Correlational Methods Essay Example | Topics and Well Written Essays - 500 words

Correlational Methods - Essay ExampleOn the other hand, the recent performance evaluation of apiece subject provided by the deputy chiefs was used to measure job performance. The scores obtained from each of the variables were correlated with one another. It was found that among the personality factors emotional stability and biography are positively correlated with job performance. Moreover, the subjects were found to be generally satisfied with their job, which is correlated to the good performance manifested in the subjects evaluation. In another graduate research paper conducted by Nimalathasan (2010), the relationship of job satisfaction and work performance among the employees of fourteen branches of peoples bank in Jaffna peninsula. The sample coat consisting o f sixty subjects was computed by getting thirty percent of the total population. Stratified random sampling was employed in selecting the participants however, the specific step on how it was done were not explaine d in the research. A questionnaire in the form of Likert scale covers factors that measure the two variables mentioned.

How can visual art be related to or used in accounting major Research Paper

How can visual art be related to or used in accounting major - Research Paper ExampleIf the field of visual humanities is analyzed further, it can be seen that there ar different branches within the scope of visual arts which have developed with the emergence of technologies which make the field more diversified discipline than ever before. These branches let in decorative arts and crafts, bewitching arts and utilise arts. Decorative arts are a concept of which have been usually been related to the design and get of functional objects. It may include interior design, but not necessarily architecture. The decorative arts have been usually considered in complete contrast with the fine arts whose only purpose is to be seen. Decorative arts include fixed (for instance wallpaper) and moveable arts (for instance carpets). Applied arts are the branch of visual arts which have been very recently associated with it. This is because of the growing use of technology in the field of arts. This is the sub category of visual arts which shall be the prime focus of this paper because of its involvement in the field of accounting. With the emergence of technology, the concept of applying the arts into different fields for enhancing the fields motion and utility has also emerged. Thus, the forms of art which developed were as diverse as industrial design, fashion design and interior design (Don, 1989). ACCOUNTING The term accounting system is the name given to the process of sharing the financial information about the business to its different stakeholders (Narayan, 2005). The reason for this communication is for analyzing the current financial position and for predicting the upcoming trends. This communication is carried out through the financial statements which are relevant to the different stakeholders simultaneously. Accountancy is generally associated with recording, analyzing, summarizing and disseminating the relevant financial information for the organization. The Use of opthalmic liberal arts in Accounting There used to be an era when accounting was just reserved for bookkeeping. The process of this bookkeeping was carried out using manual tools and practices. This was the clock time when the concept of accounting as a measure of future growth and increase competence was not given much attention. But in instantlys day and age an organization just cannot even think about accounting just as a discipline of bookkeeping. This is because of the increased contestation and the rapidly changing nature of the marketplace. If today a company does not look ahead of its time, it will be run over by the cope with companies. Thus, keeping in view this background, accounting is not only used for bookkeeping, but also for forecasting future trends and opportunities of the organization as compared to its rivals and the demand for its products. Visual arts have become vital for the accounting process today. Accounting has been amalgamated with the vi sual arts through the applied arts. As it is clear that the applied arts use field specific principles and combine it with the visual arts discipline so that the facts and figures of the business can be illustrated

Social work Essay Example | Topics and Well Written Essays - 2250 words - 2

Social work - Essay ExampleI redeem learned to empathize and see the perspective of the service-user I counsel without crossing the boundaries of professionalism. I work with victims of domestic violence. I am aware that they need to be understood but not patronized in a way that makes them feel pitied.I mother also learned to control my feelings and not conquer them to get in they way of my pursuit of professionalism. For example, there was a service user who was very agitated when she came to the refuge. Her emotionality caused the other workers to panic or render defensive which further provoked her. Although I was nervous, I approached her calmly with a firm but gentle voice and asked her what was bothering her. I did not mirror her actions and reactions or else it will just be encouraged, so I did the opposite and talked to her in a low, calming voice to soothe her, assuring her everything will be exquisitely but she needed to relax. My approach worked because she did calm down. A little while later, she was ready to talk about her issues.In my dealings with service users, I have learned to ask questions that would elicit more(prenominal) information about them and their cases. As much as possible, I ask open-ended questions to enable them to answer with more information instead of just a yes, a no or any other one-word answers.I am learning so much from my positioning experiences although I know I have a long way to go. I take every opportunity to hone my skills, enhance my knowledge and reach my professionalism. I receive appropriate training, support and supervision to help me in the successful implementation of my duties (Thompson, 2009). I read books, online articles or simply engage in deep conversations with available mentors in placement.Social work is a profession and a social science committed to the pursuit of social justice, to quality of life, and to the increase of the full potential of each individual, group and community in a socie ty.I am fully aware

Of Mice and Men - Discuss the themes in the play Essay Example for Free

Of Mice and Men Discuss the themes in the play EssayBy themes, I mean the ideas, which the author is trying to give us. Most authors do not write just for fun, but to represent us that there is a nub that they would like us to learn behind the plot. Usually the ideas are anes that the author believes in deeply. The themes are under the following headings* LonelinessLoneliness affects many of the tones, and Steinbeck seems to show that it is a innate(p) result of the kind of life they are forced to lead. The workers are caught in a trap of loneliness they never stay in one tail end long enough to form long lasting relationships. Even if the relationships existed, they would probably be destroyed by the demands of their life.confect is lonely because he is old, and is different from the other feeds. His only comfort is his old dog, which keeps him company and reminds him of days when he was young and whole. He has no relatives, and once his dog is killed he is alone alon e. He eagerly grasps at the idea of buying a farm with George and Lennie, but of course this all comes to nothing. Candys disappointment is shown in the bitter words he utters to the body of Curleys wife, who he blames for spoiling his conceive of.George is besides caught in the trap of loneliness. Just as Candy has his dog for company, George has Lennie (who is often set forth in animal-like terms). George too is left(p) completely alone when Lennie is killed. The dream farm is his idea, and he says Wed belong there no more runnin around the countryAnother lonely character is Curleys wife. Newly married and in a strange place, she is forbidden by Curley to talk to anyone but him. She constantly approaches the ranch hands on the excuse of spirit for Curley. The only result is that the men regard her as a slut, and Curley becomes even more intensely jealous. Finally, her loneliness leads to her death as she makes the mistake of trying to switch it by playing with Lennie.Curley himself is lonely. His new wife hates him, as do all the ranch hands who dislike him for his cowardice. He has married, to try and escape his loneliness, but has elect a wife totally inappropriate for the kind of life he desires. His feelings are all of aggressive behaviour, which places his wife further away from him and leads to the incident with Lennie where his hand is crushed.Crooks is another who is isolated because he is different. He copes with it by keeping a distance between himself and the other hands. When he does allow himself to be drawn into the dream of working on George and Lennies dream farm, he is immediately shut out by Georges anger.