Resources Management Training - Research Proposal Example

Topic: Human Resources Management: The Role of Training, Development, & Career Planning in Improving Productivity & Quality of Work Life Purpose of the paper The purpose of this paper is to discuss and analyze the role of training, development, & career planning in improving productivity & quality of work life. 2. Scope (includes what to talk and what to not talk about) Although this study aims to understand the role of training, development, & career planning in improving productivity & quality of work life, our emphasis is on the effect of training in improving productivity in the work place. We will only talk about the effects of training on the restaurant business (Dennys Restaurant) as used in this case. Application to other forms of business is not discussed here. 3. Limitations (Why is it important and include limitations) Due to wide possibilities of different environments that could yield results, this paper focuses on the effect of training to productivity in the case of a restaurant business (Dennys Restaurant) which was resolved by a lawsuit to train its middle managers and employees. 4. Introduction (what is the topic about) To attain purpose of this paper, that is, to discuss and analyze the role of training, development, & career planning in improving productivity & quality of work life, this paper has chosen the topic of using experience of an actual restaurant business. Man is created to work and for many kinds of work serves a wide array of purpose including provision for economic needs and maintaining the psychological well-being of people. Since training and development, development and career planning are factors within the control of employers, the latter are in a better position to provide training and development to its employees. It is thus posited that training and development of employees are significant interventions that could promoted productivity and quality of work life as a result. To prove whether there is truth to this is the subject of this paper 5. Literature 5.1 One’s work has a direct relationship to over all quality of life The relationship of training and development in work productivity and quality of work life seems not difficult to accept since work without expertise and mastery or work may just turn out as a ‘compelled’ existence to put it in an exaggerated mode. A big part of man’s or woman’s life every day is spent in the work place and works have occupied a very significant part of everybody’s life. Donaldson, S. and Bligh, M, (n.d.) may have agreed when they said, “the nature of one’s work often imposes a schedule and structure on one’s life, establishes patterns of social interaction, dictates economic status and well-being, provides others with a means of judging one’s status and personal worth, and consequently becomes a major determinant of healthful adjustment and overall quality of life (Donaldson & Weiss, 1998). These conditions present psychologists with an array of settings to use psychological science to promote human welfare.” 5. 2. Use of psychological science to improve quality of work life, human performance and productivity, and organizational effectiveness Science has penetrated many fields of human endeavor that may help people in their desire to be happy even in their places of work. In discussing theory, research, and application, Donaldson, S. and Bligh, M, (n.d.) revealed the reality that the behavioral scientists have a long history and impressive track record of using psychological science to improve quality of work life, human performance and productivity, and organizational effectiveness.” They traced this reality from Frederick Taylor’s early efforts developing principles for maximizing human efficiency at work, to Elton Mayo’s research at the Western Electric Company illustrating the impact of social factors at work, to the selection and training of Army recruits during World Wars I and II, to the group dynamics, team building, and organization development work of Kurt Lewin, the relevance of applying psychological principles and research to improve quality of work life and organizational effectiveness has been well established (see Cummings & Worley, 2005; Landy & Conte, 2005; Riggio, 2003) (Paraphrasing made). 5.3 What does theory, empirical research, tell about issues faced by workers and work organizations in the 21st century? Donaldson, S. and Bligh, M, (n.d.) suggested a common framework that can be used to begin to understand psychological issues at work by examining theory, empirical research, and applications across pressing and popular topics facing workers and work organizations in the 21st century. They observed that behavioral scientists typically build theories of organizational behavior based on systematic research findings (utilizing both quantitative and qualitative research) and on grounded observations of various types of work and organizational behavior. They observed tat theories supported by sound empirical research are often applied to the development of programs, policies, or change interventions. These organizational development interventions frequently focus on the dual purposes of improving the quality of work life and organizational effectiveness (Cummings & Worley, 2005; Donaldson, 2004) and they believed theory-driven and research-based human resource and organizational improvement efforts can be evaluated using state-of-the-art evaluation science approaches, and evaluation findings can