Effect of Training on Staff Productivity in Kenyan Banks

EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE OF KENYA COMMERCIAL BANK (KCB) By Abong’o Chacha A thesis presented to the School of Business and Economics of Daystar University Nairobi, Kenya In partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION In Strategic Management and Human Resource Management April 2012 Approval EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB) By Abongo ChachaIn accordance with Daystar University policies, this thesis is accepted in partial fulfillment of requirements for the Master of Business Administration degree. Date _________________________________________________ Mr. Thomas Koyier, Supervisor _________________________________________________ Prof. David Minja, Reader. DECLARATION EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY OF KENYA COMMERCIAL BANK (KCB). I declare that this thesis is my original work and has n ot been submitted to any ther college or university for academic credit. Signed: ____________________________Date: ________________ Abongo Chacha ABSTRACT The objectives of the study were to analyze the effect of training on staff productivity in Kenyan banks. This involved determination of the effectiveness of training methods and their effects in employees’ productivity. The study also aimed to recommend the best strategies in employees training. This study covered 15 branches of one of the major banks in Kenya (Kenya Commercial Bank, KCB).Stratified sampling method was applied to select the bank branches and purposive sampling was applied to select 80 respondents of the study. The survey questionnaire was utilized in the data collection. The data collected was therefore descriptive in nature. Descriptive statistic technique and multiple regression analysis were applied in the analysis of the collected data. The major findings of the study showed that the common employeesâ €™ training strategies in KCB were on-the-job training, e-learning training, class-room training and workshop training.The effectiveness of the training methods applied by the KCB was relatively high as evidenced by the effectiveness of the detailed content of e-learning programs; well organized e-learning programs; importance of on-the-job training programs in employees’ deeper understanding of various concepts in the banking services for instance; On-the-job training methods enabled the employees to learn about the rules and principles of work, courtesy, manners and techniques of handling interpersonal relations.The results also show that the current training methods applied at the KCB have been effective at great extent in promoting productivity of the employees. This means that there is improved work output per time, efficiency, accuracy and more skills are developed among the employees. The most effective training strategies in enhancing productivity of the employees were deemed to be on-the-job training, seminars/ workshop training and e-learning while class-room training showed less significant effect in employees’ productivity. TABLE OF CONTENTS DECLARATIONiii ABSTRACTivTABLE OF CONTENTSv LIST OF FIGURESviii LIST OF TABLESix CHAPTER ONE1 INTRODUCTION AND BACKGROUND OF THE STUDY1 Introduction1 Background of the Study1 Profile of Kenya Commercial Bank (KCB)8 Statement of the Problem9 Purpose of the Study10 Objectives of the Study10 Research Questions10 Justification11 Significance of the Study12 Assumptions12 Limitations12 Definition of Terms, abbreviations and acronyms13 Chapter Summary13 CHAPTER TWO14 LITERATURE REVIEW14 Introduction14 Theoretical Framework14 Human Capital Theory14 Kirkpatrick's learning and training evaluation theory16Effects of Training on Employee Productivity17 Training and Employee performance18 Training and Employee Commitment20 Training Methods and Employee Productivity21 Training and Employee Effectiveness24 T raining Quality and Performance27 Models for Measuring the Effectiveness of Training30 Strategic Approach to Training and Development33 Empirical Review37 Conceptual Framework39 Chapter Summary41 CHAPTER THREE42 RESEARCH METHODOLOGY42 Introduction42 Research Design42 Population43 Target and Accessible Population43 Sample Size44 Sampling Techniques44 Sampling Frame48 Type of Data49Data Collection Instruments51 Pre-testing52 Data Collection Procedure52 Data Analysis53 Chapter Summary54 CHAPTER FOUR55 DATA ANALYSIS AND INTERPRETATION55 Introduction55 Response Rate55 Employee Training Strategies used by KCB57 Class room training57 E-learning programs62 On the job training67 Effectiveness of the Employees Training methods used by KCB71 Effectiveness of training methods on employee productivity at KCB72 Best training strategies for maximum employee productivity at KCB73 Regression Analysis74 Chapter Summary77 CHAPTER FIVE78 SUMMARY OF THE FINDINGS, CONCLUSIONS AND RECOMMENDATIONS78Introdu ction78 Summary of the Findings78 Employee Training Strategies78 Effectiveness of Training Methods79 Best training strategies for maximum employee productivity at KCB79 Conclusion79 REFERENCES81 APPENDICES89 Appendix A: Research Questionnaire89 Appendix B: Timeline96 Appendix C: Budget98 LIST OF FIGURES Figure 4. 1: Age56 Figure 4. 2: Education level56 Figure 4. 3: Work experience57 Figure 4. 4: Extent to which class room training affect employees’ commitment in KCB58 Figure 4. 5: Extent to which classroom training affect employee motivation in KCB59 Figure 4. : Extent to which classroom training affect employees' self efficacy in KCB60 Figure 4. 7: Extent to which classroom training affect employee productivity at KCB61 Figure 4. 8: Extent to which e-learning programs affect employees’ commitment in KCB63 Figure 4. 9: Extent to which e-learning programs affect employees' motivation in KCB64 Figure 4. 10: Extent to which e-learning programs affect employees' self effic acy in KCB65 Figure 4. 11: Extent to which e-learning programs affect employee productivity at KCB66 Figure 4. 12: Extent to which on job training programs affect employees’ commitment at KCB68 Figure 4. 3: Extent to which on the job training programs affect employee motivation in KBC69 Figure 4. 14: Extent to which the job training programs affect employees' self efficacy in KCB70 Figure 4. 15: Extent to which on the job training programs affect employee productivity at KCB70 LIST OF TABLES Table 3. 1: Sampling Frame48 Table 4. 1: Extent of agreement of the respondents with class room training as a strategy in employee training. 57 Table 4. 2: The level of agreement on of the respondents on E learning programs62 Table 4. 3: The level of agreement on of the respondents on on job training67 Table 4. : The level of rating of the respondents on effectiveness of training methods71 Table 4. 5: The level of agreement on of the respondents on effectiveness of training methods72 Tabl e 4. 6: The extent to which the following training methods affect employee productivity at KCB72 Table 4. 7: The level of agreement of the respondents on statements on the best training strategies for maximum employee productivity at KCB73 Table 4. 8: Coefficients of the Independent Variables75 Table 4. 9: Analysis of Variance76 Table 4. 10: Squared Multiple Correlation Coefficient, R276CHAPTER ONE INTRODUCTION AND BACKGROUND OF THE STUDY Introduction This chapter presents a brief introduction as well as historical background of employee training. An overall background of the study has been defined clearly, problem statement, objectives, assumptions, and limitations. Key terms have been defined and operationalized. Further the researcher has shown clearly why the topic has emerged as a topic of importance to the researcher. Background of the Study Nadeem (2010) defined training as the process of transmitting and receiving information to problem solving.This implies that training is for specific purpose. Omole (1991) sees training as any process concerned with the development of aptitudes, skills and abilities of employees to perform specific jobs with a view to increase productivity. An organisation may have employees with the ability and determination, with the appropriate equipment and managerial support yet productivity falls below expected standards. The missing factor in many cases is the lack of adequate skills, and knowledge, which is acquired through training and development.Commenting further Iboma (2008) is of the opinion that effective training can change the entire view of workers in an organisation and make the firm more productive as new skills and attitudes are developed by workers. Looking at the indispensability of training and development to an industrial set up, Ladipo-Ajayi (1994) observed that both are very demanding ventures in any organization because people commit huge resources to them. Training is one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges (Goldstein and Gilliam, 1990).Employee training represents a significant expenditure for most organizations. Tella and Popoola (2007) relating training to library work stated that it is as an essential strategy for motivating workers in the library as a service organization. For the Librarian or information professional to have opportunities for self-improvement and development to meet the challenges and requirements to perform a task there is the need to acquire the needed skills suitable for the work at hand. Institute for Work & Health (2010) defines training as planned efforts to facilitate the learning of specific competencies.These competencies typically consist of specialized knowledge, skills and behaviours needed for success in a particular environment. Training methods can range from a one-time dissemination of information to intensive programs administered over a long period of time. Njavallil (2007) did study training of bank employees by doing a comparative study between new generation banks and public sector banks in India. By then, there had come about many challenges in the banking sector following the new economic policy that was introduced during the nineties.The emerging business profile of banks included newer financial services, personal investment counseling, factoring, venture capital and possibly consultancy research services. This called for new knowledge, skills and attitudes and training systems to stand up to the challenges that demanded for changes in the approaches to training. The study found that significant differences existed between the two categories of banks regarding the training provided to its employees. The differences were related to certain aspects.Based on the study it was inapt to say that the training approach of a particular type of bank was significantly enhanced compared to the other. Sulu (2011) stud ied motives for training in the Nigerian banking industry focusing on the motives for training using the Nigerian banking industry as a case study . The study relied on both qualitative and quantitative analysis of data. The entire staff of the 25 commercial banks as at 2007 in Nigeria was the population of the study. The results of the analysis showed that banks saw training as important factors, as well as aving motives for investing in training. These motives included – new technology; productivity; responding to skills deficiencies; moral duty; new hire request; and staff request. Some of the recommendations based on the findings include – training should be seen as one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges; it must also be noted that, training though primarily concerned with people, is