| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "IMPLEMENTING EMPLOYEE LEARNING": |
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Implementing Employee Learning, 2002.
This paper reviews the article "Empowering Employees Through Training" by Jerry Fireman, which recommends that companies utilize e-learning as a method of providing employee training.
1,735 words (approx. 6.9 pages), 1 source, MLA, AU$ 82.95
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Abstract
This paper discusses the above article which recognizes that the pace of new developments, especially technological, requires employees to constantly develop their skills. The paper points out that cost can be a problem, especially the cost of the employee's time. The author feels that for the program to be effective, the individual characteristics of the organization need to be taken into account.
From the Paper
"The first good point made is that e-learning can be tailored to the organizations needs. The area that staff are trained in does not depend on the curriculum of a local college. Instead, the organization can determine what it wants employees to learn and how long it should take. The organization is not governed by class times. Instead, the organization can set any time for learning. This allows flexibility in both the time required and the content delivered. With this ability to tailor the material, the organization can make the best use of training time. Efficiency is important in all aspects of business, including training. E-learning makes training efficient by allowing the organization to train employees in the areas that are most important. As well as that, the flexibility means training time can be scheduled as it best suits the organization."
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Regular Employees vs. Temporary Employees, 2002.
An analysis and examination of the multitude of issues concerning the hiring of regular employees rather than temporary employees.
660 words (approx. 2.6 pages), 3 sources, MLA, AU$ 34.95
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Abstract
This paper analyzes the issues surrounding an employer's decision to hire regular rather than temporary employees. It discusses policy issues involving regular employees and temporary employees such as benefits, compensation, discharge, discipline, and overtime pay. The paper concludes with suggestions for eliminating or reducing the stark contrasts between regular employees and temporary employees.
From the Paper
"Overtime pay is another area where there is a divergence between regular employees and temporary employees. As mentioned above, regular employees are generally salaried, i.e., they work a set number of hours and receive a fixed income each month. Temporary employees are generally paid hourly and their hours of employment may vary, resulting in a variable income each month. In terms of overtime pay, regular employees who are salaried do not receive overtime pay regardless of how many hours per week they work. Regular employees who are not salaried, like temporary employees, receive overtime pay (time and one-half) for each hour over 8 hours per day and for each hour over 40 hours per week."
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Employee Performance Management Software, 2007.
This paper discusses the implementation of an employee performance management software system.
876 words (approx. 3.5 pages), 5 sources, MLA, AU$ 46.95
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Abstract
In this report, the writer defines the assumptions and risks associated with implementing an employee performance management software application from a third party software vendor. The writer looks at the the technological assumptions and also the aspects that deal with changing how people do their jobs in response to the system providing more information and measures of performance than have been available in the past. The writer then discusses the issue of risks and the security of data. This paper includes an additional source copy.
Outline:
Executive Summary
Clarifying Assumptions
Assessment of Risks
From the Paper
"Given the highly confidential nature of the employee and managerial data, its is critical for the employee performance management software application have a high level of security associated with it. Starting with the databases, the specific application(s) chosen in this area need to support record locking and write-one verification, which is part of any database being ACID-compliant. Simply put, these are databases that have assurance of atomicity, consistency, isolation of data, and durability, hence the acronym ACID-compliant."
"While ACID-complaint databases greatly enhances the security of the data, and safeguards them from being destroyed or compromised, another risk is that of an audit. For every publicly-held company in the U.S., the need to have systems and databases that are complaint with Sarbanes-Oxley Act is also critical. The risk of non-compliance in terms of human resources records can be quite expensive for any company to resolve."
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Employee Relation Plans, 2004.
An overview of the implementation and objectives of employee relation plans.
1,361 words (approx. 5.4 pages), 5 sources, MLA, AU$ 66.95
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Abstract
This paper examines how, in general, employee relation plans define the policy through which management officials along with the employee relations staff are expected to follow and the actions they are expected to take for ensuring the correct performance or resolve conduct problems among the employees. In particular, it looks at how one of the biggest problems of today is regarding harassing, violent, and/or threatening behavior in the work environment.
