Clarks Shoes Company. This
study attempts to analyze the kind of training provided for the employees; in
employee training literature, human resource is the greatest source of the
improvement of a business. Here, it exposes the positive as well as the
negative treatment accorded to the employees as a result of an
effective/ineffective implementation of an employee training program.
Likewise, it is necessary to study the current
practices in company training and development that are suppose to contribute to
the enhancement of the employees’ skills. As Clarks Shoes Company boasts its
being top shoe retailer in the
this study examines the role of employee training to the success.
To address
this objective, the researcher conducts a survey on the employees’ perception
of their training under Clarks Shoes. Moreover, management personnel were
interviewed to evaluate their views on effective employee training program.
it important to study the
benefits of employee training to a business. Specifically, the study
investigates how employee training is practiced in the
shoe retailer. Moreover, this study tries to answer the following queries:
What are the
effects of employee training to the company in terms of sales?
What are the
effects of employee training to the company in terms of employees’ skills and
productivity?
the company in terms of consumer satisfaction?
Hypothesis 1: The kind of employee training in
Clarks Shoes boosts its sales.
Hypothesis 2: Employee training in Clarks
Shoes enhances its employees’ skills and productivity.
Hypothesis 3: Employee training in Clarks
Shoes accounts for its improved quality of service, thus results to greater
customer satisfaction.
program as applied to Clarks Shoes. The outcome of this study will be limited
only to the data gathered from books and journals about employee training and
from the primary data gathered from the result of the questionnaire survey and
interview that will be conducted by the researcher.
research was completed in a relatively short period of time other factors and
variables are not considered. This might have an impact on the results of the
study.
1.6. Overview of the Methodology
There
are two sources of research that are used in this study; primary and
secondary. Primary research data are obtained
through this new research study.
Secondary research data that exists and is available are used by the
researcher.
two methods; survey-questionnaires that were sent to forty employees in Clark
Shoes, and interviews were conducted with five management personnel within the
company. and finally analysis of relevant internal documentation. By mixing the
methodologies in conducting the primary research, the researcher is enabled to
take a broader and complimentary view of the issues being researched.
quantitative data and the in-depth interviews are used to provide qualitative
insights into the data collected.
designed by the project owner with guidance from the project supervisor and
approved by the of the project sponsor. Secondary data are obtained from
previous studies and from the literature review.
1.7. Significance of the Study
endeavor in promoting effective employee training to the service industry in
the
especially to the popular companies such as Clarks Shoes. This study will be
helpful to business practitioners for this will be a guide for them when they
employ the effective employee training program to their businesses. By
understanding the needs of their employees and the benefits of employee
training, these managers will be assured of a larger market share. Moreover,
this research provides recommendations on how to value employees as they are
taking a large part in the overall performance of the company.
1.8. Chapter Outline
This study consists of five chapters. The first chapter is the
introductory chapter which presents the overview of the nature of the problem
to be discussed in the study. It also covers the aim and scope of the study, as
well as applied methodology and provides general ideas about the way that the
study is structured.
The second chapter
provides a discussion and review on previous studies about employee training;
the third chapter presents the methodologies for this study; in the forth
chapter results of the survey and interview are presented and analysed. In the
fifth some recommendation and guidelines are provided.
style='mso-bidi-font-family:Arial;mso-ansi-language:EN-GB'>Chapter 3
METHODS AND PROCEDURE
This
chapter shall discuss the research methods available for the study and what is
applicable for it to use. Likewise, the chapter shall present how the research
will be implemented and how to come up with pertinent findings.
4.1.
For
this study, descriptive research method was utilized. In this method, it is
possible that the study would be cheap and quick. It could also suggest
unanticipated hypotheses. Nonetheless, it would be very hard to rule out
alternative explanations and especially infer causations. Thus, this study used
the descriptive approach. This descriptive type of research utilizes
observations in the study. To illustrate
the descriptive type of research, Creswell (1994) states that the descriptive
method of research is to gather information about the present existing
condition.
employing this method is to describe the nature of a situation, as it exists at
the time of the study and to explore the cause/s of particular phenomena. The
researcher opted to use this kind of research considering the desire of the
researcher to obtain first hand data from the respondents so as to formulate
rational and sound conclusions and recommendations for the study.
credible recommendations, this study utilizes two sources of research: primary
and secondary. Primary research data was
obtained through this new research study. Questionnaire survey and in-depth
interview was conducted. On the other hand, the secondary research data was
obtained from previous studies on the same topic.
and iterative approach. During data gathering the choice and design of methods
were constantly modified, based on ongoing analysis. This allowed investigation
of important new issues about employee training and questions as they arose,
and allowed the researcher to drop unproductive areas of research from the
original research plan.