also concerned with technology, the precise way an organization does busi ness.Ghebrecristos (1983), studied training methods and techniques in an organization using a case study of the Commercial Bank of Africa Ltd. Nairobi, Kenya. From the findings, CBA used several training methods and techniques in building the employee capability. They made use of classroom teaching, on the job training and seminars and workshops. Ling (2007) notes that training is viewed as an expensive investment for a business organization and is often neglected during recession.The author cites a reason as the value and contribution could not be effectively ascertained. Ling (2007) mentioned that in most studies relating to training effectiveness, the focus was on establishing the relationship between training system or practices or factors (individual and organizational) with training effectiveness, with emphasis on objective, content, organizational factors, expenditures, duration of training, coverage of employees, delivery methods, profitability, growth and overall organizati on performance.IAEA (2003) states that while it is abundantly clear that training can provide added value, a measured, isolated, determination of training effectiveness is difficult because personnel performance depends not only on training, but also on many other factors such as supervision, procedures, job aids, pre-job briefings, management expectations, and the experience and motivation of the workforce. The measurement of training effectiveness i. e. how well the training inputs are serving the intended purpose has also elicited wide reviews.IAEA (2003) identified three kinds of training outputs that organisations need to measure. They are: relating to course planning, relevance, comprehension and whatever goes on in the teaching programme and the environment; the utilisation of what is learnt on the job i. e. transferring the classroom learning to the job in terms of skills, competencies, decision making, problem-solving abilities and relationships and the like; and the change s in the mind set such as work related attitudes, values, interpersonal competencies and personal attributes.Winfred, Winston, Edens and Bell (2003) noted that the continued need for individual and organizational development can be traced to numerous demands, including maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. Training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel. The authors note that in 2000, U. S. organizations with 100 or more employees budgeted to spend $54 billion on formal training.Given the importance and potential effect of training on organizations and the costs associated with the development and implementation of training, it is important that both researchers and practitioners have a better understanding of the relationship between design and evaluation features and the effectiveness of training efforts. Sa hinidis and Bouris (2008) noted that insufficient knowledge and skills which can be imparted through training can cause employees not to feel motivated and lack commitment.Abbas and Yaqoob (2009) noted that training is designed to skill employees so they can perform well. This can be done by formally developing training programs or informally through on job training. Insufficiency in knowledge and skills may result into conflict with organizational goal achievement and eventually affecting employee performance. The authors concluded that training influences employee performance Olaniyan and Ojo (2008) note that the effectiveness and success of an organization lies on the people who form and work within the organization.Consequently, for the employees in an organization to be able to perform their duties and make meaningful contributions to the success of the organizational goals, they need to acquire the relevant skills and knowledge. In appreciation of this fact, organization like educational institution, conduct formal training programmes for the different levels of their employees. Institute for Work & Health (2010) identified two broad approaches to research on training effectiveness. One approach employs triangulation of multiple data sources and methods to gather data from end users of training.This method combines qualitative data (e. g. from key informant interviews, focus groups and observations) with various forms of quantitative data (e. g. from controlled study situations. These data are then used to assemble valid co-relational arguments for interpretation of results. The other approach to studying the effectiveness of training explores cause and effect relationships that are pertinent to the learning process or the application of learned material within the workplace. These studies use experimental designs to investigate factors related to the training process itself.They use measurable outcomes affecting individuals or work teams and, if feasibl e, gather data related to the impacts of training on the organization or relevant industry. Haslinda and Mahyuddin (2009) examined the effectiveness of training in the public sector using training evaluation framework and transfer of training elements. The findings of this study suggest that public service employees were evaluated at all five levels of evaluation, namely, the reaction, learning, behavior change, results and transfer of training levels.Factors that can affect the effectiveness of training in the public sector include lack of support from top management and peers, employees’ individual attitudes, job-related factors and also the deficiencies in training practice. The study was done in Kuala Lampur. A number of factors have been identified that influence the effectiveness of training in an organization. Haslinda and Mahyuddin (2009) identified the human resource policy of training, employees’ attitude and motivation, and the commitment of top management t o the training and development as some of the key factors.Pfeifer, Janssen, Yang and Backes-Gellner (2011) observe that training can serve as a screening device without increasing individual productivity, i. e. , the firm learns about abilities and skills of workers and can promote the best fitting (most productive) worker to the next job in the hierarchy. They also note that training might, on the other hand, indeed increase individual productivity by teaching skills and knowledge that are important to fulfil tasks at higher job levels.Gyes (2008) uses company-level panel data on training provided by employers in order to estimate its effect on productivity and wages in the food industry in Belgium. The productivity premium for a trained worker was estimated at 23%, while the wage premium of training is estimated at 12%. The study concluded that, by training its workers, a company can realise an extra added value per worker amounting to â‚ ¬1,385 higher than the cost of the requ ired training. Konings and Vanormelingen (2009) confirmed and expanded their analysis to the whole Belgian private sector.Again, the findings showed that training has a positive effect on productivity and wages. The marginal product of a trained worker is on average 23% higher than that of an untrained worker while wages increase by 12% as a result of training. Among the manufacturing subsectors, the largest productivity gains can be found in the chemicals and rubber and plastic industries. Finally, the study’s authors found no differential impact of training on the productivity of male versus female workers; however, wages increase more in response to training for women than for men.Almeida and Carneiro (2006), using a panel of about 1,500 large Portuguese manufacturing firms between 1995 and 1999, found that an increase of 10 hours per year in training per worker leads to an increase in productivity of about 0. 6 per cent. Colombo and Luca Stanca (2008) investigated the eff ects of training on employee productivity using a unique nationally representative panel of Italian firms for the years 2002 to 2005 and found that training activity has a positive and significant effect on productivity at firm level.Training also has a positive and significant effect on wages, but this effect is about half the size of the effect on productivity. Within occupational groups, the effect of training on productivity is large and significant for blue-collars, but relatively small and not significant for white-collars. Profile of Kenya Commercial Bank (KCB) The history of Kenya Commercial Bank dates back to 1896 when its predecessor, the National Bank of India, opened a small branch in the coastal town, Mombasa. In 1958 Grindlays Bank of Britain merged with the National Bank of India to form the National and Grindlays Bank.In 1970, the Government of Kenya acquired 60% shareholding in National and Grindlays Bank and renamed it the Kenya Commercial Bank. In 1976, the Govern ment acquired 100% of the shares to take full control of the largest commercial bank in Kenya. The Government has over the years reduced its shareholding in the Bank to the current 26% with the public owning the remaining 74% (KCB, 2011). The Kenya commercial bank has four subsidiaries; a wholly owned subsidiary, Savings and Loan (K) Ltd. was acquired in 1972 to provide mortgage finance.In 1997, another subsidiary, Kenya Commercial Bank (Tanzania) Limited was incorporated in Dar-es-salaam, Tanzania to provide banking and financial services and to facilitate cross-border trade within the East African region. Since inception, the Kenya Commercial Bank Group has endeavoured to provide quality and customer friendly services geared towards meeting the ever-changing customer needs. This has ensured consistent growth in customer deposits that have, in turn, provided a strong reservoir for steady growth in customer borrowings every year. Shares in KCB have, until 2004, historically underper formed most other publicly listed banks.The KCB share price has recovered dramatically since elections in 2004. KCB has more than 170 branches throughout Kenya, making it the largest banking network in the region. It has the largest number of own-branded ATMs in Kenya. Since 2004 most of the branches in Kenya have been rebranded as part of a wider corporate branding exercise. Since incorporation, KCB has achieved tremendous growth to emerge as a leader in Kenya's banking and financial sector. In 1970, the bank had 32 full- time branches, of which 25 were located in rural areas, five in Nairobi and two in Mombasa.Today, the KCB Group has the widest network of outlets in the country, comprising 170 full-time branches all of which represent over 55% of the total banking outlets in Kenya. Of the total outlets, 80% are located in the rural areas, with representation in all administrative districts. Statement of the Problem Training is an integral part of every company's agenda. Because o f the implications of training, it is important to have training that is effective. Studies have proven that more costly but effective training can save money that is wasted on cheap but inefficient training (Ginsberg and McCormick, 1998).Unfortunately, there is no rule of thumb method of effective training. Methods of training have to be analyzed and studied before companies can rely on them to train a competent workforce. Kenya commercial bank like any other organization is in the business of providing services to its customers. For the bank to effectively serve its customers, it has to have well trained employees who ensure quality service delivery. It is very important to have a needs analysis to