be used to continually improve and institutionalize these positive change efforts (Paraphrasing made). Donaldson, S. and Bligh, M, (n.d.) (Paraphrasing made). Adopting a part of the framework suggested by Donaldson, S. and Bligh, M, (n.d.), the following sections will try find out find out and prove said psychological issued at work. 6. Problems (identify the problems, and include independent and dependent variables) Is there really a relationship between training with productivity and quality of life? To prove this we will assign productivity as the dependent variable while training as the independent variable. We will use the case of Denny’s Restaurant which was recovering from a litigation disaster to test the test the proposition or thesis that training affects productivity. It is believed that this special circumstance of the entity would make it an interesting topic for investigation. Bendick, M. et. al (2001) described the case facts as follows: “Advantica Restaurant Group, Inc. is not a widely recognized name, despite the companys $2.6 billion in annual revenues and 65,000 employees. Far better known are the 2,500 fast-food and moderately priced restaurants the company owns, operates or franchises as Dennys, Quincys, El Pollo Loco, Cocos, Carrows, and Hardees. Started in 1961 with a single hamburger stand, the firm evolved through multiple mergers, bankruptcies, and reorganizations to become the fourth largest food service firm in the United States. Every day, Advantica serves meals to nearly two million customers.” The authors further said, “On April 1, 1993, those customers did not include six African-American Secret Service agents who waited for breakfast at a Dennys while their fellow white agents were served ahead of them. Multiple lawsuits triggered by this nationally publicized incident alleged systematic discrimination against African-American customers and a nationwide consumer boycott seemed imminent. Further investigation revealed a firm with all-white management, virtually no minority suppliers, and an environment in which racial epithets were common. Fortune characterized Dennys during this period as "a shameful model of entrenched prejudice" and "one of Americas most racist companies" (Rice, 1996, p. 1).” A lawsuit was inevitable and it therefore came to pass and to settle the same, Advantica accepted court supervision of Dennys for seven years, distributed $54 million to compensate African-American customers, expanded the number of minority restaurant managers and franchises, and publicized a toll-free telephone line for customer complaints. Simultaneously, there was also pressure coming from “corporate raider" Kohlberg Kravis Roberts, which installed a new Chief Executive Officer, James Adamson, with a mandate to improve company performance dramatically. Adamson, with the goal of breaking discrimination and a legacy of provincial, lethargic management (Adamson, 2000) replaced 11 of the 12 most senior executives, recruiting replacements with industry experience but no previous ties to Advantica and including women and people of colour (Paraphrasing made). Retraining, not replacements were applied officers lower than senior executives, which several thousand managers and assistant managers operating restaurants across the country. The company patterned what was happening in their counterparts throughout the lower-priced food service industry, where these managers typically had risen through experience with the company and internal training since these managers may have developed loyalty to the firm and comfort with its corporate culture. But because of the need to eliminate attitudes and practices that were formerly part of that old before the purchase, retraining was a requirement (Bendick, et. al., 2001) (Paraphrasing made). Bendick, et. al. (2001) said that the mandated training of all Dennys managers below senior management and employees as part of the litigation settlement was actually preceded Advantica’s having initiated a "Mission 2000" to develop commonalities among its largely independent restaurant chains, and to establish the firm as an "employer of choice," and make customer service as important as hygienic food handling, hence the purchase or takeover was a positive aspect have so shaken the company, since management realized that the suit had created a "teachable moment" for their people and the company believed that it was making longer-term improvements in training (Paraphrasing made). In next section we will try to find out what happen in the implementation of the training, whether such had improved productivity and quality of work life for people. 7. Discussion To find the relationship between training and improved productivity we will have to cite proofs. Since, we are discussing the result of a research that was conducted by Bendick, et. al. (2001) involving Dennys Restaurants, which was recovering from a litigation disaster, we will need to see first how training was implemented. Advantica engaged the services of consultants, to implement the training with the process started in 1992 but with a short-lived internal diversity committee and employee focus groups. An anthropology professor developed a self-study course on diversity for new managers in some of the company’s chains and a charismatic speaker was brought in for short, awareness-focused presentations, entitled "Harness the Rainbow," to senior executives and franchises. As part of training during 1994, a for profit training vendor delivered one-day