From the Paper
"These programs have not evolved just a few years back, and one of the oldest organizations in the field is The California Employee Relations Program which started in 1969 and this was in response to requests from management and labor representatives for help in dealing with the difficult problems connected in the relations of public sector employment. The initial attraction was due to the passing of employee relations statute by a local government. This then led to more bargaining laws which covered public schools, state and higher education employees. This led to the formation of a state agency for administration of the laws."
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Employee Discipline and the Decision-Making Process, 2002.
A look at modern day decision-making theories and their implementation on employee discipline problems.
2,911 words (approx. 11.6 pages), 11 sources, MLA, AU$ 126.95
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Abstract
One of the toughest decisions business managers must make is the issue of discipline. When an employee breaks the rules or acts in a way that could be dangerous to others or effect the productivity of the group, the manager must decide what course of action is best for everyone. This paper examines a scenario in which a situation involving an employee requires disciplinary action. The paper explores the possible solutions to the situation in regards to modern decision-making theory and research, such as the Classical and Administrative Models, and the involvement of the group in the decision-making process.
From the Paper
"There are several advantages to group decision formats. There is a broader base of opinions from which to form the definition of the problem. There are also more facts and alternatives to be evaluated. By participating, group members will be more likely o support the decision made, even if they do not completely agree. Open discussion can also clarify points that may not be clear and helps reduce uncertainty about alternatives.
There are also several disadvantages to group decision making. The first is that this process can be time-consuming and this may lead to wasted resources. There may be difficulty reaching a consensus as to the best alternative. Participants may not wish to have them seen as outcasts. The desire to please other members of the groups may cause some members to express the expected answers, and not necessarily express their true opinions. Responsibilities may not be clearly defined, as is a must for an effective decision making process."
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Organizational Learning, 2007.
This paper discusses the implementation of organizational learning, making use of a case study of the Alyeska pipeline system.
785 words (approx. 3.1 pages), 3 sources, MLA, AU$ 40.95
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Abstract
In this article, the writer presents an examination of organizational learning and its implementation. Using a short case study of the Trans-Alaska pipeline system, the writer explores how the Alyeska Pipeline Service company uses organizational learning to train its 1,800 employees over an 800 mile geographic area. The writer explains that organizational learning begins with individual learning and doing something, reflecting on the consequences of that action, allowing that reflection to influence the next action, reflecting on that and repeating it until the tasks are mastered. The writer concludes that organizational learning incorporates the multiple learning style theory, as it provides several different approaches to cement the same concepts and skills for the individuals of the training group.
Outline:
Introduction
Case Study
Conclusion
References
From the Paper
"For many years company training involved the use of a company manual that often provided a different set of guidelines than were actually used on the floor. In addition the guidelines that did pertain to the employee's job duties were often unclear and ambiguous in nature leaving the employee unsure of what he or she was expected to do."
"Organizational learning begins with individual learning and doing something, reflecting on the consequences of that action, allowing that reflection to influence the next action, reflecting on that and repeating it until the tasks are mastered. Individuals often learn new concepts or tasks using these steps. Organizational learning simply takes it a step further and has individuals go through the same steps but in a group setting. Collectively the group members reflect and act together and the entire group learns the new concept or task."
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Employee Discipline, 2002.
A discussion of the advantages and disadvantages of employee discipline.
801 words (approx. 3.2 pages), 5 sources, MLA, AU$ 41.95
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Abstract
This paper examines how employee discipline in the government sector, particularly in the field of law enforcement, requires careful management and facilitation by its employers. Employee discipline is usually implemented whenever there is an occurrence of misconduct among the employees of an organization, be it in the business or government sector. It looks at how progressive employee discipline is identified as the most popular and common method of monitoring and implementing employee discipline and how it is a good way of motivating employees to perform their best not only because they are under evaluation, but because they are determined to perform their best in order to contribute positively to the progress and development that the employee belongs to.
From the Paper
"Progressive discipline may be the most popular and often used method of employee discipline, but this does not mean that progressive discipline will not be susceptible to any disadvantages. One of the disadvantages of progressive discipline is that it is time-consuming, exhaustive, and expensive to conduct. The everyday monitoring of employee performance requires a lot of time, money, and effort to conduct. There is also the problem of assigning a reliable conductor of the progressive discipline process. If the employer himself will conduct the implementation of this method of employee discipline, it will require a lot of time for the employer, especially since progressive discipline monitoring is demanding in time and effort. Another disadvantage of progressive employee discipline is that reliability of employee performance is low; the conductor cannot be sure if the results of these monitoring programs will yield a reliable result since employees tend to perform their best whenever the employer is around or the employee has prior knowledge of the monitoring to be conducted. "
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Alyeska and Organizational Learning, 2007.