* ViolenceThe story has many samples of a kind of needless violence. For example, Candy relates how the boss gave them whisky and allowed a fight to take place in the bunkhouse.Curley is the most obvious violent character, and whenever he appears there is a feeling of tension.He causes George to remarkwhat the hells he got on his s houlder. Candy explains that Curley often picks on big clapperclaws (a sure sign of trouble for Lennie). We are prepared for Curleys later anger, which adds up at the wind up in his wish to shoot him in the guts.Carlson is another character associated with violence. He is unconcerned about killing Candys dog (and in fact cleans the gun in Candys presence). He goes to watch the fun when Curley thinks Slim whitethorn be with his wife, and later threatens Curley more, saying kick your head off. Later he is very keen to stick by his gun to join in the hunt for Lennie. The last words in the book belong to Carlson, and it is little surprise that they reveal his complete inability to comprehend Georges feelings about the death of Lennie.Compared to the other characters, Lennie reveals an unintentional violence. He does not even think to fight back when Curley attacks him, but when he does, it is with immense and uncontrollable power. He has so little control over his own strength that he accidentally kills his puppy, and then minutes later snuffs out the life of Curleys wife.His actions on these cause are compared to those of an animal, powerful but thoughtless. Curleys wife is attracted to him because of the violence he had shown in crushing her husbands hand. It is the threat of violence to be used against Lennie that causes George to take the final tone of voice of killing his friend.* DreamsDreams are one of the ways in which the characters fight the loneliness and hopelessness of their day to day lives. The most obvious example is the dream farm, a dream shared at first only by George and Lennie, but which later spreads to include Candy and Crooks.Crooks reveals that it is the favourite dream of the ranchers Seems like ever guy got land in his head. It is a powerful dream, and even Crooks falls under its spell for a short time. To Lennie, the dream is a cure to disappointment and loneliness, and he often asks George to say the description of the farm to hi m again.Curleys wife is another who has dreams, her fantasies of a part in the movies and a life of luxury. Part of her sadness with her life is that it stinkpot never measure up to her dreams.But, none of the characters ever achieve their dreams.* NatureSteinbeck shows that nature is a beautiful and peaceful place, but threatened by the actions of men. The ascendant of the story sets this pattern, as the creatures at the pool are disturbed by George and Lennies approach.The ranch and its buildings, being created by men, are in contrast with the natural world. For example the bunkhouse is quite bare and stark. Even more unnatural is that Candy and Crooks are either deformed in appearance.Contrasted to these two characters is Lennie, who almost seems a part of the natural world as he is described in animal terms. In fact, one of Lennies dreams is to go and live by himself in a cave. Maybe this would be the only way in which the natural world of Lennie would not come into conflict w ith the world of men..Steinbeck referred to this story as a play/novel, and we are shown how almost it does resemble a play. Each section or chapter is set in a clearly defined place like a scene in a play. The beginning of each section contains detailed description, like stage directions in a play, while the rest of each section is mostly dialogue.This may seem like a rather unreal way to write a novel, but Steinbeck does it so well that we do not notice.A observable feature of the language of the novel is what a critic might call economy. One result of this is that almost every sentence is important in one way or another, either in developing a character, moving the plot forward or hinting at action still to come.Steinbeck has skilfully created a number of parallel events into the story. Candy and his dog provide a parallel to George and Lennie. And also, when Lennie kills Curleys wife, it echoes his earlier killing of the puppy. There are many such echoes and parallels in the b ook. Steinbeck has also shown us the way in which capturing the spoken language of the characters gives a better feel to the story. Most of them are uneducated, and this shows through in their use of broken and view language. Even their uneducated pronunciation has been shownSteinbeck also uses colours and sounds to great effect. For example, Curleys wife is associated with red, symbolic of danger or passion perhaps. A further strong knowledge is that of Lennie with animals. At various times he is described as a bull, a bear and a dog. Even when not directly compared with an animal, he is described in animal terms. For example, his hand is a paw. This is particularly appropriate for Lennie, as he usually acts in the simple, natural way of an animal.Soledad is a real place in California and its name can mean loneliness or a lonely place. A cue to one of the major themes of the novel good at the beginning.

Cultural Investigation Essay Example for Free

Cultural Investigation EssayThe paper will discuss the main aspect of a Comanche and what their culture is like. The paper encapsulates an wonder from such a congenital American and this interview will be analyzed with the help of other sources from the Internet. The paper will be followed by set-back introducing the Comanche tribe with their features and then go about analyzing the interview. The culture of the Comanche will be discussed in the light of how they treat their elders, children and their relatives. The culture also includes some of their important aspects of devotion along with the language that they use.The paper will attempt to cover the overall aspect of the Comanche and their effect in the society. Introduction to a Comanche The Comanche are a Native American group whose historical range (the Comancheria) consisted of present-day Eastern New Mexico, Southern Colorado, Southern Kansas, all of Oklahoma, and most of Northern and Southern Texas. in that locati on cleverness once have been as many as 20,000 Comanches. Today, the Comanche Nation consists of approximately 10,000 members, about half of whom live in Oklahoma (centered at Lawton), with the remainder difficult in Texas, California, and New Mexico. (Wikipedia, 2006 ) From the above definition it can be understood that the Comanches are very old inhabitants of the United States of America and have long lived there. There are a number of reasons why the Comanches had left their older origin which is near Wyoming. The tribe had shifted to Arkansas where they are now inhabited. The reason why the Comanche is attached a name like that is because it is believed that they like to fight and act as strangers to the other people. The origin of Comanche comes from a Spanish word and this is why it is used.They have eternally been a separate group and have not mingled much with the other tribes and other citizens of the country. Interview of a Comanche The name of the interviewee was And rea Pahdocony who belongs to a tribe called Comanche of Oklahoma headmaster of the Plains). The following questions and answers provide a summary of what their culture is like and how they live their lives. The questions and answers will then be analyzed along with other material to generalise what their culture and beliefs are along with their values.