diversity awareness workshops to 4,000 employees, including all restaurant managers and assistant managers in Dennys and El Polo Loco. The training was generally received politely yet feedback suggested that trainees preferred an approach that would move beyond awareness to discuss behavior. With the feedback and the trainees denigrating the trainers lack of background in the restaurant industry and classroom exercises not set in restaurants, management in response redesigned subsequent training to use company internal staff which resulted to a racially mixed group of 75 employees selected as training leaders. Each of the leaders received six days of training on diversity, interpersonal sensitivity, and training methods from three different consulting firms and these employees then led one-day training sessions around the company, under titles such as "We Can.” Bendick, et. al. (2001) (Paraphrasing made). Bendick, et. al., (2001) further said, “The focus of this training is treatment of customers, rather than employees, although the two often intertwine. Sessions are keynoted by a videotape in which the CEO endorses the training. The "business case" for diversity is given prominence, highlighting the purchasing power of different ethnic groups. Anti-discrimination laws are discussed, as is material on customer service adapted from other company training. Examples of problematic incidents are presented on videotape, some reproducing incidents alleged in the litigation, and practical behavioral responses for handling these situations ("scripts" of what to say, "decision trees" concerning what actions to take) are practiced in role-playing exercises.” (Bendick, et. al., 2001) (Paraphrasing made). What was the effect of the training? Advantica remained still with many problems and the leveraged buyout still burdened the firm with more than $1 billion in debt, and the cash required to service it limits the resources available for training and other new initiatives. Although the process of culture change remains incomplete, the "inexorable zero" representation of protected groups in positions of authority has been dramatically altered, with racial/ethnic minorities now 26 percent of Dennys managerial employees. Even Fortune, which had previously called Dennys one of the countrys most racist companies, has described the company as "a model of multicultural sensitivity" (Rice, 1996, p. 1). It was noted thought that in terms of rapid change starting from an unfortunate situation, it is certainly so, and diversity training in the organization development style deserves an important part of the credit. .” (Bendick, et. al., 2001) (Paraphrasing made). Diversity Trainings Perceived Impacts Bendick, et. al. (2001) admitted the impressive initiatives such as those shown by Dennys Restaurant but they were cautious to say the results do not conclusively demonstrate that such efforts have substantial benefits either for employers or their employees. But they stated basing on their survey that it had provided evidence of the impact of diversity training, although it is based on perceptions rather than objective, independent measurement. In the survey they asked respondents to estimate the impact of their diversity training work, on a scale from -2 (large negative effect) to +2 (large positive effect) and their responses as summarized in Exhibit 6 (See Appendix A), claim positive but modest effects; the bottom row of Exhibit 6 reports that, across the 10 topics on which respondents were asked to estimate trainings effects, the average response was 1.2 (a small positive effect) and the modal response was 1 (a small positive effect) (Bendick, et. al., 2001) (Paraphrasing made). Respondents estimated that trainings largest effect was on trainees awareness of diversity issues, with a score of 1.6 -- the only subject on which the modal response was 2, a large positive effect. Changes in trainees attitudes and behavior or the client organizations personnel practices and corporate culture -- responses averaged 1.3, with a mode of 1 (small positive). As enhanced productivity (an average score of 1.1) and expanded employment opportunities for protected groups (an average score of .8). Bendick, et. al. (2001) (Paraphrasing made). What do this figure mean? Although admitted possessing subjectivity, the respondents who were part of training responded positively as to the effects of training in productivity. It could be further argued that since the apparently largest impact is on awareness of diversity issues, it could that such awareness may have something to do with the qualify of work life. Part of results also said that the proportion of respondents who estimated that their efforts had negative effects is virtually zero except for every subject except for the morale of white males, where 14.1 percent estimated a small negative effect. This is understandable since the white males are basically the group that will get affected as a result of training (Bendick, et. al., 2001) (Paraphrasing made). What made more significant proving the effects of training is when Bendick, et. al. (2001) they said, “The final two columns of Exhibit 6 illustrate that, as diversity trainers perceive it, the organization development approach is associated with more positive effects than other versions of diversity training. According to the exhibit, on all 10 dimensions of impact examined, respondents conforming to the organization development model rated their effectiveness higher than their non-organization-development counterparts rated their own efforts. The difference averaged .23 points, with a range from .07 (for increasing trainee awareness) to .48 (for improving the morale of white males). Three differences, including that for the average of the 10 dimensions, were statistically significant.” 