This paper discusses how Alyeska Pipeline fosters individual and organizational learning.
750 words (approx. 3.0 pages), 3 sources, MLA, AU$ 38.95
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Abstract
In this article, the writer reports that by implementing state of the art learning management systems, the Alyeska Pipeline organization has been able to overcome the challenge of a geographically diverse employee base and a hyper-regulated industry. The writer maintains that organizational learning and individual learning have become critical factors to the success of organizations in every industry. The writer concludes that by implementing learning as part of the organizational strategy, Alyeska has been able to not only meet the challenging demands of a hyper-regulated industry, but has also been able to overcome the challenge of a geographically diverse employee base.
Outline:
Introduction
Alyeska Pipeline
Learning at Alyeska
Conclusion
References
From the Paper
"It is through individual and organizational learning that Alyeska has been able to become so successful over the course of the last three decades, despite the disadvantages of having a geographically diverse workforce, in a demanding industry. By utilizing learning management systems, Alyeska has been able to ensure that their employees receive the right training at the right time, by utilizing technology to implement government-mandated training."
"Learning at Alyeska:
Given the dispersed nature of the Alyeska workforce, the organization faces certain challenges when it comes to both individual and organizational learning. These challenges are compounded by the fact that the TAPS are the most heavily regulated pipelines in the world. The Department of Transportation, the Bureau of Land Management, and the Alaska Department of Natural Resources are only a few of the agencies involved in their regulation. For this reason, ensuring all employees are up to date on regulatory mandated training is imperative."
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E-Learning Research Proposal, 2007.
A report that explores the benefits of e-learning for Avionics Solutions' current and prospective employees.
1,060 words (approx. 4.2 pages), 7 sources, MLA, AU$ 54.95
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Abstract
The paper illustrates the many advantages to the implementation of e-learning at Avionics Solutions. The paper reveals the conclusive evidence that e-learning will not only improve the skills of existing employees, but it will serve as a retention tool for employees and it will attract qualified candidates as employees. The paper shows how it will boost overall morale and will provide an impressive return on investment in terms of process improvement, capacity increases and cost reduction. The paper concludes that by following the recommendations and guidelines presented herein, Avionics Solutions' employees will be able to harness the latest technology and innovations to improve their lives and make more substantial contributions to the organization as a whole.
Outline:
Letter of Transmittal
Executive Summary
Overview and Validity of E-Learning
Recommendations
From the Paper
"E-learning involves the use of computer, and in some cases Internet technology to provide education (E-Learning, 2001). While many people believe that e-learning can only be accomplished online, it can be done with specialized software and the like because of the advancement of software technology over the past several years. This is very attractive, especially in a company like Avionics, as e-learning can be promoted and utilized online or not, giving flexibility in the delivery method."
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Enhancing Employee Motivation Through Incentive Programs, 2006.
An analysis of how to increase employee motivation by means of incentive programs.
795 words (approx. 3.2 pages), 2 sources, MLA, AU$ 41.95
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Abstract
This paper recommends a change to an employee incentive system in order to inspire greater motivation among employees. According to the paper, the current incentive system includes use of an annual performance appraisal to reward employees financially for performing above expected levels of performance. The change this paper suggests, is the implementation of an employee suggestion system.
Contents:
Purpose
Background
Analysis of Current System
Alternatives To Current System
Recommendations
From the Paper
"Drillings & O'Neil (1994) confirm that many motivational variables including "effort, anxiety and curiosity" contribute to performance at all levels within the organization. These variables can influence the "rate and ease with which individuals acquire new competencies" and can also discern the likelihood that effective learning will occur within the organization (Drillings & O'Neil, 2). Most individuals working within the organizational context have a predisposition toward different motivational cues. Thus not everyone will respond the same to a compensatory rewards program vs. a rewards program whose intent is to create more intrinsic motivation. "
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Employee Morale in Corporate America, 2005.
An analysis of the importance of employee morale and how critical it is to the success of a company.