Owning a Small Business Essay Example for Free

Owning a Small Business Essay1.Sole proprietorship Provide an example of a sole proprietorship in your town or community. What might be some advantages to owning this employment? What are some of the biggest challenges that the owner likely faces?Subway is the business that is a sole proprietorship in my town. The advantages of owning this business would be I is a low cost to start the business up and it is continually ranked the number one Franchise. The owner likely faces rail out of the topping they use to make the sandwiches with or not having enough dough for the bread. 2.Partnership Provide an example of a compact in your town or community. What are the advantages to this form of business organization? What might be some challenges of being a partner in a partnership?Keller Williams is the business that is the partnership that is in my town. The advantages of owning a rattling estate business like Keller Williams would be the business could be one of the largest real estate franchise companies in the fall in States. The company will also keep growing with the more houses you sell and rent to people. The company also provides specialized agents in luxury homes and commercial real estate properties. Some challenges could be that your partner isnt a good partner and hides things from you or that they just want to do things on their own and bump the business that you guys own together.3.Corporation Provide an example of a corporation. What are the advantages and disadvantages of this form of business? How do the challenges compare to those of sole proprietorships and partnerships?Summit Mountain is the corporation that is rigid in the town that I live in. The advantages of owning a business like this is that you get to live in the snow and you also get the snowboard ski and bargain bike for free. You also get the most beautiful views in Big Bear. You also get the chance to meet all kinds of people from all roughly the world. All the states and different cultures. The advantages of owning a business like this is that you get offered self-employment tax savings have a continuous life, limited liability, more money for investiture and it also makes raising money easier. The disadvantages are extensive paperwork, double taxation, two tax returns, the size of the business, possible conflict with stockholders and board of directors.Referenceshttp//www.subway.com/subwayroot/Own_a_Franchise/default.aspx http//www.kw.com/kw/aboutus.htmlhttp//www.pe.com/local-news/local-news-headlines/20130705-big-bear-snow-summit-is-on-the-market.ece http//www.legalzoom.com/incorporation-guide/reasons-to-form-corporation.html http//faculty.valenciacollege.edu/srusso/ch5.htm

Benefits of Continuous Workplace Training

Benefits of Continuous Workplace trainAbstractTraining is widely used as a learn operation whereby employees acquire new skills, companionship and competence. In this fast-flying changing world, nurture washbowl be both an anchor and a lifeline. An anchor if it has a clear, rivet objective, and a lifeline if it enables employees to keep up with the pace of change and all in allows companies to survive or change surface succeed.However, investment in readiness appears to be under-utilized. M both companies do non evaluate the intrusion of becomeing up chopines. Many forgiving Resources De disseverment (HRD) look at that they shake fulfilled their duty of cargon after organizing tuition courses for employees. by and by an extensive literature search, it was found that numerous companies do not develop a system of evaluation or follow-ups to ensure that trainees put into practice the association and skills acquired during readying programs. Human Resource (HR) theater directors believe that it is the responsibility of the trainer and the Head of department to ensure that employees put the instruction into practice. But both of them deny this responsibility and hold the HRD accountable.It is in this context that the get of this study is to investigate the stiffness of grooming at the Hong Kong and Shanghai Banking Corporation Ltd (HSBC). This study uses exploratory as wholesome as descriptive research designs. batch research was conducted by way of a questionnaire among a sample routine of employees who followed fosterage courses and a face-to-face call into question with the Recruitment and Development manager. The interview was audio frequency taped, and the data obtained from the questionnaire was analysed using Statistical Package for the Social Sciences (SPSS) version 16.The study reveals that while the employees including the Recruitment and Development manager ac experience the splendor of pedagogy, unfortunately on t hat point is not a specific evaluation system and follow-ups ensuring that the learning is transferred approve into the seduceplace. It is also discovered that while HSBC is plan to use more e-learning as a method of breeding, closely employees prefer classroom- ground, raising serious concerns over train potence at HSBC. Focusing just now on this study, it can be cerebrate that training at HSBC is not completely legal. However more in-depth research could be conducted to comp ar the trenchantness of variant training methods available at HSBC1.0 ledger entryA hundred years ago, change was slow, comparable the steady flow of an untroubled river. The world is now a much different place to what it was even ten years ago. Most of the while the changes atomic number 18 unpredictable. The current global financial crisis is a vivid confirmation that the world does not stand sedate. With al closely eighteen banks currently operating in Mauritius, the banking field is exposed to increasing levels of international and domestic competition. To innovate and fetch competitive, its military man imaginations have to innovate in e precisething they do, be it their minds, their signifying, their skills and competence.While in the manufacturing sector, employee proceeding failures end up in the reject pile, in the service sector such as the banking sector employee performance failures are external failures. Those mistakes are megascopic to the node and thus every failure has a direct impact on customer gaiety. Therefore, investing in people with training is a prerequi internet site. Employees who have the necessary skills can create powerful condescension advantages that can be very difficult for competitors to duplicate.Countries like Japan are trying to substitute human organisms with robots. Indeed, human beings are non substitutable because they possess intelligence and emf that can never be equaled and their inventions usherd it. The Taj Mahal, the Eiffel Tower, the Pyramids, the Great Wall and now the computer are all the creation and invention of humans.In Mauritius, government wants to actualize the Knowledge Hub another pillar of the economy. However, Mauritius is currently suffering from a massive brain drain. Many who are emigrating are gamely arch(prenominal), such as Doctors, Accountants and IT Developers. instill leavers who go abroad for further discipline rarely come back. As such, the best and brightest are lost to their home country, con successioning to a lack of young and skilled people to drive the expanding market place. Therefore, the Human Resources Development Council is straiting training grants where employers can recover up to 75% of training costs to encourage companies to entrust training to a maximum number of employees.However, it is still debatable whether the training grant is being used soundly since measuring training effectuality has a great deal been neglected. But simply ha ving all employees appear a training event does not necessarily translate into an im prove workplace. The main challenge for any training program is to ensure that the learning is transferred back into the workplace.1.1 Structure of DissertationThis study is organized as followsChapter 1 provides a small overview of HSBC.Chapter 2 offers a suppositional and critical background of the literature review.Chapter 3 summarizes the research approach to conduct the study.Chapter 4 provides a thorough epitome of the data obtained from the survey.Chapter 5 consists of recommendations and provides concluding comments.1.2 Benefits of the investigateThe findings of this study are of major greatness to HSBC as well as other companies as they assist them in adding value to their corporation by ameliorate their position as an employer of choice through the delivery of strong training. The findings whitethorn also prove useful to lecturers, university students and anyone else with an inte rest in military posture of training programs.2.0 political party Background2.1 The HSBC GroupHSBC Holdings plc, the parent company of the HSBC Group, is headquartered in London. The Group serves customers from around 9,500 offices in the main regions of the world such as Europe, Asia-Pacific, America, Middle East and Africa. With assets of US$2,527 billion at 31 declination 2008, HSBC is one of the worlds superst banking and financial run organizations.In 2002, HSBC launched a campaign to differentiate its brand from those of its competitors, with that pithy phrase The worlds topical anaesthetic bank. In July 2009, HSBC was named Best spheric Bank by Euromoney magazine. In addition, HSBC was awarded the Best Global Debt House and the Best Global Transaction Banking House.2.2 HSBC in MauritiusIn Mauritius, HSBC operates 11 full-service branches and an offshore unit, which for more years has played a guide role in facilitating cross- call investment activity. It offers a wi de range of products and services to diverse domestic and cross border customer base, from accounts services to conviction cards, savings, investments, loans and custodian services. Through its topical anestheticly incorporated subsidiary, the HSBC Bank (Mauritius) Ltd (HBMU), the bank is able to offer many of its global customers more advance(a) financial products and structures that benefit from the extensive range of international double taxation avoidance treaties that Mauritius has negotiated.In addition, HSBC Mauritius is a track