determine which training method works best.There are several studies in this area in the banking industry in Kenya limited studies that have studied the impact of employee training on organizational productivity. There are numerous factors to be considered in making training method deci sions. Factors such as training objectives (what is aimed to be learned), cost, and trainee demographics are some important issues to be considered. The problem is to determine the effect of training on staff productivity. Purpose of the Study The purpose of this study is to establish the effect of training on staff productivity in Kenyan banks.The study is important in developing information necessary to lead organizations on the importance of training. Objectives of the Study The study will be guided by the following objectives: 1. To determine the strategies used by KCB in employee training 2. To determine the effectiveness of training methods used by KCB 3. To determine the effectiveness of training on employee productivity at KCB 4. To recommend the best training strategies for maximum employee productivity at KCB Research Questions 1. What training strategies are used by KCB? 2. What effect do the training methods have on employee productivity at KCB? . How does employee train ing affect employee productivity at KCB? 4. What are the best employee training strategies for maximum employee productivity at KCB? Justification Training has become an increasingly critical area of management for companies to enhance service quality, reduce labor costs, and increase productivity (Enz & Siguaw, 2000). Training programs can also promote teamwork; improve staff attitudes and self-awareness (Conrade, Woods & Ninemeier, 1994). Organizations must therefore focus on these different aspects in order to maintain a competitive edge in their respective industries.Organizations should remember that training begins once an employee joins the organization and should continue throughout their tenure with the organization. Training can also be provided by everyone i. e. all employees are potential instructors and students Kenya Commercial Bank has been selected due to its large size, presence and location across the regions. In addition it has a dedicated training centre at Karen (KCB Leadership Centre) from which courses are developed and imparted to staff. Training is seen as a fundamental and effectual instrument in successful accomplishment of the bank’s goals and objectives.Training not only improves staff resourcefully, but also gives staff a chance to learn their job virtually and perform it more competently hence increasing bank’s productivity. The ultimate implication of staff training can be noted in the bank’s bottom line. A study to evaluate the effect of training on staff productivity at KCB is thus necessary. Significance of the Study This study aims to explore the effect of training on staff productivity in Kenyan banks. KCB The study will deepen the understanding between perception and expectations as well as improve the knowledge of staff productivity by banks.Further it will address the fundamental aspect of the correlation that necessitates KCB to undertake training to improve the productivity of its staff. Scholars T his research will provide information to scholars as well as form a basis for further research to be conducted, here in Kenya as well as world-wide, regarding the effect of training on staff productivity in Kenyan banks. Assumptions The following is assumed: 1) All staff will be available for interviews. 2) Respondents are truthful when responding to questions on the survey. 3) Training is a pressing issue for many staff. LimitationsThe limitations faced or anticipated are: First, due to the study limiting itself to one bank, the generalization of results can be challenged. Secondly, even though there will be a concentrated effort to get the questionnaire into the hands of all staff, there is no guarantee that the individuals will actually receive and complete the questionnaires. Lastly, due to locations of some KCB branches, some of the data collection instruments will be sent via email or sent by parcel to the branches, thereby compromising on time taken to process the same. Defin ition of Terms, abbreviations and acronyms KCB:Kenya Commercial BankTraining – A process dealing primarily with transferring or obtaining knowledge, attitudes and skills needed to carry out a specific activity or task. Chapter Summary This chapter covered the background of the research, the problem statement, the purpose of the study or general objectives of this research, the research questions, the significance and scope of the research i. e. importance of the study and the definitions of Terminologies used in this research. In chapter two, I will review relevant literature that will help build on the variables and data collection methods to be used in the study. CHAPTER TWOLITERATURE REVIEW Introduction The chapter will review relevant literature on the effect of training on staff productivity at Kenya Commercial Bank. In order to have an in depth knowledge on the effects of employee training on employee productivity, the chapter provides relevant literature in the field o f study. The first part provides an overview of training; the next part examines theoretical framework and effects of employee training on employee productivity. Mugenda and Mugenda (2003) noted that literature review involves critical review of what previous work in relation to the research problem being investigated.They argue that a properly done literature review should be extensive and thorough so as to provide the researcher with an adequate base for his or her work. I hope this literature review meets their esteemed standards. Theoretical Framework Human Capital Theory Human capital theory as formalized by Becker and Gerhart (1996) is the dominant perspective on on-the-job training. This theory views training as an investment; it raises expected future productivity but at a cost. The key distinguishing feature of a human capital investment as opposed to an investment in capital concerns property rights.A machine can be sold, but in modern society, men cannot. As individuals h ave the discretion over the deployment of their own human capital, workers and firms will need to agree on an exchange in the labor market. This implies that how the costs and returns to training are shared between workers and firms is a central concern in the on-the-job training literature. Human capital theory has been further developed in the 1970s to explain the life-cycle pattern of earnings. This literature analyses the human capital investment decision of individuals in a competitive environment.One may argue that, in this model, the distinction between education and training is an artificial one. Workers choose the investment as a function of prices (and ability). Through these prices, the demand side enters. There is no strategic interaction between workers and firms. Weiss (1985) surveys this literature. In the beginning of the 1990s, the new field of economics of information resulted in applications to on-the-job training. Recent developments in the training literature fo cus on the strategic interaction between employers and employees, and as such stands apart from life-cycle theories of earnings.The focus is on market imperfections and information asymmetries. This review restricts itself to the core of private sector training theory. The reason for this focus is the scattered nature of this literature. The studies in this field differ in many modeling assumptions that complicate comparison. Yet, some common themes can be distinguished. The first major attempt to apply learning theory to educational technology was Skinner? s development of teaching machines, (Skinner, 1968). His idea was to develop curricula at such a level of detail that a learner could learn without error.The learner, his theory held, never fully recovers from making errors; once made, there remains a possibility that they will recur to disrupt future learning and performance. Consequently, effective instruction should invoke only correct responses. He was critical of traditional teaching methods because they often engender errors in learning, and because they fail to reinforce behaviour effectively. On his theory, negative reinforcement (e. g. criticism, punishment) was to be avoided. Only positive reinforcement is theoretically sound, and this must be administrated according to specific schedules to ensure effective learning.For instance, as new responses are shaped up, reinforcement should be withdrawn. Mechanical presentation of the curriculum seemed an ideal way for teaching since a perfect schedule of shaping and reinforcement could be built into the teaching programme. Kirkpatrick's learning and training evaluation theory Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning.Kirkpatrick's four-level model is now considered an in dustry standard across the Human Resource and training communities. The four levels of Kirkpatrick's evaluation model essentially measure; (1) reaction of student – what they thought and felt about the training and the reaction evaluation is how the delegates felt about the training or learning experience. (2) Learning – the resulting increase in knowledge or capability, to assess whether the learning objectives of the program are met.Learning evaluation is the measurement of the increase in knowledge or intellectual capability from before, to after the learning experience: Whether the trainees learnt what they expected to be taught; (3) behavior – The extent of behavior and capability improvement and implementation or application. Behavior evaluation is the extent to which the trainees applied the learning and changed their behavior, and this can be immediately or several months after the training, depending on the situation (the extent of applied learning back on the job. 4) Results – the effects on the business or environment resulting from the trainee's performance. Results evaluation is the effect on the business or environment resulting from the improved performance of the trainee. This involves the organizational impact in terms of improved quality of work, increased output etc. It is the acid test. All these measures are recommended for full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1-4.Effects of Training on Employee Productivity Research has shown that leadership training for executives and middle managers results in increased worker productivity (Barling, Weber, & Kelloway, 1996). Leadership development training could have the same benefits if given to the rest of the workforce (IIE Solutions, 1999). Leadership development, supervisory skills, and teamwork training often rank as the most important and most frequently offered training topics in corporations.With the amount of money budgeted for training increasing every year and the marketplace becoming more global and competitive, it is imperative that the money spent on training is utilized to the fullest extent possible (IIE Solutions, 1999). According to Kapp (1999), manufacturing firms implementing training programs can expect an average gain of 17% in manufacturing productivity. Companies must understand that training is portable; that is, the knowledge imparted to employees will leave with the employee, thus benefiting another company. This also allows new employees to bring with them the knowledge ained from previous training programs. It is from this viewpoint that a