The Importance Of Training And Development Of The Staff Dissertation

The Importance Of Training And Development Of The Staff - Dissertation Example actice versus simple exposure 12 2.4.4 Individual Characteristics 13 2.4.5 Background of the trainee 13 2.4.6 Learning Style 14 2.4.7 Working Environment 14 2.5 Benefits of training and development for the Organization 15 Other Benefits 17 2.6 Telecom Industry of UK 19 2.7 British Telecom 20 2.8 Training and Development of British Telecom 22 2.9 Benefits enjoyed by British Telecom 23 2.10 Vodafone 24 2.11 Training and Development of Vodafone 24 2.11.1 Learning via experience 25 2.11.2 Training and Development Programs 25 2.11.3 Other Development Opportunities 25 2.12 Budget standard for training and development 26 2.12.1 Allocating Resources 26 2.12.2 Allocating Expenses 27 2.12.3 General estimation policy 28 2.13 Evaluation of training and development 29 2.13.1 Emotional reaction 29 2.13.2 Achieved learning objectives 30 2.13.3 Behavioural Changes 30 2.13.4 Impact on Organization 32 Chapter 3: Methodology 33 3.1 Introduction 33 3.2 Research Approach 33 3.3 Research Strategy 35 3.4 R esearch Methodology 36 3.5 Data Collection and Sampling 37 3.6 Ethical consideration 38 3.7 Limitation of the study 38 Chapter 4: Results and Findings 39 4.1 Introduction 39 4.2 Findings from employees of British Telecom 40 4.3 Findings from managers of British Telecom 45 4.4 Findings from the Employees of Vodafone 48 4.5 Findings from the Managers of Vodafone 53 Chapter 5: Analysis and Conclusion 61 5.1 Analysis 61 5.2 Conclusion 62 5.3 Recommendation 64 Chapter 6: Project Management and Review 66 Review 67 Reference List 69 Appendix 76 List of Figures Fig 1: Department of the respondents................................................................................41 Fig 2: Age of the... It has been identified by many of the authors that there exist some special characteristics of HRM that help in managing organizational culture and employee commitment (Anthony, 1994; Atkinson, 1990; Sisson, 1990; Guest, 1995). The commitment and alteration in the culture are encouraged by the application of specific practices in the areas of selection and recruitment, training and development, appraisal system and encouragement in the participation of the employees. In the general literature of HRM, recruitment and selection are seen as essential elements that assist in achieving employee commitment and cultural change. Some of the significant policy areas required to achieve new culture were identified by Guest (1987). On the other hand, William, Dobson, and Walters (1993) identifies that if recruitment is conducted in a systematic and thoughtful way, it is possible to exert emphasis on the ‘incoming culture', thereby creating a strong pressure on the existing workforce withi n the organization. Moreover, in order to create a change in the culture, it becomes very important for the HR manager to recruit selective people with the desired attitude. Snape, et al. (1995) have also emphasized that in order to develop the appropriate culture within the organization, the recruitment and selection of the employees should be based on their attitudinal and behavioral characteristics. The HRM literature also suggests that the training and development of the employees also lead to the change in the culture of the organization.