provider of financial services to local companies across the whole spectrum from SMEs to local Top 100 companies as well as locally listed conglomerates. For three attendant years, 2005-2007, HSBC has been bank of the year. It is also the second largest credit card issuer in Mauritius. As HSBC Mauritius continues to expand, it has decided to bring together all its non-retailoperations under one site in the fast growing Ebene Cybercity in 2008. In May 2009, HSBC Mauritius has launched two Islamic banking products. It becomes the first bank in Mauritius to offer Syariah-compliant banking services.HSBC visionTo be a headstone value creator by identifying, bringing, designing and delivering learning and employee ripening solutions for business success.HSBC missionPartnering with our business lines to create value for our shareholders and our external customers.Maintaining a learning culture that energizes and motivates employees to maximize their full potential.positioning training and employee development support with HSBC strategic imperatives.Core business principlesOutstanding customer service stiff and cost-efficient operationsStrong capital letter and fluidityPrudent lending policyStrict expense disciplineHSBC ValuesPerceptiveProgressiveResponsive reverentialFair3.0 Literature Review3.1 rendering of trainingTraining has been specify many times over the years. The Manpower Services Commission (1981 cited by Armstro ng 1999) de comelyd training as a be after cultivate to modify attitude, knowledge or skills to get hold of sound performance. Similarly, the Chartered Institute of Personnel and Development (CIPD) defined training as an instructor-led and content-based intervention leading to desired changes in behaviour.For Armstrong (2003, p.549), training is the use of systematic and planned instruction and development activities to promote learning. Moore (2005) found the wideness of retaining staff through training by defining training as not exclusively a way to achieve a specified shopworn of staff competence, exclusively also to the highest degree investing in employees to retain them. Similarly, Cartwright (2003) viewed training as an investment in people.3.2 Definition of effectivenessBeing effective implies producing powerful effects. tally to Bartol et al. (1997), effectiveness is the faculty to choose appropriate goals and to achieve them. Similarly, Fraser (1994) defined ef fectiveness as a measure of the match amongst say goals and their achievement.Often, thither is confusion between effectiveness and efficacy because there is a degree of inter- consanguinity. This relationship can best be understood by considering effectiveness as doing the right thing and dexterity as doing things the right way. According to Hunter (2005), faculty and effectiveness are often mutually exclusive. The latter viewed efficiency as a measure of stop number and cost and effectiveness as a measure of fiber. For Hearn Wendy, effectiveness comes from taking the time to stop and evaluate, rather than lead faster and faster. According to her, people should work smarter not harder. Similarly Ferriss (2007) believed that what people do is more eventful than how they do things. He also saw efficiency as useless if it is not employ to the right things.3.3 Objectives of trainingBusiness EnvironmentChanges and ChallengesLearning ImplementationBusiness ExcellenceThe main aim of training is to bring round suitable changes in employees to equip them with the skills take to do their work properly. According to Armstrong (2003) the main objective of training is to achieve companies human resource development strategies by ensuring that the employees have the skills, knowledge and competence to meet present and future pauperizations.3.4 Importance of trainingTraining is crucial to a companys success. It plays a large part in determining the effectiveness and efficiency of the establishment (Sharma 1997). The latter representd that training is a must and that management has no choice between training and no training. According to him, the only choice is to select a suitable training method. Similarly, Truelove (1997) believed that workplace skills have to be refreshed from time to time just as pro soldiers and top sports people train regularly to maintain their skills.Bird (1993) also saw training as important to give employees the necessary knowled ge to bring about quality improvement across the company. Batten (1992 cited by Vermeulen and Crous 2000, p.61) described the importance of training by the followers words Train, Train, Train If people are to do things better, they must have the skills and knowledge to do so. If employees cannot do their jobs because they have not been trained, that provide reflect in the departments performance. This is supported by Miller et al. (1998 cited by Moore 2005, p.200)When good training is lacking there is likely to be an atmosphere of tension, crisis and conflict all the time, because nobody is sort of sure how the various jobs are hypothetical to be done and who is responsible for what.Similarly, Smith et al. (2003) viewed training as an essential ingredient for the success and longevity of teams. Eder (1990) wrote about the successful opening of the Mirage mega-casino in Las Vegas delinquent to the training imparted to employees months in the first place the opening of the casi no. Clegg (2000) believed that developing staff to their full potential is important and is doubly involve during hard times. According to an article promulgated in the journal of Development and Learning in Organizations in 2004, it is exactly when times are tough and businesses are sailing through rough seas that companies need to update employees skills since to do otherwise is like riffleing the lifeboats overboard to save on weight.Yet, despite a higher write for training, there is still weeny certify showing that a large number of employers accept the importance of training to organisational success.According to Clegg (2000, p.2), employees are flimsy to mention training as the some important department of the company. The author discovered thatMany training departments have a bad image.Many companies leave say that training is among their top priorities provided almost always they change their mind when money is short.Too much training that is currently undertaken has very little impact on what the trainees do when they deport to the workplace at the end of the course.Too much training is uninspiring.As rightly said by Hallier and Butts (2000, p.397), in many companies Training is perceived to be a less varied sphere of activity and not necessarily essential to the running of the organization. Indeed, in any economic environment, it makes no sense to throw money at training because training is still regarded as an unnecessary function.3.5 Benefits of trainingEven though training costs money, in most cases the benefits outgo the costs. Sloman (2005) believed that investing in staff through training bring long-term benefits. Sharma (1997) inferred that training provides the following benefitsIncrease in productivityImprove individual and business performance thus obtaining a competitive edge.Improve morale of employees.Reduce supervisionReduce dissatisfactions, complaints, absenteeism and turnover little accidents and wastageEnable employees to obtain job satisfaction and to progress deep downwards the organisation, thus helping the organisation to retain its workforce.Increase in organisational stability and flexibility.Avoid human obsolescence3.6 Training an investment or a cost?Sutherland (1999) stipulated that the most important of all capital is that invested in human beings. Law (1998), Vermeulen and Crous (2000) and Sloman (2005) took a position very similar to Sutherland (1999) by stating that people are indeed the most valuable asset of any enterprise. Sharma (1997, p.244) rightly stated There is no greater organizational asset than the trained motivated personnel. Buzan and Keene (1996) in their book The Age Heresy argued that humans could appreciate in value whilst machinery depreciate in value fast and become redundant. Simarly, Law (1998) commented that human capital is more valuable than property or fixed assets.In contrast to many authors opinion about employees being the most important asset, many c ompanies still consider the development of people as a discretionary cost rather than a necessary investment. For many economists, the worth of something is not determined by its purpose but to its price. Prahalad (1972, p.169) rightly stated To most line-managers, training has been by far an optional extra, to be indulged in when profits are good and to be dispensed with during lean periods. He further added that traditional accounting practices considers all intangibles such as organizational efficiency and worth of human resources as expenses but all tangibles such as investment in plant and equipment as investment.Cunningham (2002, p.90) commented that for many organisations training is nice to have, but not an essential. The training budget is the easier option when a company has to muffle costs. As such, companies tend to cut corners which render the training unable (Clements and Josiam, 1995).This is an oxymoron. On the one hand, we have companies stating that employees are the most important assets but on the other hand, the same companies contradict themselves by viewing training as a cost rather than a worthy investment. All companies talk a lot about people development. But the moment things get tough companies reduce training budgets, which may be a very short-sighted policy. If companies really believed about employees development, this is the one thing they would ring fence (Clegg 2000).Managers often complain about adult them a better class of workers and their line of works will go away. Brown (1992) argued that employers are already equipped with a pretty good class of workers since after all they chose them. Indeed it is managers responsibility to help employees improve.The contributions of employees are often taken for granted though employees contribute a lot. Managers tend to believe in