6,001 words (approx. 24.0 pages), 13 sources, MLA, AU$ 207.95
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Abstract
The purpose of this report is to educate upper-level management and line managers on the importance of employee morale. It first discusses what morale is and its significance in the corporate structure. Then it addresses who is affected by low morale and how. It also explains the high costs related to low employee morale, the critical role managers play in morale, signs of deteriorating employee morale, and techniques for improving morale. In the concluding pages, a proposal is presented on how upper-level management within corporate America can help improve morale. Some of the solutions include transformational training for managers, employee empowerment, improved ties between reward and performance, and improvements on basic employee practices, all of which can be implemented using a 7-step morale-boosting program described in the recommendations section of this paper.
Outline
Overview: Report
Introduction: Employee Morale Problem
Background: Corporate America's Morale Problem
What is Morale?
Significance of Employee Morale
Deteriorating Employee Morale
Case Studies
Recommendations: Ideas for Improving Employee Morale
Techniques for Improving Morale
Action Plan
Tying it All Together
Conclusion
From the Paper
"A great way to help upper-level management discover employee problems is through an employee satisfaction survey. A well-orchestrated employee survey can lead to high return rates and help uncover hidden many workplace problems. However in order to receive helpful information from these surveys they must: (1) establish clear goals and objectives, (2) ask the right questions the right way, (3) collect data the right way at the right time, and (4) ensure confidentiality. The most important thing is that management must take clear follow-up actions. After reviewing and collecting the data have a group meeting informing the employees on the findings of the survey, how management intents to go about addressing the issues, ask for feedback, and implement the necessary changes."
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Employee Turnover, 2007.
This paper looks at direct and indirect costs associated with employee turnover.
1,639 words (approx. 6.6 pages), 7 sources, MLA, AU$ 78.95
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Abstract
In this article, the writer researches and examines the effects of employee turnover on an organization, including the costs in terms of financial aspects as well as costs associated with customer retention. It is clear that employee turnover is very costly to organizations and as noted in the introduction of this study employee turnover rates are as high as 23.4% in some industries, which demonstrates a very large financial cost to these organizations. As demonstrated by this report, the costs associated with employee turnover are costs both of the direct and indirect nature. The writer concludes that there are methods of avoiding employee turnover which are briefly touched upon within the scope of this present research. The writer further concludes that there are methods that hold promise for the organization in the reduction of employee turnover and the costs in terms of finance and productivity that the organization suffers due to employee turnover.
Outline:
Objective
Introduction
Costs Associated with Employee Turnover
Causes of Employee Turnover
Comprehensive Cost Calculation
Calculation of Losses Associated with Employee Turnover
Strategies for Avoiding Employee Turnover
Summary and Conclusion
From the Paper
"The employee will likely only contribute at a 25% level of productivity for the first few weeks therefore; the organization must calculate 75% of the employee's salary for at least two to four weeks of their new employment. During weeks, five through twelve the employee will likely contribute at a 50% level of productivity requiring the organization calculate 50% of the individual's salary for that period. During the thirteenth through the twentieth week, the employee will likely contribute at a 75% level of productivity requiring the organization to calculate 25% of the individual's salary for that period."
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Organizational Learning Orientation, 2007.
This paper investigates the correlation between corporate learning orientation and profit.
2,228 words (approx. 8.9 pages), 2 sources, MLA, AU$ 101.95
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Abstract
In this article, the writer notes that it has long been known that corporations with a positive learning orientation develop the knowledge contained within their organization better than others, and that their employees have generally more satisfaction in their jobs. The writer points out that many companies, such as HP and Dell, have leveraged organizational learning to create measurable profit. The writer maintains that what is not known, generally, is how well different learning orientations translate to the bottom line. The writer claims that it is important to discover this relationship, because organizations have choices to make concerning the learning orientation they will adopt, and should be given some guidance as to the estimated return on investment for each learning orientation. This research project is directed towards discovering this relationship between organizational learning orientation and corporate profit.
Outline:
Introduction
Organizational learning: Learning orientation
From the Paper
"In order to investigate the correlation between learning orientation and the bottom line, we must first define learning and then identify and define the various learning orientations of corporate organizations. By amalgamating the various theories of learning with a functionalist approach, we can simplify it and define it as acquired knowledge, both domain and procedural, which is applicable to solving current problems and transferable to future problems of the same or different types. In other words, we learn when we acquire information in human usable form (knowledge) which can be used to solve a current problem, or be applied to future problems, or when we become able to initiate a particular set of actions to resolve a current problem or future problems."