company must manage its training program to identify the skill sets needed to increase problem solving for the present needs of the business (Miller, 1997). If gains in manufacturing productivity are achieved through the delivery of leadership training to tra ditional leadership groups, can similar gains be achieved in the banking industry by providing the same training to employees? Training and Employee performance People needing training can be classified in different ways. There is a distinction between novice users and expert users.They can also be classified through their educational backgrounds, or through their current employment position. Whatever way trainees are classified, they all have different needs. It is important, when choosing a training method, to identify who is to be trained. Novice users may be computer-shy or technology-intimidated and may need personal attention. Experts may need little attention and may be bored with basic information, and therefore dampening the desire to learn. According to Campbell (2000), educational background information is important.He also says that for people with little education, structure in learning is important. Employee position is important as well. Senior management may not have the time to attend group training or may have frequent distractions. The issue of self-esteem may also be a factor. Someone high in the ranks may not want to appear stupid to his counterparts by asking a question in group training. The explanation contributed by the knowledge management approach would be that training provides employees with the knowledge, abilities and skills required by the position.In fact, Hitt, Ireland, Camp and Sexton (2001) found that training investment first generates a negative effect on results (deriving from the cost of the same), which later become positive, as far as the transfer of knowledge to the post is concerned. This effect can also be explained by taking into consideration that if employees perceive that the organisation is interested in training them and giving them confidence and intends to count on them in the long-term future, they will make more effort and be more effective in their work.Training would be an important element in generating human capital. This argument is defended by Tzafrir (2005), who considers that investment in training can make employees feel indebted to the company. From a universal viewpoint some authors have argued that it is precisely in training that a greater universal effect than in other human resource practices can be seen. This is how it was noted by Lee et al. (2005) who highlight the fact that, of the 16 best practices studied by Pfeffer (1994), training is one of the few practices where a consistent, positive impact on performance is found.The study carried out by Koch and McGrath (1996) does not directly analyze the relationship of training with performance; instead, it uses a personnel development index that showed a slightly significant effect on work productivity, measured by net sales per employee. However, this development index only gathers information through the measurement of the number of categories of jobs that receive formal training, which, to me, seems to be a very lim ited indicator of the training imparted by the company.In Huselid (1995) and Huselid, Jackson and Schuler (1997) investigation, something similar happens. The combination of human resource practices is used rather than the training variable. In the first study, Huselid (1995) uses two factors to group the practices requiring a high level of commitment, the first of which designates employee and organized structure capabilities, including a wide range of practices aimed at developing the knowledge, abilities and capabilities of employees.However, we are given to understand that it incorporates very heterogeneous practices where training has a relative weighting, since only one of the eight factor items makes reference to training (the average number of training hours received by the employee in the last year). A greater effort in training measurement can be found in the work of Delaney and Huselid (1996), who use a training index constructed from three items. The first records whethe r the company supplied some sort of training besides job position training, the second how many workers participated in hese programmes and the third a subjective evaluation of training effectiveness. Its results suggest that high performance practices in human resource management that include contracting on a selective basis, with training and incentives, are positively related with measurements of perception of the organization’s role. Training and Employee Commitment Training practices used by organizations may have an effect, direct or indirect on both employee motivation and organizational commitment (Meyer and Smith, 2000).Organizational commitment is defined, in the words of Aragon et al (2003) as the relative strength of an individual's identification and involvement in a particular organization. In order to equip their employees with the skills necessary to do their job, companies train them, in an effort to optimize their workforce's potential. Some companies, plann ing for the long-term, invest in the development of new skills by their employees, so as to enable them to handle issues not currently present, but likely to come up in the future.This kind of training can lead to high levels of motivation and commitment by the employees, who actually see the opportunity they are given. These employees' appreciation for the investment their organization is making in them is shown in their hard work and their contentment in being a member of that organization. Training, then, is expected to have a positive effect on both motivation and employee commitment Training Methods and Employee Productivity It is readily acknowledged that individuals tend to learn differently based on preferred styles of teaching (Chambers, 2005).Since these teaching styles impact the way individuals learn, training sessions could be augmented by designing the content to tap into each of the three different styles, thus appealing to a broad scope of disparate learning styles. For example, visual learners tend to process and recall information best when it is presented in a way that they can easily see the information. This can be achieved through the use of hand-outs, PowerPoint slides including pertinent information, and also other forms of multimedia such as videos or computer-based simulations.Auditory learners, by comparison, process information from more of a listening perspective. Consequently, training can be augmented to focus on this preferred style by frequent descriptions of the pertinent information. This can easily be accomplished by verbalizing the content in handouts and PowerPoint presentations. Further augmentation can be achieved by allowing trainees to discuss important content in small group settings. The third learning style, kinesthetic, includes individuals who learn best by physically doing something.Augmenting training to tap into this learning style requires the trainer to design exercises and activities that allow the learner t o be physically engaged in learning. For example, a training session on team work may include an exercise where groups, working as a team, actually work jointly to accomplish some small task. One such exercise requires groups to identify some symbol they frequently associate with the idea of teams and then to work within their groups to construct their symbol using modeling clay.This provides both visual and tactile reinforcement associated with the concepts covered in the training. Following this exercise, further discussion can reiterate important aspects of teamwork that were discussed in the training session, further reinforcing the material (Huselid, 1995). On-The-Job Training Methods The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements.Job instruction technique, job rotation, coaching and apprenticeship training ar e the common forms of on-the job training methods. Employees’ professional quality is the key of bank services, the rules and principles of work are taught in this kind of training, besides, courtesy, manners and techniques of handling interpersonal relations are taught as well. This kind of training aims to train employees to learn the best way to do the work in the most quickly and effective way (Walker, 2007). Job Instruction TrainingThis is a structured approach to training, which requires trainees to proceed through a series of steps in sequential pattern. The technique uses behavioral strategy with a focus on skill development, but there are usually some factual and procedural knowledge objectives as well. This type of training is good for task oriented duties such as operating equipment. The instructor or supervisor prepares a job breakdown on the job, while watching an experienced worker perform each step of the job.Job instruction technique consists of four steps, pr eparation, present, try out and follow up (Blandchard & Thacker, 1999). Job Rotation This is the systematic movement of employees from job to job or project to project within an organization, as a way to achieve various different human resources objectives such as: simply staffing jobs, orienting new employees, preventing job boredom or burnout, rewarding employees, enhancing career development, exposing employees to diverse environments (Woods, 1995).Excellent job rotation program can decrease the training costs while increases the impact of training, because job rotation is a hand on experience. Job rotation makes individuals more self-motivated, flexible, adaptable, innovative, eager to learn and able to communicate effectively. One of the possible problems with the rotation programs is the cost, because job rotation increases the amount of management time to spend on lower level employees. It may increase the workload and decrease the productivity for the rotating employeeâ€⠄¢s manager and for other employees.Job rotation may be especially valuable for organizations that require firm-specific skills because it provides an incentive to organizations to promote from within (Jerris, 1999). Coaching This is the process of one-on-one guidance and instruction to improve knowledge, skills and work performance. Coaching is becoming a very popular means of development, and often includes working one-on-one with the learner to conduct a needs assessment, set major goals to accomplish, develop an action plan, and support the learner to accomplish the plan.The learner drives these activities and the coach provides continuing feedback and support (DOE Handbook1074, 1995). Usually coaching is directed at employees with performance deficiencies, but also used as a motivational tool for those performing well. Coaching methods solve precise problems such as communication, time management and social skills. Executive coaching generally takes place on a monthly basis and continues over a period of several years. Often, coaches are brought in where there is a change in the structure of the company, when a team or individual is not performing well or where new skills are required.Coaching assumes that you are fine but could be even better (Kirwan, 2000). Apprenticeship This is one of the oldest forms of training which is designed to provide planned, practical instruction over a significant time span. Apprenticeship was the major approach to learning a craft. The apprentice worked with a recognized master craft person (McNamara, 2000). Training and Employee Effectiveness Analysis from the beginning is definitely needed for training to be effective. The effectiveness of training is usually measured through user performance (Yi & Davis, 2001).They introduces the idea of training validity which assess the performance of trainees in relation to the criteria set by the training. Training must always be evaluated with respect to both its immediate and long term impacts (Patton & Marlow, 2002). It starts from the training experience to the training outcome. The training experience includes the actual training and the immediate effects of the training based on performance. Training outcomes are the long term effects of the training (Carroll and Rosson). Researchers who have analyzed the impact of type of firm and firm size n employee training examined the training budget as the dependent variable Hitt et al (2001). A variety of training programs (in particular, informal training programs such as on-the-job training, job rotation, and apprenticeships) not usually included in the training budget were not considered, as though skills and knowledge acquired through these training programs are not relevant. Sirmon and Hitt (2003) drew attention to the importance of informal training to skill and knowledge acquisition in small firms.In spite of the fact that in the real entrepreneurial world only a small number of companies measure the impact of training on the results (Koch & McGrath, 1996) several authors suggest that training is an instrument that makes the generation and accumulation of human capital possible. Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Huselid, 1995).Given evidence that the support from peers in a training venue can impact the overall effectiveness of the learning (Armstrong, 1998). It might be beneficial to augment training by providing contact information on other training participants, encouraging trainees to communicate and interact following the training session. This could be done on strictly a voluntary basis where trainees could be asked to provide contact information to be listed on a roster of participants, thus minimizing potentially offending those wishing to keep their contact information private.This in formation could be obtained prior to the training session and then the roster could be distributed during the session. In addition to obtaining contact information, trainers could also ask participants to voluntarily provide information related to key knowledge and skills that may further enhance the likelihood that trainees would contact others for the purpose of networking or benchmarking.The perceived importance of training to improvements in productivity, sustained competitive advantage, and ultimately to firm performance has led governments in various countries to invest considerable resources into programs that encourage management and employee training in enterprises (Patton and Marlow, 2002). It is believed that training is a powerful agent to development of capabilities and to growth and profitability of the firm (Armstrong, 1998).Koch and McGrath (1996) argued that firms that invest in employee training engage in formal performance appraisal, and link these to incentive co mpensation are likely to have lower employee turnover, higher productivity, and enhanced financial performance. Cosh, Duncan and Hughes (1997) suggested that training would enhance the survival rate of small firms. Similarly, Delaney and Huselid (1996) noted that the most successful firms provide employees more training than average. Ford and Wroten (1984) established a link between employee training and superior firm performance.In addition, small business failure has been linked to poor management skills. It is argued that management training should greatly improve firm survival and performance (Ford & Wroten, 1984). Macrae (1991) established that major distinguishing factors between high-growth and low-growth small firms are the education, training, and experience of their senior managers. The existing literature tends to focus on management training (Heneman, Tansky & Camp, 2000) to the exclusion of other forms of employee training.Few researchers have investigated the determina nts of training in organizations and in all cases the dependent variable-training–was measured by a single variable, the training budget. Because informal training is often not accounted for in the firm's books, the literature tends to be biased toward formal training. Employee training and development is an important programme that promotes employees in an organizational set up. The need for manpower development programmes cannot be overemphasized, as the application of acquired skills will go along way to ensure effective productivity in a world of work.Many employees have failed in organizations because of lack of basic training which was not identified and provided for as an indispensable part of management function (Nwachukwu, 1988). As such, for an organization to realize the full potential of its employees, adequate employee training is necessary to ensure that the organization realizes its objectives. Olaniyan and Ojo (2008) note that training physically, socially, in tellectually and mentally are very essential in facilitating not only the level of productivity but also the development of personnel in any organization.The authors define training as a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are relevant to organizational needs. Training and development are required for staff to enable them work towards taking the organization to its expected destination. Training Quality and Performance Employee performance is an important building block of an organization and factors which lay the foundation for high performance must be analyzed by the organizations.Since every organization cannot progress by one or two individual’s effort, it is collective effort of all the members of the organization. Performance is a major multidimensional construct aimed to achieve results and has a strong link to st rategic goals of an organization (Mwita, 2000). Managers at all the levels have to input their efforts and make maximum use of their abilities which sometimes are produced under supervision or without it. However, there are many expectations from managers working for an organization.These expectations are sometimes fulfilled but in some situations these managers may be running to their boss for guidance. Therefore, the managers must be developed so that they can think and work on their own and fulfill their responsibilities innovatively, while understanding and foreseeing the market and business situations. Consequently question arises that how an employee can work more efficiently and effectively to increase the productivity and growth of an organization.William Edward Deming, one of the quality Gurus defines quality as a predictable degree of uniformity and dependability at low costs and suitable to the market, he advises that an organisation should focus on the improvement of the process as the system rather than the work is the cause of production variation (Heyes, 2000) Many service organisations have embraced this approach of quality assurance by checking on the systems and processes used to deliver the end product to the consumer.Essentially this checks on; pre-sale activities which encompass the advice and guidance given to a prospective client, customer communications ( how well the customers are informed of the products and services, whether there are any consultancy services provided to help the customers assess their needs and any help line available for ease of access to information on products), the speed of handling a client’s transactions and processing of claims, the speed of handling customers calls and the number of calls abandoned or not answered, on the selling point of Products/Services a customer would be interested to know about the opening hours of the organization, the convenience of the location and such issues (Lee, Lee & Pen nings, 2005). This is only possible when employees are well trained and developed to ensure sustainability of the same.Heyes (2000) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behaviour. It must support some organizational and goals, such as more efficient producer or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behaviour affected through training should be aimed at supporting organization objectives. According to Armstrong and Baron (2005) all organizations are concerned with what should be done to achieve sustainable high levels of performance through people. This means giving close attention on how individual can best be motivated through such means as incentives, rewards, leadership and training.The aim is to develop mo tivation processes and work environment that will help to ensure that individuals deliver results in accordance with the expectation of management. For current employees whose job performance is not satisfactory. It may be that some type of additional training can help to bring them up to pair. Such training needs may be experienced with employees or with group of employees or individual who need additional training it is necessary to determine what they need. According to Heyes (2000), Training can only add value results if there is an opportunity for added value. Either the business is not performing effectively because people are not performing, or there is a market opportunity, which can be exploited but requires some new training or development.Training ensures that greater efficiency is achieved through the production of goods and services with a realistic profit margin in so doing the organization is assured of its survival in the market and in the sector as a whole (Tzafrir, 2005). The quality of employees and their development through training are major factors in determining long-term profitability and optimum performance of organizations. To hire and keep quality employees, it is good policy to invest in the development of their skills, knowledge and abilities so that individual and ultimately organizational productivity can increase. Traditionally, training is given to new employees only. This is a mistake as ongoing training for existing employees helps them adjust rapidly to changing job requirements.Organizations that are committed to quality invest in training of its employees (Evans & Lindsay 1999). According to Evans and Lindsay (1999), Xerox Business Products and Systems invest over $125 million in quality training. Motorola & Texas Instruments provide at least 40 hours of training to every employee quarterly. A complete employee training program includes a formal new hire training program with an overview of the job expectations and perform ance skills needed to perform the job functions (Odekunle, 2001). A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure.The more background knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization. Models for Measuring the Effectiveness of Training Measuring the training effectiveness should be an important asset for the organizations. There are some criteria for measuring the success of training; direct cost, indirect cost, efficiency, performance to schedule, reactions, learning, behavior change, performance change (Sheppard, 1999). The Kirkpatrick’s Four Level Approach It was created by Donald Kirkpatrick in 1959, at the time; he was a professor of marketing at the University of Wisconsin.It is still one of the most widely used approaches. His four level of evaluatio n are: reaction – a measure of satisfaction, learning – a measure of learning, behavior – a measure of behavior change and results- a measure of results (Phillips, 1997:39). Kirkpatrick model is now nearly 45 years old. Its elegant simplicity has caused it to be the most widely used methods of evaluation training programs. ASTD’s (American Society for Training Development) survey, which reports feedback from almost 300 Human Resource executives and managers, revealed that 67% of organizations that conduct evaluations use the Kirkpatrick model (Stone and Watson, 1999). Table 2. : Kirkpatrick Four Levels of Evaluation |Level 1: Reaction |Were the participants pleased? | | |What do they plan to do with what they learned? | |Level 2: Learning |What skills, knowledge, or attitudes have change? By | | |how much? | |Level 3: Behavior |Did the participants change their behavior based on | | |what was learned in the program? |Level 4: Results |Did the change in be havior positively affect the | | |organization? | Resource: Stone J. and Watson V. , (1999), Evaluation of Trainig, www. ispi-atlanta. org Kaufman’s Five Level of Evaluation Some researchers, recognizing some shortcomings of Kirkpatrick’s four level approach, have attempted to modify and add to this basic framework. Kaufman offers one such presentation. Kaufman has expanded the definition of Level 1 and added a fifth level addressing societal issues (Philips, 1997:40). At level 1, the factor of the concept enabling addresses the availability of various resource inputs necessary for a successful intervention.At Level 5 is the evaluation of societal and client responsiveness, and consequences in payoff. This moves ev