things that are visible to them but those whose contributions they cannot see tend to be neglected by them. Cartwright (2003,p.6) rightly stipula tedConsider what Mickey Mouse is worth to Disney or what a gifted program writer is worth to Microsoft. The value may be impossible to calculate in absolute terms, but it is likely to be many times the naturalized worth of either asset.Barrows and Power (1999 cited by Moore 2005, p.200) believed that the alternative to training, that is not to train may even be more expensive because this lead to poor customer service. A lost customer may never return. As such, the lost revenue from poor service exceeds the costs of training a worker properly.3.7 Effective TrainingPorter and Parker (1993,p.19) identified quartette features for successful trainingTraining must be viewed as a continuous process.Training must be focused so that people cop appropriate courses at the appropriate level of their needs.Training must be planned for the future to include the development of total quality skills and techniques.Training materials must be made customized to suit the particular organization.Orga nizations tend to believe that training delivered en masse will taut that they have fulfilled their duty of help (Shuttleworth 2004,p.62). The symptoms of ineffective and poor training are many. The most self- evident are dissatisfied customers, haphazard work, performance and quality standards not met, untidy work, low productivity, highproduction costs, excessive waste, employee dissatisfaction, poor discipline and high labour turnover.In fact, the most effective way to develop people is quite different to stodgy skills training, which let us face it most employees regard as a pain in the neck. Clegg (2000) argued that it is no longer good to rely on the way things have always been done and the only way to make training more effective is to be creative. Sloman (2005) suggested that if an effective training program is in place, it could help employees realize their potential and thus benefit both the employees and the organization.According to Vermeulen and Crous (2000), for tr aining to be effective, it must not only be planned in a systematic and objective manner but it must also be continuous to meet changes in technology, changes involving the environment in which an organisation operates, its structure and most important of all, the employees who work there.However, Harris (1995) concluded that managers tend to select training programmes according to budgets and time available, but not according to the needs of employees. Conversely, Cunnigham (2002) argued that if training remains focused on the needs of employees, important changes in developing the performance of the organization might be lost(p) out. As such, it can be inferred that creating effective training programs require balancing the needs of the learner and the needs of the organization.In addition, Sloman (2005, p.349) commentedTraining is not about constructing courses based on identified training needs. It is about making a whole series of interventions that encourage a climate in whi ch committed learners are voluntary and able to acquire relevant knowledge and skills.If employees take part in training half-heartedly, it may prove costly for the organization. Even the best-planned training sessions may prove ineffective if employees are unwilling to participate.Similarly, Barrett and OConnell (2001) observed that a company can provide training to its employees, but the period to which the training courses are then utilize at work depends on the extent to which employees devote effort to learning and apply the new skills. The values projects model of learning also emphasized the importance of motivation, where the employees are willing to implement their learning.I do(Action)I will(Motivation)I Can(Skills)I Know(Knowledge)3.8 Training CycleFor training to be effective, companies must complete the full training cycle. But as Beardwell and Claydon (2007) rightly said, the popularity of the training cycle is more evident in the rhetoric of the literature than in organizational reality.Stage 1 recognition ofTraining needStage 4Evaluation of trainingStage 2Plan of training involveStage 3Implementation of training3.8.1 Identification of training needsArthur et al. (2003, p.236) stated that it is important to carry a Training Needs Analysis (TNA) before providing training because it provides a mechanism whereby the questions aboriginal to successful training programs can be answered. Prior to training, companies must have a clear idea of what it wants to achieve (Shuttleworth 2004) and whether the organisations needs, objectives and problems can be addressed by training (Arthur et al. 2003).Matens (HRfocus 2005b, p.11) suggested that companies should ask these key questionsWhere are we now?Where do we want to go?How do we get there?How can we get lading from key individuals?McGehee Thayer (1961) recommended a three-tier approach to determine training needs. Arthur et al. (2003) three-step process for assessing training needs is similar to M cGehee Thayer (1961). They are as followsOrganisational synopsisWhere training should be emphasized within the organization and which organizational goals and problems can be achieved and solved through training.Operational analysis or Task analysisThe skills, knowledge and attitudes necessary for employees to perform their jobs at the desired level.Man analysisHow well the employees are performing their tasks, who needs to be trained and for what.In the process of TNA, managers have to identify relevant training needs through the use of annual performance appraisal procedure to examine the individuals aspirations, how their jobs may change and what training is required (Hallier and Butts 2000). According to HRfocus (2005b), companies should get infix about what employees want to be trained in. Although TNA is time-consuming and expensive, it provides greater financial, organizational and individual benefits.Also, training must be top-down, starting with the top team and cascadin g down the organization to show management commitment and to create an effective, healthy and versatile workforce. While in some organisations, training is considered to be for managers only, in other organisations managers think training is only relevant to workers, but not for them. Indeed, both these attitudes are wrong because training is for everybody (Reynolds, 1994). Similarly, Matens (HRfocus, 2005b) agreed that commitment and support from top management is vital. According to him, management has to show up for classes too.3.8.1.1 The skills gapIt is important for managers to identify skills gap, which is the difference between the skills involve to perform the required task and the skills employees already possess.The Skills GapSkills neededSkills alreadyacquired3.8.2 Plan of training requiredUsing a variety of training methods, the skills gap can be filled. In fact, Barrett OConnell (2001) observed that different training methods could encourage or discourage employees t o participate in training programs. Similarly, The Learning and Skills Council (2004 cited by Beardwell Claydon 2007, p.317) commented that companies tend to choose unconnected training methods which are costly, time consuming, have a deleterious effect on employees perceptions of the value of training and ultimately do not lead to append skills levels in organizations.3.8.2.1 Matching skills or tasks and training delivery methodsSkills and tasks can be classified into three broad categories (Farina and Wheaton 1973 Fleishman and Quaintance 1984 Gold-stein and Ford 2002 cited by Arthur et al. 2003, p.236)CognitiveThis relates to the thinking, idea generation, consciousness, problem solving, or the knowledge requirements of the job.InterpersonalThis relates to interacting with others in a workgroup or with clients and customers, which entails a variety of skills including leadership, communication, conflict management and team-building.PsychomotorThis relates to physical or manu al activities involving a range of movement from very fine to gross motor coordination.For a specific skill or task, a given training method may be more effective than others. This relationship has been backed by studies from Wexley and Latham (2002) who emphasized on the need to consider skills and task characteristics required to determine the most effective training method.3.8.2.2 Training techniquesOn-the-jobIt is the most popular training method because it is job-specific, relevant, prompt and flexible. A 2006 study by CIPD conveyed that 56% of learning and development professionals agree that on-the-job training is the most effective way for people to learn in organizations (Beardwell and Claydon 2007,p.308).Conversely, Smith et al. (2003) commented that training delivered internally by employees who carry other duties aside from their responsibilities of training might lead to ineffective training because they have not received much training in how to train. On-the-job train ing includes the following introductionIt involves telling or showing trainees how to do a job and then allowing them to get on with it. It is the most commonly used training method (Armstrong 2003) because it is immediate and accessible to most employees. This method is effective if the person giving the demonstration clearly defines what results have been achieved and how they can be improved.However this method can result in the passing of bad or even dangerous working practices. Also, it does not provide a structured learning system where trainees understand the sequence of the training they are following.Job rotary motionThe aim is to increase employees experience by moving them from job to job or department to department. It can be an inefficient and frustrating method of getting additional knowledge and skills if it is not carefully planned and controlled (Armstrong 2003). For this method to be effective, a program has to be intentional stating what trainees are expected t o learn in each department or job. Also, there must be a suitable person to assess whether the trainees are given the