This study also employed qualitative research method
because it intended to find and build theories that would explain the
relationship of one variable with another variable through qualitative elements
in research. Through this method, qualitative elements that do not have
standard measures such as behavior, attitudes, opinions, and beliefs within the
Clark Shoes would be analysed.
focus, involving an interpretative, naturalistic approach to its subject
matter. This means that qualitative researchers study things in their natural
settings, attempting to make sense of, or interpret phenomena in terms of the
meanings people bring to them. Accordingly, qualitative researchers deploy a
wide range of interconnected methods, hoping always to get a better fix on the
subject matter at hand.
researcher gathered data, collated published studies from different local and
foreign universities and articles from books and journals; and made a content
analysis of the collected documentary and verbal material. Afterwards, the
researcher summarized all the information, made a conclusion based on the
hypotheses posited and provided insightful recommendations on employee
training.
4.2. Profile of
the Respondentsstyle='mso-ansi-language:EN-GB'>
study are composed of selected employees in Clark Shoes, numbering to 40
respondents. These respondents were asked with regard to their perceptions on
their training. Moreover, five management personnel were interviewed concerning
their views on effective employee training.
4.3.
Instrument
The data collection instrument was a
structured questionnaire that would be based on Likert scale. A Likert Scale is
a rating scale that requires the subject to indicate his or her degree of
agreement or disagreement with a statement. By rating scale we mean the scales
that are usually used to measure attitudes towards an object, the degree to
which an object contains a particular attribute, (Like or dislike), toward some
attribute, or the importance attached to an attribute. The equivalent weights
for the answers would be:
– 5.00 Strongly
Agree
3.50 – 4.00
2.50 – 3.49
1.50 – 2.49
0.00 – 1.49 Strongly Disagree
mso-ansi-language:EN-GB'>
The use of the
questionnaire would provide the project owner the ability to test the views and
attitudes of the respondents. The distribution and collation methods used to
manage the questionnaire process would ensure anonymity.
population for this questionnaire is composed of 40 personnel of the Clark
Shoes.
For
validation purposes, the researcher initially submitted a sample of the set of
survey questionnaires for approval; the survey was initially conducted to five
respondents. After the questions were
answered, the researcher asked the respondents for any suggestions or any
necessary corrections to ensure further improvement and validity of the
instrument. The researcher again
examined the content of the survey questions/statements to find out the
reliability of the instrument. Afterwards, the researchers excluded irrelevant
questions and changed words that would be deemed difficult by the respondents,
to much simpler terms.
who would be initially used for the validation of the instrument.
all the responses in the provided questionnaire.
For the interview part, open-ended questions
were used to obtain as much information as possible about how the interviewee
feels about the research topic.
Interviews took a maximum of 30 minutes. The questions being used during
the interview have been based on the research questions for this project, they
have been reviewed, refined and approved by the project supervisor.
font-family:Arial;mso-ansi-language:EN-GB'>The researcher designed a
semi-structured interview. Here, the researcher encouraged the interviewee to
clarify vague statements and to further elaborate on brief comments. The interviewer
did not share his/her own beliefs and opinions.
4.4. Statistical Treatment of the Data
When
the entire survey questionnaire had been collected, the researcher used
statistics to analyse all the data. The researcher was assisted by the SPSS in
coming up with the statistical analysis for this study.
4.5. Summary
As stated in the methodology, the research underwent
stages. In the research design, the researcher collected secondary data and
formulated and developed the questionnaire and interview. In this stage, these
instruments were subjected to approval and validation. During the data
collection, the researcher collated and summarized the data obtained from the
questionnaire and survey. The researcher then analyzed these data and from
these, the researcher came up with findings and recommendations that shall be
presented in the following chapters.
training: Systems, strategies, and practices.
Prentice-Hall.
Total Quality-Oriented Human Resources Management. Business Week, Carr, General
Dynamics, Lareau, Schmidt and Finnigan, Carter. Organizational Dynamic
p. 29-41.
Job Training. Contemporary Economic Policy, Vol. XII.
1995. Toward theoretically-based principles of trainee effectiveness: a model
and initial empirical investigation. Mil. Psychol. 7:141-64
of Management. Available at [www.tmag.co.uk]. Accessed [13/08/03.]
and quantitative approaches.
Oaks
Sage
Feigenbaum, A. V.
(1988). Total Quality Developments into the 1990s - An International
Perspective. Total Quality Management - An IFS Executive Briefing: 3-9.
Ford JK, Kozlowski S, Kraiger K, Salas E, Teachout M, eds.
