Performance Management and Training and Development within Royal Australian Air-Force - Case Study Example

Running Head: Critical Review Critical Review Customer’s Name: Customer’s Course Tutor’s Name September 25th, 2012 Introduction Performance management and training and development are aimed at ensuring that an organization has (at all times) employees with appropriate knowledge, skills, and experience to enable an organization achieve its goals (Hamblin, 1974). In that respect, employees’ development as well as training comes as a response to specific needs such as new-skills development, performance improvement, and acquiring new knowledge that is fundamental to organization professionalism. To engage in external and/or internal training is therefore subject to needs that (in one way or the other) are relevant to individual’s job enhancement (Yadapadithaya, 2001). The purpose of this paper is to provide an insight of performance management and training and development within Royal Australian Air-Force (RAAF), which will be done inform of a critical review. Critical review Goyne, A (2008) .It’s Lonely at the Top: Career Progression for Female Officers in the Australian Defence Force: Australian Defence Force Journal, Issue No. 177; 33-44 The author analyses the position of female employees in a defence force organization. The author claims that the number of female workers in such organization has increased for the last 20 years mostly in high and permanent positions. As the author states “RAAF has recorded the highest increase in female representation by doubling its female numbers as recorded in 1985.” The author continues to state that “in some ranks such as RAAF Flying Officer, women represent more than a quarter of the rank group.” From human resource management perspective, these are encouraging figures and reflect a sustained effort with RAAF to develop a culture more welcoming and appreciative of the contribution women can make to service life. Most of combat related employment is limited to women because they are perceived as uncompetitive despite being determined and able to match with men. The article provides us with a human resource management perspective that performance in an organization is a matter of competitiveness and determination (Obisi, 2011). The theoretical literature presented by the author raises the question about the attractiveness of the combat career for women. According to Mamoria (1995), training is a practical and vital necessity because; it enables employees to develop and rise within the organization and increase their earning power, job security and market value. A critical review of Winchester, S (2000) ACS: A Royal Australian Air Force Perspective: Air Force Journal of Logistics, 31 (3). The article highlights the main tactical strategies RAAF adapts based on the recent operational experiences. In addition, the author looks at the procedure of training and exercise with in Royal Australian Air-Force. Finally, the article summarizes the interoperability issues between United States Air Force (USAF) and RAAF. As the author pens, any air base requires a safe, effective and secure environment in order to operate optimum. According to Winchester (2000) training within RAAF is of paramount importance to ensure that the employees work in the required environment as well as yield the required results. As a highly ranked defence unit, RAAF senior managers have a responsibility for policies making and implementation as well as participation in development of training and development strategies. Moreover, they are involved in evaluation and monitoring training and development processes (Hackman & Oldham, 1976). The managers have understood that training and development is an integral part of what is needed to undertake the long-term goals of the organization. Training is important as it provide employees with opportunities to face and accept greater challenges, increase performance, raise employees’ self-confidence and commitment, and bring about the desired change that is used to solve problems (Paauwe, 2004). In conclusion, RAAF management is sensitive to many performance management issues more so because of the nature of work undertaken. To perform effectively and efficiently, they have adapted training as a continuous process within and out-side the air-base. For example, every employee working for RAAF has to undertake a six month training program where basic knowledge about the organization is acquired. Finally, during the working period; training is done at departmental levels to ensure high performance standards are maintained (Warr, 1969). Jones, L., Murray, D & McGavin (2000) .Improving the Development and Use of Human Resources in the Australian Defence Force: Key Concepts for Strategic Management: Australian Defence Force Journal, No. 142; 11-20 The article applies the concepts of internal labour markets and human resource development to propose a framework for policy analysis and decision making on the strategic management of human resources within RAAF. The article is divided into three parts; nevertheless, a close look at the article amplifies the application of an internal labour market framework of the current challenges faced by strategic human resource management in the Australian army. It is evident from the article that strategic HRM calls for decisions to be made about the structure and development of organization HR which will see optimizing value of the employees in an organization (Wright & McMahan, 1992). In a broader perspective, HRM in an organization is responsible for quality and quantity of its “people assets.” In addition, managers are faced with a challenge to determine if the benefits accrued from developing a particular HR provide an adequate return on HR development costs (Dyer & Reeves, 1995). As Arnoff (1971) points out, development and training stand-in the initiative and creativity of employee and help to prevent human labour uselessness. From these we summarize that training and development are the bottom line implications of any organization performance Conclusion Spriegel (1977) agrees that training and development are the corner-stone of sound management, for it makes employees productive and effective. As observed, managers in organization must realize that development and training strategies they adopt in improving the performance of their employees impact on the culture of the firm and consequently it long-term performance (Huselid, 1995). Most researches conducted recently on the performance management and training development reveal that; the most successful organizations are those that have implemented training to its employees. Thus, managers should realize that it is only through training that organization performance can improve. This is because it motivates employees psychologically and makes them to serve the interests of the firm as if they own it. References Arnoff, J. (1971) Achievement Motivations Training and Executives advancement, Journal of Applied Science New York Vol. 7(1) Dyer, L., & Reeves, T (1995) .HR strategies and firm performance: What do we know and where do we need to go? International Journal of Human Resource Management, 6: 656-670 Goyne, A (2008) .It’s Lonely at the Top: Career Progression for Female Officers in the Australian Defence Force: Australian Defence Force Journal, 177; 33-44 Hackman, J & Oldham, G (1976) ‘.Motivation through the design of work: Test of a theory’, Organizational Behaviour and Human Performance, 16; 250–79 Hamblin, A (1974) .Evaluation and Control of Training, McGraw Hill Huselid, M (1995) .The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635-672 Jones, L., Murray, D & McGavin (2000) .Improving the Development and Use of Human Resources in the Australian Defence Force: Key Concepts for Strategic Management: Australian Defence Force Journal, No. 142; 11-20 Mamoria, C (1995) .Personnel Management, Himalaya Publishing House New Delhi Obisi, C (2011) .Employee Training and Development in Nigerian Organizations: Some Observations and Agenda for Research, Australian Journal of Business and Management Research, 1(9); 82-91 Paauwe, J (2004) .HRM and Performance, Achieving Long Term Viability, Oxford: Oxford University Press Spriegel et al (1977) .Personnel Management: Principles, practices and point of View. Tata McGraw-Hill Publishing Company Ltd. New Delhi, Sixth Edition. Steinmetz, Lawrence (1969) Unrecognized Enigna of Executive Development, "Management of Personnel, New York Vol. (8) 5" Warr, P (1969) .Evaluating Management Training: Journal of the Institute of Personnel Management Winchester, S (2000) ACS: A Royal Australian Air Force Perspective: Air Force Journal of Logistics, 31 (3). Wright, P & McMahan, G (1992) .Theoretical perspectives for strategic human resource Management, Journal of Management, 18: 295-320 Yadapadithaya, P (2001) .Evaluating Corporate Training and Development: An Indian Experience: International Journal of Training and Development; 5:4 Read More