right experience and the prospect to learn.CoachingIt is a person-to-person technique to develop individual skills, knowledge and attitudes (Armstrong 2003). It can be very effective if it takes place informally as part of the normal process of management. Coaching consists of providing guidance on how to carry out specific tasks to help individuals learn rather than force-feeding them with instructions on what to do and how to do it.MentoringIt is the process of using specially selected and trained individuals to provide guidance and advice to develop the careers of the employees (Armstrong 2003). The aim is to complement learning on the job. The mentor provides personal support and should not be an immediate superior to enable the employees to talk openly about problems and discuss any concerns frankly.Secondment or attachmentIt involves the employees widening the ir skills or learning other skills by visiting other departments. It can also be used to increase awareness and understanding of other departments roles and concerns.Off the jobIt normally takes place in training areas or centres, away from the employees immediate work positions. It includes lectures, case study, seminars and role-playing amongst others. This method is mainly theoretical. As rightly criticised by Beardwell and Claydon (2007, p.322) this method is a great deal pigeon-holed as the old way of doing things and typified as teacher centred, classroom based, process-focused and providing learning that is difficult toBenefits of Continuous Workplace TrainingBenefits of Continuous Workplace TrainingAbstractTraining is widely used as a learning process whereby employees acquire new skills, knowledge and competence. In this fast changing world, training can be both an anchor and a lifeline. An anchor if it has a clear, focused objective, and a lifeline if it enables employees to keep up with the pace of change and allows companies to survive or even succeed.However, investment in training appears to be under-utilized. Many companies do not evaluate the impact of training programs. Many Human Resources Department (HRD) believe that they have fulfilled their duty of care after organizing training courses for employees. After an extensive literature search, it was found that many companies do not have a system of evaluation or follow-ups to ensure that trainees put into practice the knowledge and skills acquired during training programs. Human Resource (HR) managers believe that it is the responsibility of the trainer and the Head of department to ensure that employees put the learning into practice. But both of them deny this responsibility and hold the HRD accountable.It is in this context that the aim of this study is to investigate the effectiveness of training at the Hong Kong and Shanghai Banking Corporation Ltd (HSBC). This study uses exploratory as well as descriptive research designs. Survey research was conducted by way of a questionnaire among a sample number of employees who followed training courses and a face-to-face interview with the Recruitment and Development manager. The interview was audio taped, and the data obtained from the questionnaire was analysed using Statistical Package for the Social Sciences (SPSS) version 16.The study reveals that while the employees including the Recruitment and Development manager acknowledge the importance of training, unfortunately there is not a specific evaluation system and follow-ups ensuring that the learning is transferred back into the workplace. It is also discovered that while HSBC is planning to use more e-learning as a method of training, most employees prefer classroom-based, raising serious concerns over training effectiveness at HSBC. Focusing only on this study, it can be concluded that training at HSBC is not completely effective. However more in-depth research could be conducted to compare the effectiveness of different training methods available at HSBC1.0 IntroductionA hundred years ago, change was slow, like the steady flow of an untroubled river. The world is now a much different place to what it was even ten years ago. Most of the time the changes are unpredictable. The current global financial crisis is a vivid proof that the world does not stand still. With approximately eighteen banks currently operating in Mauritius, the banking sector is exposed to increasing levels of international and domestic competition. To innovate and become competitive, its human resources have to innovate in everything they do, be it their minds, their thinking, their skills and competence.While in the manufacturing sector, employee performance failures end up in the reject pile, in the service sector such as the banking sector employee performance failures are external failures. Those mistakes are visible to the customer and thus every failure has a direct i mpact on customer satisfaction. Therefore, investing in people through training is a prerequisite. Employees who have the necessary skills can create powerful business advantages that can be very difficult for competitors to duplicate.Countries like Japan are trying to substitute human beings with robots. Indeed, human beings are non substitutable because they possess intelligence and potential that can never be equaled and their inventions proved it. The Taj Mahal, the Eiffel Tower, the Pyramids, the Great Wall and now the computer are all the creation and invention of humans.In Mauritius, government wants to make the Knowledge Hub another pillar of the economy. However, Mauritius is currently suffering from a massive brain drain. Many who are emigrating are highly skilled, such as Doctors, Accountants and IT Developers. School leavers who go abroad for further education rarely come back. As such, the best and brightest are lost to their home country, resulting to a lack of young a nd skilled people to drive the expanding market place. Therefore, the Human Resources Development Council is offering training grants where employers can recover up to 75% of training costs to encourage companies to provide training to a maximum number of employees.However, it is still debatable whether the training grant is being used effectively since measuring training effectiveness has often been neglected. But simply having all employees attend a training event does not necessarily translate into an improved workplace. The main challenge for any training program is to ensure that the learning is transferred back into the workplace.1.1 Structure of DissertationThis study is structured as followsChapter 1 provides a small overview of HSBC.Chapter 2 offers a theoretical and critical background of the literature review.Chapter 3 summarizes the research approach to conduct the study.Chapter 4 provides a thorough analysis of the data obtained from the survey.Chapter 5 consists of rec ommendations and provides concluding comments.1.2 Benefits of the ResearchThe findings of this study are of major importance to HSBC as well as other companies as they assist them in adding value to their company by improving their position as an employer of choice through the delivery of effective training. The findings may also prove useful to lecturers, university students and anyone else with an interest in effectiveness of training programs.2.0 Company Background2.1 The HSBC GroupHSBC Holdings plc, the parent company of the HSBC Group, is headquartered in London. The Group serves customers from around 9,500 offices in the main regions of the world such as Europe, Asia-Pacific, America, Middle East and Africa. With assets of US$2,527 billion at 31 December 2008, HSBC is one of the worlds largest banking and financial services organizations.In 2002, HSBC launched a campaign to differentiate its brand from those of its competitors, with that pithy phrase The worlds local bank. In July 2009, HSBC was named Best Global Bank by Euromoney magazine. In addition, HSBC was awarded the Best Global Debt House and the Best Global Transaction Banking House.2.2 HSBC in MauritiusIn Mauritius, HSBC operates 11 full-service branches and an offshore unit, which for many years has played a leading role in facilitating cross-border investment activity. It offers a wide range of products and services to diverse domestic and cross border customer base, from accounts services to credit cards, savings, investments, loans and custodian services. Through its locally incorporated subsidiary, the HSBC Bank (Mauritius) Ltd (HBMU), the bank is able to offer many of its global customers more sophisticated financial products and structures that benefit from the extensive range of international double taxation avoidance treaties that Mauritius has negotiated.In addition, HSBC Mauritius is a leading provider of financial services to local companies across the whole spectrum from SMEs to l ocal Top 100 companies as well as locally listed conglomerates. For three consecutive years, 2005-2007, HSBC has been bank of the year. It is also the second largest credit card issuer in Mauritius. As HSBC Mauritius continues to expand, it has decided to bring together all its non-retailoperations under one site in the fast growing Ebene Cybercity in 2008. In May 2009, HSBC Mauritius has launched two Islamic banking products. It becomes the first bank in Mauritius to offer Syariah-compliant banking services.HSBC visionTo be a key value creator by identifying, developing, designing and delivering learning and employee development solutions for business success.HSBC missionPartnering with our business lines to create value for our shareholders and our external customers.Maintaining a learning culture that energizes and motivates employees to maximize their full potential.Aligning training and employee development support with HSBC strategic imperatives.Core business principlesOutstan ding customer serviceEffective and efficient operationsStrong capital and liquidityPrudent lending policyStrict expense disciplineHSBC ValuesPerceptiveProgressiveResponsiveRespectfulFair3.0 Literature Review3.1 Definition of trainingTraining has been defined many times over the years. The Manpower Services Commission (1981 cited by Armstrong 1999) defined