Immigration Reform Persuasive Essay - 1062 Words

Immigration Reform: A call to action. The evening news is ripe with controversial legislation, policy and debate from the lawmakers of the United States. Some of the most interesting headlines in recent history discuss the huge battles on labor laws in Wisconsin and Iowa, the anticipation of a Republican front runner for the upcoming Presidential elections, and discussion of our nation’s ability to understand and predict future happenings in Libya, Saudi Arabia and Egypt. Any of these topics could spark a heated conversation in any coffee house or roadside diner in this country but perhaps there is no issue which stays on the forefront, which riles testy tempers, and which needs to be discussed so much as this country’s policies on†¦show more content†¦This has created a chaotic environment that cannot serve to bring about uniform and comprehensive change (Campbell. 2010. Pp. 415-416.). The delay in reform or uniform enforcement has tremendously impacted the La tino community. One doesn’t even need to understand Spanish and needs only to watch a few minutes of the network newscast Primer Impacto on Univision to see the hectic fear the Latino community in this country faces. The program offers numerous stories of Latinos fearing deportation, or unable to obtain new visas, or in fear of losing family, friends and jobs due to changes in enforcement and new legislation. Many are fleeing back to countries where drug cartels are literally at war with governments and where there is no opportunity for education or success. Some may argue that this is helpful to the nation’s immigration problems but if we continue watching the same newscast we see stories of drug trafficking, murders, and violence. It seems quite logical that those who flee are the shop owners, the laborers, and so many others who simply want the opportunity to earn an honest wage and improve their life while the cartels, gangs, and violence continues to spill over th e borders. Unfortunately it is not the criminals who are being run out, it is the honest people who trulyShow MoreRelatedPersuasive Essay On Immigration Reform1636 Words   |  7 PagesThe immigration reform, an important issue for the U.S. government has accelerated significantly in the past few years. It has been debated between the democratic and republican senators to reform a framework for the immigration. President Obama gave a speech to push for an immigration reform in favor of undocumented 11 million immigrants in the USA, as well as a road map for their legal citizenship. It has also been suggested that a sub citizenship could be an option instead of providing full citizenshipRead MorePersuasive Essay On Immigration Reform1110 Words   |  5 PagesImmigration reform has been a big debate since 1790. The Naturalization Act of 1790 was the first act to established rules for naturalized citizenship. 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Early Jazz Essay - 1136 Words

Early History of Jazz nbsp;nbsp;nbsp;nbsp;nbsp;Jazz is a style of music that began and has been revolutionized within the United States. Jazz music first appeared in the city of New Orleans and eventually moved onto Chicago, St. Louis, Kansas City, and New York City. Jazz unites different elements of African, African- American, religious, brass brand, and blues style of music. The music of Jazz, and its changes through the years, is now a form of music that is known and respected throughout this nation and the world. nbsp;nbsp;nbsp;nbsp;nbsp;Jazz music is a blending of both black and white tradition and heritages. New Orleans was the center of many different ethnicities, such as French, Spanish, American, and African†¦show more content†¦He was later discovered here by John Stark who eventually published his first composition know as the Maple Leaf Rag. He later moved to St. Louis where he had the opportunity to perform for the next five years. Furthermore, he later left for New York, where he developed his own opera in 1911. This opera, called Treemanisha, was the first and only ragtime opera, but unfortunately, it only lasted one show. This was the falling point of his career, and he never regained the popularity he once had at the beginning of his career. In the 1970’s, Joplin and his opera was rediscovered with the revival of ragtime. nbsp;nbsp;nbsp;nbsp;nbsp;The unique art form know as Jazz, was able to thrive initially in New Orleans. The most celebrated part of New Orleans was known as Storyville because it was a melting pot for Jazz. Storyville was so celebrated because it was the only region in the city that had brothels and pubs that allowed African Americans. Unfortunately, in 1970, President Roosevelt shut down the district in fear of violence between the natives and sailors. This resulted in a dispersion of jazz. 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Essay about Could the American Revolution Been Avoided

Could Have the American Revolution Been Avoided? As Benjamin Franklin once said, â€Å"No gains without pain.† This could not be more of a true statement when speaking of the American Revolution. There are so many factors that are said to have caused it, that its hard to determine what never needed to happen. Because of the French and Indian War, the British were suffering from debt. They needed the find a way out; therefore, new laws and acts were established. If the British would have treated the colonists as friends instead of their instant way out of dept, we could have never seen independence. Another reason that the American Revolution couldn’t have been avoided; because the colonists had already learned to fight, were tired of British†¦show more content†¦Even if the British accepted some ideas of the colonies and were a little more opened minded to the colonists, the war couldn’t have been avoided because the colonies wanted to become independent . They wanted to break away from the king. By this time, their patience was growing thin and the power that the king had was being abused. Lastly, we had two important people who helped the colonies colonize, which was John Adams and Thomas Jefferson. In 1761, John Adams began to think and write and act against British measures that he believed infringed on colonial liberties. Thomas Jefferson was the primary author of the Declaration of Independence, although his first draft was amended after consultation with Benjamin Franklin and John Adams and changed by Congress. Jeffersons reference to the commitment of colonists to the crown was struck; also deleted was a part that censured the monarchy for striking slavery upon America. They had two powerful people fighting for the independence for the colonies. In conclusion, this is why I feel as though the American Revolution couldn’t have been avoided. The British were suffering from debt; the colonists had already learned to fig ht; and they had two important and strong leaders. If you push something hard enough, it will fight back. This is what caused the American Revolution. In my opinion, I would say it wasShow MoreRelatedCauses Of The American Revolution1638 Words   |  7 Pages During the period between the French and Indian war and the American Revolution, there were many events that eventually lead to the American Revolution. Most of these events had good intentions but in the end, they ended up causing drama and uneasiness between the colonies and the British. It can be proved that the American revolution could have been avoided. The first major event was the Proclamation of 1763. The law was passed forbidding settlement west of the Appalachian Mountains. 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Analysis Paintings The Heart of the Andes, The Battle of the Amazons and Barge Haulers on the Volga Essay Example For Students

Analysis Paintings The Heart of the Andes, The Battle of the Amazons and Barge Haulers on the Volga Essay It is a picturesque observation of nature. The serene seen draws your eye from the shimmering pool served by a waterfall at the center right of the mountain landscape to the snow-capped mountain appearing in the distance. Your eye is led by the darker, closer slopes that decline from right to left. Human presence consists of a hamlet and church lying in the central plain. Two people are seen before a cross. The painting displays the landscape in detail, a sweeping portrayal of nature. The presence of the cross brings to mind the peaceful coexistence of religion with nature and the landscape. Peace is notary to the feelings I get when I gaze at The Battle of the Amazons painting by Rueben. This Battle scene is an explosion within the picture space. The use the yellows and browns gives the appearance of a ferocious fight while with blurred lines gives a feeling of constant motion. The swirling colors and charging horses seem to leap off the canvas. The subject of The Battle of the Amazons is from mythology, it represents the battle between Thesiss Athenians and the women-warriors of Telemetries_ The artists intent is to portray the fierceness of battle and the passion of war. The surging movement throws opposing forces gather; men, women and horses charge into combat and the result is like a whirlwind within the picture space. The subjects are engaged in a frantic struggle for survival as they meet in the center Of a bridge. They are hurled from their horses down into the river at the base of the picture, while a horse rears, and the wounded go swirling into the background, drawn by the current Of a river. Another type of struggle is portrayed in by Lily Repine This painting represents protest and opposition of powerful youth to the passive submissiveness of the mature men around him, broken by habit, time and natural forces. In The Volta Boatmen the Volta River is spread out in the