8. Conclusion There is basis to conclude training and development as has more than neutral effect in improving productivity & quality of work life of people as may be learned from the case of Denny’s Restaurant. Based analysis made involving the case of Denny’s we have seen a relation although not substantial as the authors admitted the effects of diversity training is based on perceived benefits rather than impacts rigorously and independently measured, and because these perceptions may be subject to distortion, hence they said that these results must be considered suggestive rather than definitive. There is therefore basis to agree with Bendick, et. al. (2001) to have rigorous proof of effectiveness, there is needed to have a more controlled experiment as a more objective way of measuring the validity of the proposition. There is also basis to concur with Donaldson, S. and Bligh, M, (n.d.), when they said that applications of positive psychological science now offer great promise for enhancing quality of work life and organizational effectiveness across a wide range of diverse work and organizational settings and that career opportunities as change agents promoting human welfare are plentiful and rapidly expanding.” 9. Recommendations Companies when they started their operations, have their mission and visions to fulfill and they as a result to sustain their existence. The best way of ensuring corporate existence is making it sure that its stakeholders are satisfied. Included in these stakeholders are the employees who must continue to have improved productivity & quality of work life if they are to stay with the company. Hence with company’s management knowing the relation of training, development, & career planning as having a role to play in improving productivity & quality of work life, they are in the best position to take advantage of this knowledge to ensure continuity of their business. Appendix A –Exhibit 6 EXHIBIT 6 Training Providers Perceptions of the Effects of Diversity Training + Trainings Effect on Mean Model % Score Score Negative Trainees awareness of issues 1.6 2 0 Use of stereotypes in personnel 1.3 1 0 decisions Personnel practices the employer is 1.3 1 0 aware of Corporate culture concerning 1.3 1 1.1 discrimination Trainees behavior in the workplace 1.2 1 0 Employees attitudes toward 1.2 1 0 discrimination Hostility among groups in the workplace 1.2 1 1.1 Productivity of client organizations 1.1 1 0 Employment opportunities for protected .8 1 1.1 groups Morale of white males .6 1 14.1 Average 1.2 1 1.7 Mean Score Trainings Effect on O.D. All Approach Others Trainees awareness of issues 1.67 1.59 Use of stereotypes in personnel 1.53 1.26 decisions Personnel practices the employer is 1.40 1.29 aware of Corporate culture concerning 1.48 1.21 Discrimination Source: Bendick et. al.(2001)Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development, Human Resource Planning. Volume: 24. Issue: 2. {www document} URL, www.questia.com, Accessed February 1, 2007 10. References Bendick, M. et. al (2001) Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development, Human Resource Planning. Volume: 24. Issue: 2. Page Number:, {www document} URL, www.questia.com, Accessed January 30, 2007 Cummings, T. G., & Worley, C. G. (2005). Organization development and change (8th ed.) Mason, OH: South-Western College Publishing as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30, 2007 Donaldson, S. and Bligh, M, (n.d.) Rewarding Careers Applying Positive Psychological Science to Improve Quality of Work Life and Organizational Effectiveness, Claremont Graduate University, {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30,2007 Donaldson, S. I. (2004). Using professional evaluation to improve the effectiveness of nonprofit organizations. In R. E. Riggio & S. Smith Orr (Eds.), Improving leadership in nonprofit organizations (pp. 234–251). San Francisco, CA: Jossey-Bass, as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30,2007 Donaldson, S. I., & Weiss, R. (1998). Health, well-being, and organizational effectiveness in the virtual workplace. In M. Igbaria & M. Tan (Eds.), The virtual workplace (pp. 24–44). Harrisburg, PA: Idea Group Publishing as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30,2007 Donaldson, S. I., Gooler, L. E., & Weiss, R. (1998). Promoting health and well-being through work: Science and practice. In X. B. Arriaga & S. Oskamp (Eds.), Addressing community problems: Research and intervention (pp. 160–194). Newbury Park: Sage, as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30, 2007 Landy, F. J., & Conte, J. M. (2005). Work in the 21st century: An introduction to industrial and organizational psychology. Boston, MA: McGraw-Hill as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30, 2007 Rice, 1996. Rice, F. 1996. "Dennys Changes its Spots," Fortune, May 13: 133-142 as cited from Bendick, et. al., (2001){www document} URL, www.questia.com, Accessed January 30, 2007 Riggio, R. E. (2003). Introduction to industrial/organizational psychology (4th ed.). Upper Saddle River, NJ: Prentice-Hall as cited from {www document} URL http://www.cgu.edu/include/Org_Careers.pdf, Accessed January 30,2007 Read More