1997. Improving Training Effectiveness in Work Organizations.
Erlbaum. 393 pp.
Johnston, L. (1989). The TQM Coordinator as Change Agent in
Implementing Total Quality Management. Unpublished Master's thesis.
Kozlowski SWJ, Brown K, Weissbein D, Cannon-Bowers J, Salas
E. 2000. A multilevel approach to training effectiveness: enhancing horizontal
and vertical transfer. In Multilevel Theory, Research and Methods in
Organization, ed. K Klein, SWJ Kozlowski.
Francisco
systems approach for the implementation and transfer of training. See Ford et
al 1997, pp. 247-87
cognitive, skill-based, and affective theories of learning outcomes to new
methods of training evaluation. J. Appl. Psychol. 78:311-28
Resource Puzzel: Strategic Management of a Strategic Resource. Public
Administration Review. 48(November-December): 941-61.
Competing in the New International Economy, Report No. OTA-ITE-457, September
1990), p. 3.
C. 1999. Does CRM training improve teamwork skills in the cockpit?: two
evaluation studies. Hum. Factors 41:326-43
deselection in the TQM environment. Public Personal Management, Vol. 25,
pp. 529+.
Reinventing Training and Development.
Books
P. (2003) On the job training system at
Job
Corps Center
Unpublished Dissertation.
Factors That Influence Training Effectiveness: A Conceptual Model and
Longitudinal Analysis. Rep. 93-011, Naval Train. Syst. Cent., Orlando, FL
The researcher is
conducting a study on the effectiveness of knowledge management specifically in
the financial sector. To enable the
researcher to make the necessary conclusions and recommendations for this
study, it would be very much appreciated if you answer all the items in the
questionnaire.
strictest confidence.
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v:shapes="_x0000_s1026">
Part 1.
Personal Data
Direction
: Please fill up in all the necessary information about yourself.
Age
Sex
( )
Civil Status
Single ( ) Married
( ) Separated (
Educational
Attainment
( ) College ( )
( )
Position
Length of
Service in the company:
____________
Part
2. Determining the Effectiveness of
Directions:
your answer.
Agree
Disagree
A.
Perception on Training
1.
A sound training program enhances my capability as an employee of this company
2. I am motivated by a training program to work harder to
achieve company goals.
3.
Training program results in faster production rate and improved product
quality.
4. The institution of a training program in a company
reduces the supervision needed for employees.
5.
A training program induces better cooperation and teamwork among personnel.
6.
A proper training program reduces the possibility of accidents during office
hours.
7.
A well-structured training program would provide me with the knowledge to
complete my job in a shorter timeframe.
8.
A training program creates more satisfaction and security I need to accomplish
a job.
9.
A training program enables me to be loyal to the company.
10.
A training program enhances my overall well-being.
B. Perception on Effective Training scheme
1.
A training program should consider the organizational culture of the
company.
2. A training scheme should pay special attention to the
technical competency of the personnel of the company.
3.
A training plan should also be sensitive to the personnel’s cultural and work
values.
4.
During training days, the use of clear terms instead of jargon should be used.
5.
A training plan should be a continuous learning process for personnel.
6.
It should be divided into stages of delivery objectives.
7.
A training plan should be consistent with organizational objectives.
8.
Training instructors should also be those among the work force in order to have
a sense of ownership among the employees.
9.
A training program should ensure the health and safety of the employees.
10.
In a training program, good performances must be rewarded.
Part 3. Problems and Solutions
Directions:
regarding the effectiveness of employee training in your company.
- What are the most
common problems you’ve encountered with regard to the employee training
program of the company?
______________________________________________________________
______________________________________________________________
______________________________________________________________
- What solutions would
you suggest to solve these problems you’ve mentioned?
______________________________________________________________
______________________________________________________________
______________________________________________________________
Interview
Questions for Management and Supervisory Personnel
How
long have you been in a supervisory/management position in this company?
During
the time that you have been in a supervisory/management position, has there
been any attempt by the company to enhance the efficiency level among all
personnel?
What
are the actions taken by the company or organization to enhance the skills of
the employees? Is training among the
priority of the company?
What
do you think are the advantages of a training program for employees? Are there
any disadvantages?
What
are your considerations before implementing a training scheme?
Do
you think the company’s leadership is aware of the role that culture plays in
the organization? Please describe the culture as you understand it to be.
Do
you think that your current training program is suitable for all employees? Why
or why not?
Does
the level of competency of the employees, particularly in the technical
aspects, satisfy the required demands of the company? What would the
implementation of a structured training program contribute to this level of
competency?
What
is the focus of the employee training in the company?
Are
you satisfied by the result of the employment training?
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