background. In the foreground of this study in realism, a gang of barge haulers tread heavily along the sandbanks. Harnessed in straps, and hauling on tow ropes, eleven men march, bending their bodies inside their yoke as they haul a large boat against the current up the river. No whole shirt can be seen on them. Their shoulders are burnt by the sun, not a single intact hat or cap; they are all in rags, Only one young man stands straight, a boy, with long, blonde hair, barefoot, and who is the centre tot haulers and the matting. His pink shirt draws your eye to the centre of the painting, While his angry glance and reproachful frame seems to rage at his condition. Water nourishes us; water is required by all living things. The Heart of the Andes is a painting about nature, in its entire splendor, with a small village. Nature and the village are each fed by a mountain stream. In The Battle of the Amazons we see opposing forces clashing in the center of a bridge that spans a river. In The Volta Boat Haulers we see water used for transportation With men struggling against the tide of a river. Each of the three paintings we are examining is connected by rivers: a mountain steam, The Thermion and the Volta. But more then Water each painting also is a portrayal of struggle. The struggle of Nature to endure over the encroachment Of man, the struggle Of women over the dominance Of the masculine over the feminine and the struggle of men over oppressive reality. The Heart of the Andes is a study of natures endeavor to persevere over man. A deeper inspection of the painting reveals exposed roots in some trees that are struggling against being washed away by the stream. .uf342163793399e8e24f9a837086942b4 , .uf342163793399e8e24f9a837086942b4 .postImageUrl , .uf342163793399e8e24f9a837086942b4 .centered-text-area { min-height: 80px; position: relative; } .uf342163793399e8e24f9a837086942b4 , .uf342163793399e8e24f9a837086942b4:hover , .uf342163793399e8e24f9a837086942b4:visited , .uf342163793399e8e24f9a837086942b4:active { border:0!important; } .uf342163793399e8e24f9a837086942b4 .clearfix:after { content: ""; display: table; clear: both; } .uf342163793399e8e24f9a837086942b4 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uf342163793399e8e24f9a837086942b4:active , .uf342163793399e8e24f9a837086942b4:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uf342163793399e8e24f9a837086942b4 .centered-text-area { width: 100%; position: relative ; } .uf342163793399e8e24f9a837086942b4 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uf342163793399e8e24f9a837086942b4 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uf342163793399e8e24f9a837086942b4 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uf342163793399e8e24f9a837086942b4:hover .ctaButton { background-color: #34495E!important; } .uf342163793399e8e24f9a837086942b4 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uf342163793399e8e24f9a837086942b4 .uf342163793399e8e24f9a837086942b4-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uf342163793399e8e24f9a837086942b4:after { content: ""; display: block; clear: both; } READ: Compare and Contrast the Painting and the Sculpture EssayWe see men dominating veer the Amazon women and their allies in The Battle of the Amazons, Women are struggling for survival over superior male forces while we see some women begging for mercy of the men as the women struggle for survival, The Boat Haulers are struggling over the burden that elite places on us, the weight of the yoke in which we all must struggle, Some contrasts of the three works discussed are the differing colors, imagery and vividness used by each artist. In Heart of the Andes Church uses light and airy colors and paints so that every detail jumps out at you Rueben uses many dark colors and blurre d lines in Battle of the Amazons, In the Volta Boatman Repine uses bright colors and vivid crisp imagery. The differing moods and themes used by each painter in their respective pieces are that a dark mood in The Battle of the Amazons displays death prominently. In contrast, the Heart of the Andes displays death much more subtly and the mood is more serene then dark. The Volta Boatman has a subtle but positive, brighter mood displaying the hopeful youth struggling to overcome his surroundings. Painting evokes many feelings and emotions. Every painting has its own theme, mood, and meaning. Artists have their own purpose or creating their works.

Stakeholder Analysis Essay Example

Stakeholder Analysis Essay These guidelines are part of a set of five that BirdLife is using to ensure that projects at IBAs have the participation and ownership of local people, and to help design actions that achieve the linked objectives of improved local livelihoods and IBA conservation. The guidelines should be used as a linked and complementary set. The series comprises: Guidelines on Project Planning: The Logical Framework Approach, a Project Design and Analysis Tool Guidelines for Participatory Poverty Assessment at IBAs and the identification of poverty reduction indicators Guidelines on Stakeholder analysis Guidelines for Site Support Group Institutional Analysis Guidelines for basic monitoring of Important Bird Areas Feedback on the guidelines, so that they can be developed and improved, is much appreciated. Please send your comments to david. [emailprotected] org The main source for these guidelines was: Bibby, C. J and Alder, C. 2003 (eds) The conservation project manual. Cambridge, UK: BP Conservation Programme 1. How to identify the stakeholders The objectives of stakeholder identification are twofold: to get a clear understanding as to who the main stakeholders are, and to understand their values, beliefs, problems and attitudes towards the project. Stakeholder identification will also give you a good understanding as to who should be directly involved in project planning. Internal stakeholders (i. e. those included within the likely partnership for your project) are relatively easy to identify. We will write a custom essay sample on Stakeholder Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Stakeholder Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Stakeholder Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer You should by now have a good idea about the objectives, strengths and weaknesses of your team and project partners, and the initial project idea should give you a sufficient insight of which specialist knowledge will be required to implement the project. External stakeholders (i. e. those likely to remain outside the project partnership but who may be affected by the project or have some other interest in its outcome) are much more difficult to identify. The first task (often overlooked) is to differentiate sufficiently between your stakeholders. It is not good enough for example merely to limit the definition of villagers around a national park to ‘local people’. There are likely to be huge differences within this group and the aim should be, as much as practical, to define homogeneous groups with similar characteristics. In its simplest form, people who know the project situation very well can simply brainstorm the list of important stakeholders and analyse their characteristics in the form of a stakeholder analysis (see below). However, more often than not, planners need to analyse the situation in the field. For simple projects, it might be sufficient to consult key informants. These are individuals who know the local situation well, such as village heads, local government officials, local teachers and religious leaders. Larger projects will often require more detailed specialist studies to fully understand the socio-economic environment of the project. Clearly, the most direct method of involving stakeholders is to involve everybody directly in the project planning. While this is feasible for some small projects, it is clearly impossible to do if large numbers of people are involved. You should therefore consult directly with every stakeholder group through formal and/or informal surveys, group discussions or similar tools of participatory approaches. True participatory planning requires special skills in team dynamics, visualisation, interview and facilitation techniques (and therefore requires specialist input). 2. Stakeholder analysis The challenge is to take the viewpoints and actions of these specific groups into account. The objectives and interests of the people, social groups or institutions participating in or affected by the project should always be ncluded in planning, through a stakeholder analysis. This step is generally done during the planning workshop, after a thorough analysis of the situation in the field. The objectives of the stakeholder analysis are: to list and characterise the major stakeholders to understand their present and potential roles and responsibilities to understand their interests, fears, problems and potentials to draw conclusi ons for the planning of the project. List of main stakeholders 1 This step is a simple collection of names of relevant groups. There are often a large number of stakeholders involved. It is therefore highly recommended to cluster stakeholders into homogeneous groups with similar characteristics, problems and interests. On the other hand, great care should be taken not to lump different groups together. Even â€Å"conservation groups† for example may not be sufficiently differentiated category each conservation organisation within such a grouping may well have its own particular perspective on an issue. Always refer back to the project idea to check whether a group is really a major stakeholder or not. This will often become an iterative process once you have put together your initial project plan and have developed a clearer focus of what it will do, you will probably have to reconsider your stakeholder analysis to identify any additional stakeholders in relation to this. Analysis of stakeholders The second step is an analysis of each stakeholder group in terms of its characteristics, impact and relation to the project. There are many different ways to do a stakeholder analysis. We recommend the planning group agrees the headings under which each group is analysed. Conventionally, these include: main characteristics such as social structure, interests (what makes them tick), impact on the present situation, fears and expectations. In many situations there may be important differences in interests, impacts etc. between men and women. Therefore if appropriate stakeholder groups should be differentiated according to gender. Recommendations, prioritisation and project design Following the above analysis, the planning group should agree a recommendation as to what the project should do to address the findings of the analysis and which priority should be given to its implementation. Results of the stakeholder analysis should be presented in a short summary of the findings. An extract of a stakeholder analysis is presented below. Some stakeholders might have negative views of the project and their positions need to be understood to work in the right direction; different stakeholders have different degrees of potential contribution and impact and might be involved in the project in different ways; representatives of all the major groups would be needed to formulate a plan that had a good chance of success. When the analysis is complete, it is essential to ensure that the proposal shows clearly how the recommendations are taken into account in the project activities and monitoring plan. 2 3. The Stakeholder Analysis Report Please prepare your stakeholder analysis report according to the following outline: 1. Method 1. 