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Employee Retirement Income Security Act, 2006.
A report looking at the Employee Retirement Income Security Act, which was enacted in order to provide for employee benefits and pensions at the point of employee retirement in a federal program.
1,741 words (approx. 7.0 pages), 5 sources, APA, AU$ 82.95
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Abstract
This report looks at the Employee Retirement Income Security Act (ERISA) in terms of what the benefits and drawbacks of the program are in the current political and economic environment, as well as making specific recommendations about what seems to be working as a result of ERISA and what may need to be changed in the act to make it more contemporary. The report also looks at a rationale for change in the context of ERISA and related programs, including both retirement pension programs and healthcare programs.
From the Paper
"Overall, ERISA in the existing literature seems to be more beneficial than derogatory for society and employees, although there are plenty of critics of the act in the existing literature including those who state that ERISA is unfair or that it has led to or contributed to, directly or indirectly, corporate abuses of power such as the relatively recent Enron scandal. Overall however the benefits of the program are also strong in the existing literature because it is essentially an act with an overriding positive message: protection for the worker. In part the act was created to guarantee that "The men and women of our labor force will have much more clearly defined rights to pension funds and greater assurances that retirement dollars will be there when they are needed."1 In many ways President Ford was prescient: many of ERISA's reforms have improved the retirement security of American workers, particularly in the areas of vesting,2 plan funding,3 and insurance protection for defined benefit plans" (Stein, 2002). These benefits show forward progress associated with the act because they give the worker greater independence and financial power by safeguarding the rights of the worker at retirement."
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Employee Communication, 2008.
A discussion of employee communication and how the communication delivery method impacts employee satisfaction.
2,985 words (approx. 11.9 pages), 15 sources, APA, AU$ 128.95
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Abstract
This paper examines the issue of employee communication. It points out that research in areas of employee communication suggests that successful communication strategies must include a decisive effort to connect management's vision with employees at every level. The paper shows that differences in centralized versus decentralized communication strategies can often result in mixed messaging to key constituents, which can have a sustained impact on reputation. Delivery methods and issues of inconsistency can also be measured in terms of overall employee satisfaction. The paper concludes that, since employee satisfaction is essential to reduced levels of burnout and employee attrition, the need to balance delivery methods, between face time and electronic or paper communications is essential for good management.
Contents:
Introduction
Communicating Vision
Delivery Methods
Consistency vs. Inconsistency
Working Models
Non-Working Models
Conclusion
From the Paper
"Each level of an organization requires support from above and below to function. A critical aspect of this support is communication. Communication in general determines the standard by which individuals see the vision of the organization and the vision of each functional team within it. Communication must occur at every level, to ensure that all agent views are seen as essential to the whole of the process vision. The communication of changing vision is particularly important as organizations are increasingly involved in transitional cultures, that can and often do change the traditional models of vision that employees have been working toward for some time."
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Employee Morale at Canyon Springs, 2005.
Research paper how employee moral can be improved for Canyon Spring's employees, in an effort to foster a positive work environment.
973 words (approx. 3.9 pages), 3 sources, APA, AU$ 50.95
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Abstract
This research paper presents an examination of employee morale at Canyon Springs. Specifically, the researcher proposes an attempt to discern whether the creation of a positive work environment and increased employee morale is possible via implementation of a Treatment of People Program. Via use of a survey questionnaire, interviews and a thorough examination of the literature available on the subject of employee morale, the author draws conclusions related to the factors influencing employee morale, and proposes a solution for creation of a positive work environment at Canyon Springs.
Table of Contents
Abstract
Introduction
Background to the Problem
Proposal
Method
Conclusion
Appendix I
References/Resources
From the Paper
"The researcher proposes that implementation of a Treatment of People Program will help stimulate employee morale and foster a positive work environment. Studies suggest that to boost employee morale employers must rely on methods other than compensation, designed to pay specific attention to unique employee needs, wants and desires (Bryson, 2001). In today's competitive marketplace, it is more important than ever that employers take time to survey employee needs and develop morale boosting initiatives to ensure the long term success of an organization over time."
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