training as a planned process to modify attitude, knowledge or skills to achieve effective performance. Similarly, the Chartered Institute of Personnel and Development (CIPD) defined training as an instructor-led and content-based intervention leading to desired changes in behaviour.For Armstrong (2003, p.549), training is the use of systematic and planned instruction and development activities to promote learning. Moore (2005) found the importance of retaining staff through training by defining training as not only a way to achieve a specified standard of staff competence, but also about investing in employees to retain them. Sim ilarly, Cartwright (2003) viewed training as an investment in people.3.2 Definition of effectivenessBeing effective implies producing powerful effects. According to Bartol et al. (1997), effectiveness is the ability to choose appropriate goals and to achieve them. Similarly, Fraser (1994) defined effectiveness as a measure of the match between stated goals and their achievement.Often, there is confusion between effectiveness and efficiency because there is a degree of inter-relationship. This relationship can best be understood by considering effectiveness as doing the right thing and efficiency as doing things the right way. According to Hunter (2005), efficiency and effectiveness are often mutually exclusive. The latter viewed efficiency as a measure of speed and cost and effectiveness as a measure of quality. For Hearn Wendy, effectiveness comes from taking the time to stop and evaluate, rather than running faster and faster. According to her, people should work smarter not harde r. Similarly Ferriss (2007) believed that what people do is more important than how they do things. He also saw efficiency as useless if it is not applied to the right things.3.3 Objectives of trainingBusiness EnvironmentChanges and ChallengesLearning ImplementationBusiness ExcellenceThe main aim of training is to bring about suitable changes in employees to equip them with the skills required to do their work properly. According to Armstrong (2003) the main objective of training is to achieve companies human resource development strategies by ensuring that the employees have the skills, knowledge and competence to meet present and future needs.3.4 Importance of trainingTraining is crucial to a companys success. It plays a large part in determining the effectiveness and efficiency of the establishment (Sharma 1997). The latter agreed that training is a must and that management has no choice between training and no training. According to him, the only choice is to select a suitable training method. Similarly, Truelove (1997) believed that workplace skills have to be refreshed from time to time just as professional soldiers and top sports people train regularly to maintain their skills.Bird (1993) also saw training as important to give employees the necessary knowledge to bring about quality improvement across the company. Batten (1992 cited by Vermeulen and Crous 2000, p.61) described the importance of training by the following words Train, Train, Train If people are to do things better, they must have the skills and knowledge to do so. If employees cannot do their jobs because they have not been trained, that will reflect in the departments performance. This is supported by Miller et al. (1998 cited by Moore 2005, p.200)When good training is lacking there is likely to be an atmosphere of tension, crisis and conflict all the time, because nobody is quite sure how the various jobs are supposed to be done and who is responsible for what.Similarly, Smith et al. (2003) viewed training as an essential ingredient for the success and longevity of teams. Eder (1990) wrote about the successful opening of the Mirage mega-casino in Las Vegas due to the training imparted to employees months before the opening of the casino. Clegg (2000) believed that developing staff to their full potential is important and is doubly required during hard times. According to an article published in the journal of Development and Learning in Organizations in 2004, it is exactly when times are tough and businesses are sailing through rough seas that companies need to update employees skills since to do otherwise is like throwing the lifeboats overboard to save on weight.Yet, despite a higher profile for training, there is still little evidence showing that a large number of employers accept the importance of training to organisational success.According to Clegg (2000, p.2), employees are unlikely to mention training as the most important department of the company. Th e author observed thatMany training departments have a bad image.Many companies will say that training is among their top priorities but almost always they change their mind when money is short.Too much training that is currently undertaken has very little impact on what the trainees do when they return to the workplace at the end of the course.Too much training is uninspiring.As rightly said by Hallier and Butts (2000, p.397), in many companies Training is perceived to be a less varied sphere of activity and not necessarily essential to the running of the organization. Indeed, in any economic environment, it makes no sense to throw money at training because training is still regarded as an unnecessary function.3.5 Benefits of trainingEven though training costs money, in most cases the benefits outweigh the costs. Sloman (2005) believed that investing in staff through training bring long-term benefits. Sharma (1997) inferred that training provides the following benefitsIncrease in productivityImprove individual and business performance thus obtaining a competitive edge.Improve morale of employees.Reduce supervisionReduce dissatisfactions, complaints, absenteeism and turnoverLess accidents and wastageEnable employees to obtain job satisfaction and to progress within the organisation, thus helping the organisation to retain its workforce.Increase in organisational stability and flexibility.Avoid human obsolescence3.6 Training an investment or a cost?Sutherland (1999) stipulated that the most important of all capital is that invested in human beings. Law (1998), Vermeulen and Crous (2000) and Sloman (2005) took a position very similar to Sutherland (1999) by stating that people are indeed the most valuable asset of any enterprise. Sharma (1997, p.244) rightly stated There is no greater organizational asset than the trained motivated personnel. Buzan and Keene (1996) in their book The Age Heresy argued that humans could appreciate in value whilst machinery depre ciate in value fast and become redundant. Simarly, Law (1998) commented that human capital is more valuable than property or fixed assets.In contrast to many authors opinion about employees being the most important asset, many companies still consider the development of people as a discretionary cost rather than a necessary investment. For many economists, the worth of something is not determined by its purpose but to its price. Prahalad (1972, p.169) rightly stated To most line-managers, training has been by far an optional extra, to be indulged in when profits are good and to be dispensed with during lean periods. He further added that traditional accounting practices considers all intangibles such as organizational capability and worth of human resources as expenses but all tangibles such as investment in plant and equipment as investment.Cunningham (2002, p.90) commented that for many organisations training is nice to have, but not an essential. The training budget is the eas ier option when a company has to reduce costs. As such, companies tend to cut corners which render the training ineffective (Clements and Josiam, 1995).This is an oxymoron. On the one hand, we have companies stating that employees are the most important assets but on the other hand, the same companies contradict themselves by viewing training as a cost rather than a worthwhile investment. All companies talk a lot about people development. But the moment things get tough companies reduce training budgets, which may be a very short-sighted policy. If companies really believed about employees development, this is the one thing they would ring fence (Clegg 2000).Managers often complain about giving them a better class of workers and their problems will go away. Brown (1992) argued that employers are already equipped with a pretty good class of workers since after all they chose them. Indeed it is managers responsibility to help employees improve.The contributions of employees are often taken for granted though employees contribute a lot. Managers tend to believe in things that are visible to them but those whose contributions they cannot see tend to be neglected by them. Cartwright (2003,p.6) rightly stipulatedConsider what Mickey Mouse is worth to Disney or what a gifted program writer is worth to Microsoft. The value may be impossible to calculate in absolute terms, but it is likely to be many times the conventional worth of either asset.Barrows and Power (1999 cited by Moore 2005, p.200) believed that the alternative to training, that is not to train may even be more expensive because this lead to poor customer service. A lost customer may never return. As such, the lost revenue from poor service exceeds the costs of training a worker properly.3.7 Effective TrainingPorter and Parker (1993,p.19) identified four features for successful trainingTraining must be viewed as a continuous process.Training must be focused so that people receive appropriate courses at th e appropriate level of their needs.Training must be planned for the future to include the development of total quality skills and techniques.Training materials must be made customized to suit the particular organization.Organizations tend to believe that training delivered en masse will mean that they have fulfilled their duty of care (Shuttleworth 2004,p.62). The symptoms of ineffective and poor training are many. The most self- evident are dissatisfied customers, haphazard work, performance and quality standards not met, untidy work, low productivity, highproduction costs, excessive waste, employee