1 How was the stakeholder analysis carried out? (describe any meetings/workshops, consultation, review of documents etc. ) 1. 2 If you held a stakeholder analysis workshop, who was present? 1. 3 Which groups did these people represent? 2. Results 2. Complete a summary table (using the framework shown in Annex 1) 2. 2 Provide a more detailed description of the main stakeholders, expanding on the information in the table 3. Implications for project implementation 3. 1 How will the different stakeholders be engaged in the project? (i. e. how will you ensure that they are kept briefed about project progress, that they support the project and are involved? ) 3. 2 What will be t he role of the different stakeholders in the project? (i. e. How will they be involved – as project partners, as beneficiaries, other? Will they be directly involved in implementation, in decision-making, as part of a steering committee? ) 3. 3 Are there any stakeholders with negatives views of the project? If so, how will this situation be addressed? 3. 4 How has this stakeholder analysis influenced the project design, activities and implementation strategy? Annex 1: Partially filled in stakeholder analysis for a project aiming to conserve wetlands with high population density Stakeholder Characteristics Main interests what are their main interests or motivations? Impact on situation what impact do they currently have on the situation the project is interested in? Interests, fears, expectations what is their reaction to the project likely to be? Relation to project what is most likely position that they will adopt vis-a-vis the project? Potential impact how important or serious might consequences be for the project? (low, med, high, critical) Recommendations Priority identity of group or individuals what sort of person or organisation are they? Implications of this for the project plan Rank importance of stakeholder to project success (high, med, low) Policy makers Elected, influential, temporary Satisfy needs of people, reelection Central Govt conservation departments Central Govt development departments Some influence on policy makers and donors, under-funded Knowledge of development issues, Wide contacts, strong influence on policy makers Nature Conservation Development and poverty alleviation Support of fishers and farmers; little knowledge of conservation Limited awareness Like positive publicity, fear that project could hinder development Would like to lead, staff input Potential supporters High Keep informed, convince of benefits if in doubt High Project partner Critical Involve closely at all stages of planning and implementation High Local Govt services [fishery, etc list them, one by one] Local government Hunters from elsewhere Herders National conservation NGOs Researchers Subsistence fishers Artisanal fishers Industrial fishers 4 5 Stakeholder Analysis Essay Example Stakeholder Analysis Essay Stakeholder Analysis Name: Institution: Date: We will write a custom essay sample on Stakeholder Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Stakeholder Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Stakeholder Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Abstract This paper will conduct a stakeholder analysis of all the possible stakeholders at the Democratic-Republican National Convention. It will use the nine-step approach, in the analysis. This approach is comprehensive in identifying the stakeholders, the level of interest they hold, and their consequent priorities. It also identifies the stakeholders’ concerns, and possible claims they may make to the organization. In addition, this approach enables the organization to take a realistic look at its abilities to perform its duty, by conducting a SWOT analysis, and determining its strategies and policies. The approach requires that one provide the necessary recommendations, based on his or her findings. Stakeholder Analysis Part 1 Describe and define your organization The organization that I am conducting the stakeholder analysis is Democratic-Republican National Convention. It is a non-profit organization. As Miami-Dade Police Department, our job and our top concern is to ensure that all citizens and delegates are secure and protected. The current mission of the police department during the convention is to ensure that all the protestors, activists, and any other people who may have ill intentions do not disrupt the convention or cause any harm to anybody. Identify the key stakeholders The key stakeholders include the delegates, visitors to the convention, police officers and other law enforcement agencies such as secret service agents and officers from the department of homeland security, the mayor and other local government officials, hospitals, the city’s correctional facilities, journalists and other media personnel, protestors, activists, motorists, and the city residents. There are both internal and external stakeholders. The internal stakeholders are the mayor, delegates, visitors to the convention, and other local government officials. The external stakeholders are the journalists and other media personnel, activists, protestors, motorists, and the city residents. The stakeholders can be claimants or influencers. Identify the stakeholders’ interests and concerns The stakeholders are interested in ensuring the success of the convention. They expect the convention to proceed as smoothly as possible, with minimal interference. These interests are somewhat similar to the interests of the police department, but the department is more concerned with ensuring the safety of all the people, rather than in ensuring that the proceedings of the conventions go smoothly. The concerns that are of utmost importance to the organization are security matters. The department wants to enhance the security and minimize all possible threats. The stakeholders concerns regarding the proceedings of the convention are not pertinent to the organization since they are political in nature Identify the claims that stakeholders are likely to make on the organization The stakeholders are more likely to claim that the organization provides enough security for the delegates and visitors in the convention. Their claims are legitimate because this is the initial role and responsibility of the organization. The organization will be at the forefront in ensuring that it meets these claims. Failure to do so would reflect irresponsibility and incompetence on the part of the organization. It would lessen the chances of success of the convention, and it would enhance security threats on all the people. There is also a high chance that the demonstrations from the protestors would lead to increased violence. If I do consider these claims, I will ensure that the convention is successful and that the people support other conventions in the city in the future. Identify the stakeholders that are most important to your organization All the stakeholders are pertinent to my organization, since I have to ensure that they are all protected and secure. Failure to protect any of the stakeholder, whether internal or external, would reflect badly on the organization Conduct a SWOT analysis of your organization One of the strengths of my organization is that it has enough resources, which include personnel, equipment, and the necessary tools, to handle any problem that might arise. The people at my organization have the willingness, ability, and the qualifications needed, and I do not foresee any problems in that end. One possible weakness is that my organization does not have prior experience dealing with such an event. It has not dealt with an event of such magnitude previously. The organization can exploit several opportunities. For instance, it can take advantage of the numerous security personnel that will be present during the occasion. It can learn valuable security lessons from the federal security agents. The other opportunity that the organization can exploit is to request for more security funds for the organization. The organizers of the conference can add increased funds towards ensuring the success of the convention. The possible threat facing my organization is the likelihood of a terror attack occurring. I foresee this as the major threat. Other threats include the possibility of dealing with violent protestors Determine organizational strategy The organization will use the strengths it has to ensure that it provides the topmost security to the delegates and other stakeholders. Since lack of experience is the principal weakness facing the organization, the organization will request for services from other security personnel in another state, who has had prior experience organizing the security details at such events. It will request these services some time before the convention begins, to allow enough time for the officers to train. The organization will conduct a campaign several weeks before the convention, whose main purpose will be to inform all the people of the expected behavior, and the consequences they will face if they fail to adhere to the rules. In case any of the threat occurs, the organization has informed all the institutions dealing with emergency cases, such as hospitals, to be ready for any eventualities Determine organizational policy Maximum attainment of peace during the convention Recommend specific action The organization’s education campaigns will ensure that everyone know of their roles and responsibilities during the convention. It will mobilize all the security personnel from within, and outside the city. It will enlist the services of other personnel who have had prior experience in managing the security detail at the convention. Part 2 Student sample paper 1- Renita Harris I like the way she has written the abstract, explaining the paper’s contents. I also like the way she has organized the paper, since this makes it easy to follow. She has been able to identify the possible stakeholders during the convention. Her organization’s SWOT analysis has considered all possibilities. However, I feel that she could have done more to ensure that she deals with the weakness facing the organization. I also noticed that she has used sexist language in her paper, that is the use of the word ‘man power’, which eliminates the possibility of female security personnel. Student sample paper 2- Patricia Jefferson-Shaw The use of numbers and bulleted points makes the paper easy to follow and understand. She has identified specific stakeholders, and I like her inclusion of the fire department, which will help in case of any emergencies. I agree with most of what she has written. However, she has failed to show how the stakeholders’ interests and concerns are different from those of the organization. I do not agree with her as concerns the lack of importance of some of the external stakeholders, since the organization is supposed to ensure the security of everyone present. Student sample paper 3- Deborah S. Smith I like her use of the key stakeholders’ map, which simplifies the identification of all personnel in the organization. She has included a lot of information, beginning with the organization’s role and mission. This makes the reader feel that she is part of the organization and that she understands her role well. I feel that her work would have been easy to follow had she included some headlines to show the different sections.