dissatisfaction, poor discipline and high labour turnover.In fact, the most effective way to develop people is quite different to conventional skills training, which let us face it most employees regard as a pain in the neck. Clegg (2000) argued that it is no longer good to rely on the way things have always been done and the only way to make training more effective is to be creative. Sloman (2005) suggested that if an effective training program is in place, it could help employees realize their potential and thus benefit both the employees and the organization.According to Vermeulen and Crous (2000), for training to be effective, it must not only be planned in a systematic and objective manner but it must also be continuous to meet changes in technology, changes involving the environment in which an organisation operates, its structure and most important of all, the employees who work there.However, Harris (1995) concluded that managers tend to select training programmes according to budgets and time available, but not according to the needs of employees. Conversely, Cunnigham (2002) argued that if training remains focused on the needs of employees, important changes in developing the performance of the organization might be missed out. As such, it can be inferred that creating effective training programs require balancing the needs of the learner and the needs of the organization.In addition, Sloman (2005, p.349) commentedTraining is not about constructing courses based on identified training needs. It is about making a whole series of interventions that encourage a climate in which committed learners are willing and able to acquire relevant knowledge and skills.If employees take part in training half-heartedly, it may prove costly for the organization. Even the best-planned training sessions may prove ineffective if employees are unwilling to participate.Similarly, Barrett and OConnell (2001) observed that a company can provide training to its employees, but the extent to which the training courses are then applied at work depends on the extent to which employees devote effort to learning and apply the new skills. The values projects model of learning also emphasized the importance of motivation, where the employees are willing to implement their learning.I do(Action)I will(Motivation)I Can(Skills)I Know(Knowledge)3.8 Training CycleFor t raining to be effective, companies must complete the full training cycle. But as Beardwell and Claydon (2007) rightly said, the popularity of the training cycle is more evident in the rhetoric of the literature than in organizational reality.Stage 1Identification ofTraining needStage 4Evaluation of trainingStage 2Plan of training requiredStage 3Implementation of training3.8.1 Identification of training needsArthur et al. (2003, p.236) stated that it is important to carry a Training Needs Analysis (TNA) before providing training because it provides a mechanism whereby the questions central to successful training programs can be answered. Prior to training, companies must have a clear idea of what it wants to achieve (Shuttleworth 2004) and whether the organisations needs, objectives and problems can be addressed by training (Arthur et al. 2003).Matens (HRfocus 2005b, p.11) suggested that companies should ask these key questionsWhere are we now?Where do we want to go?How do we get the re?How can we get commitment from key individuals?McGehee Thayer (1961) recommended a three-tier approach to determine training needs. Arthur et al. (2003) three-step process for assessing training needs is similar to McGehee Thayer (1961). They are as followsOrganisational analysisWhere training should be emphasized within the organization and which organizational goals and problems can be achieved and solved through training.Operational analysis or Task analysisThe skills, knowledge and attitudes necessary for employees to perform their jobs at the desired level.Man analysisHow well the employees are performing their tasks, who needs to be trained and for what.In the process of TNA, managers have to identify relevant training needs through the use of annual performance appraisal procedure to examine the individuals aspirations, how their jobs may change and what training is required (Hallier and Butts 2000). According to HRfocus (2005b), companies should get input about what emp loyees want to be trained in. Although TNA is time-consuming and expensive, it provides greater financial, organizational and individual benefits.Also, training must be top-down, starting with the top team and cascading down the organization to show management commitment and to create an effective, healthy and versatile workforce. While in some organisations, training is considered to be for managers only, in other organisations managers think training is only relevant to workers, but not for them. Indeed, both these attitudes are wrong because training is for everybody (Reynolds, 1994). Similarly, Matens (HRfocus, 2005b) agreed that commitment and support from top management is vital. According to him, management has to show up for classes too.3.8.1.1 The skills gapIt is important for managers to identify skills gap, which is the difference between the skills needed to perform the required task and the skills employees already possess.The Skills GapSkills neededSkills alreadyacquir ed3.8.2 Plan of training requiredUsing a variety of training methods, the skills gap can be filled. In fact, Barrett OConnell (2001) observed that different training methods could encourage or discourage employees to participate in training programs. Similarly, The Learning and Skills Council (2004 cited by Beardwell Claydon 2007, p.317) commented that companies tend to choose inappropriate training methods which are costly, time consuming, have a deleterious effect on employees perceptions of the value of training and ultimately do not lead to increase skills levels in organizations.3.8.2.1 Matching skills or tasks and training delivery methodsSkills and tasks can be classified into three broad categories (Farina and Wheaton 1973 Fleishman and Quaintance 1984 Gold-stein and Ford 2002 cited by Arthur et al. 2003, p.236)CognitiveThis relates to the thinking, idea generation, understanding, problem solving, or the knowledge requirements of the job.InterpersonalThis relates to inter acting with others in a workgroup or with clients and customers, which entails a variety of skills including leadership, communication, conflict management and team-building.PsychomotorThis relates to physical or manual activities involving a range of movement from very fine to gross motor coordination.For a specific skill or task, a given training method may be more effective than others. This relationship has been backed by studies from Wexley and Latham (2002) who emphasized on the need to consider skills and task characteristics required to determine the most effective training method.3.8.2.2 Training techniquesOn-the-jobIt is the most popular training method because it is job-specific, relevant, immediate and flexible. A 2006 study by CIPD conveyed that 56% of learning and development professionals agree that on-the-job training is the most effective way for people to learn in organizations (Beardwell and Claydon 2007,p.308).Conversely, Smith et al. (2003) commented that traini ng delivered internally by employees who carry other duties apart from their responsibilities of training might lead to ineffective training because they have not received much training in how to train. On-the-job training includes the followingDemonstrationIt involves telling or showing trainees how to do a job and then allowing them to get on with it. It is the most commonly used training method (Armstrong 2003) because it is immediate and accessible to most employees. This method is effective if the person giving the demonstration clearly defines what results have been achieved and how they can be improved.However this method can result in the passing of bad or even dangerous working practices. Also, it does not provide a structured learning system where trainees understand the sequence of the training they are following.Job rotationThe aim is to increase employees experience by moving them from job to job or department to department. It can be an inefficient and frustrating meth od of acquiring additional knowledge and skills if it is not carefully planned and controlled (Armstrong 2003). For this method to be effective, a program has to be designed stating what trainees are expected to learn in each department or job. Also, there must be a suitable person to assess whether the trainees are given the right experience and the opportunity to learn.CoachingIt is a person-to-person technique to develop individual skills, knowledge and attitudes (Armstrong 2003). It can be very effective if it takes place informally as part of the normal process of management. Coaching consists of providing guidance on how to carry out specific tasks to help individuals learn rather than force-feeding them with instructions on what to do and how to do it.MentoringIt is the process of using specially selected and trained individuals to provide guidance and advice to develop the careers of the employees (Armstrong 2003). The aim is to complement learning on the job. The mentor pro vides personal support and should not be an immediate superior to enable the employees to talk openly about problems and discuss any concerns frankly.Secondment or attachmentIt involves the employees widening their skills or learning other skills by visiting other departments. It can also be used to increase awareness and understanding of other departments roles and concerns.Off the jobIt usually takes place in training areas or centres, away from the employees immediate work positions. It includes lectures, case study, seminars and role-playing amongst others. This method is mainly theoretical. As rightly criticised by Beardwell and Claydon (2007, p.322) this method isfrequently pigeon-holed as the old way of doing things and typified as teacher centred, classroom based, process-focused and providing learning that is difficult to