Quality and IT Management: The Aspects of Staff Development - Coursework Example

Introduction For every business to be effective during the contemporary period, it can be d that quality management of information is a very important aspect. Businesses that fail to effectively manage the quality of information are bound to fail in their operations hence it is imperative for any organisation that is concerned about its viability to put measures that are meant to ensure quality management of information. As such, being the manager of the department of Information Systems at our university which is comprised of 20 members of staff, I have realised that our operations are bedeviled by factors such as low morale among the employees and this has resulted in poor quality of work. Therefore, it is my strong belief that better results can be achieved if the team members in the department are given the right incentives. Against this background, an annual budget of £10,000 for three years that is meant for training and development of staff has been allocated. From this budget, I intend to allocate £5,000 for training of employees and the remaining balance of £5,000 will be used as reward and incentive packages to teams in the IS department. Thus, this report will cover three major as well as other aspects of staff development. The two major aspects are; 1. Staff training and development 2. Adoption of specific frameworks and/or standards and why they are suitable for this university. 1.1 Staff Training and development According to Accel - Team (2008), training can be described as a systematic effort that is meant to develop or improve the attitude as well as the skills and knowledge of a person and these aspects are essential for that individual to be in a position to perform different job tasks in a competent manner. Noe (1999) also concurs with this notion when he states that training is a planned effort to enable employees to learn different aspects about their job in order to improve their skills and competencies which are very important in the performance of their jobs. Before engaging in the training of the 20 members of staff, it is my firm belief that training needs assessment must be conducted, the training philosophy and policies must be clear, the training strategies to be employed must be determined and the training roadmap over a period of 3 years should be established. It is also important to ensure that the process of transferring knowledge to work place environment must be employed, evaluation of training should also be conducted and finally rewards should be administered to employees to motivate them in the work environment. 1.2 Training Needs Assessment Training needs assessment is based solely on the organization analysis, person analysis, and task analysis. According to Noe (2003), need assessment is a strategy that is employed in order to establish if training is really necessary. Such an assessment of the organisation is mainly based on its overall business strategy as well as available resources to offer training and support structures to the managers for undertaking the training initiatives. Person analysis is a strategy that is meant to identify the individuals who really need training and it seeks to assess whether performance deficiencies are a training issue which are a result of elements such as lack of skills, knowledge or other aspects related to work design as well as motivational forces in place. Person analysis also identifies the people who training as well as their readiness to be trained. It can also be noted that task analysis seeks to identify important tasks such as behavior, skills as well as knowledge which are vital during the training process and these should be given emphasis as they enable the employees to be in a better position to complete different tasks in a competent manner. 1.3 Training philosophies and policies All the training programs for the 20 staff members should be designed in accordance with the organization’s philosophies of innovation, commitment, teamwork, integrity. The philosophy is that training must support the organization to achieve its corporate mission and objectives by improving individual and organization’s performance through learning and development. The training programs of the company must therefore enhance employee growth through innovation by providing an environment for nurturing intellectual curiosity and academic advancement opportunities. Training should also be designed to ensure commitment by cultivating a continuous culture of ownership. Training should also help to build a skilled and knowledge based workforce through teamwork in order to meet the organization’s current and future demands. Lastly, training should help to motivate and retain talents within the organization through a culture of transparency and integrity. 1.4 Training Strategies The training strategies that the company implements on its employee are to better position them in their competitive environment. The institution will have a partnership with the University of Birmingham or any other top 70 universities in the UK where the company sends its employees for training on a three year period to better equip them on some technical skills in the information system pertinent to the education industry. The whole cost of training during the three year period should not exceed 5,000 Pounds annually. Apart from technical training, the institution can send the 20 IT employees to a resort in the UK on a two day team building training program to better position them to work well as a team in their workplace in order to achieve high productivity for the company. 1.5 Training Roadmap to Make Employees Competitive A 3years training roadmap which started in 2012 and will be through by 2015 has been advised with annual budget of 10,000 pounds annually. The whole cost of training during the three year period will not exceed 5,000 Pounds annually since training will mainly be an externally customized short courses for the staff members of the IS department. In the first year (2012), the training program will be tagged “Culture Change”. The objective of this training program is to create a positive mindset on the IS employees, managing change, motivation, teamwork, nurturing organizational values and cultures. In 2013, the training strategy for all employees will be tagged “Knowledge Management”. Its objective will be to cultivate creativity and innovation among the employees, enhance technical skills, quality and Customer focus. This training program will be done through knowledge sharing training session, technical and soft skills development program, patent and external publications. In 2014, the strategic training will be dubbed “Talent Development”. Its objective includes self-awareness, ownership, motivation, supervisory and managerial skills and they will be achieved through multi-tasking, supervisory skills training. The training strategy for 2015 will be called “Effective Communication and leadership”. The objective of the program includes language development, interpersonal skills development. It will be achieved through Neuro-linguistic programming, coaching and counseling, and will include managing, delegating, inspiring, influencing and decisive. It will all be achieved through administering leading and people management skills, delegation and influencing skills program, conflict management for instance. All these training programs are to improve the employees’ moral, confidence, and increase quality of work and positioning the company in its competitive environment. 1.6 Transfer of training to work place environment Transfer of training to work environment to improve organizational performance is not that easy. To avoid this problem various training models that promote transfer of knowledge and skills to the work environment should be employed. For instance, the GMP Institute (2008) posits to the effect that varied methods of training promote learning given that each particular person may have his or her own style of learning which ought to be incorporated. If these different styles of learning are combined with good learning aids, they are likely to stimulate the senses of the participants which lead to the internalization of the learning process. In other words, transfer of learning involves different models to ensure effectiveness and this evolves the needs assessment and more importantly the learning style to be inhibited. There is a certain process that needs to be used as a guideline to ensure transfer of learning in order to curb issues that might occur during training program. This is called the training needs analysis process which is a link of activities that are designed to help in identifying the problems as well as other related issues in the workplace and these are used to determine if there is need for training (Dir Journal Guides, 2009). Based on identified problems, training needs analysis helps many trainers to identify the individual skills adopted during training, the job related task and how the skills fit to the organizational environment. 1.7 Evaluation Process Involved in the Training Whilst training is inspirational experience, the problem is related to translation of the results into the workplace (LMC, 2008). Thus, fine tuning training into positive outcomes requires a process of evaluation which most organization’s uses to know if the employee has inhibit a desired knowledge, skill and attitude during the training program for learning to be shared. Evaluation process involves different stages and include; conducting needs analysis, developing measurable learning outcomes, developing outcome measures, choosing an evaluation strategy and planning and executing the evaluation. Evaluation of training is meant to establish its effectiveness, identification of needs to be modified as well as new needs and most importantly, to make sure that the training objectives are achieved (Accel – Team, 2008). Ensuring effective transfer of learning helps the organization in terms of its return on investment that is comparing the cost spent on training with the effectiveness of the training which serves as a tool to measure training effectiveness based on employee performance. Kirk – Patrick’s Four (4) Model Principle The Kirk – Patrick’s Framework is used in categorizing training outcomes. The level 1 and level 2 is derived before the trainees return to their job while the level 3 and level 4 measures the degree to which trainees are using training content on the job in order to determine transfer of learning. Other outcomes that could be used include; attitude; motivation and return on investment, which categories training outcomes into five (5) measures and these include; cognitive, skills, affective based outcomes as well as results and ROI which are meant to ensure the effectiveness of training. The formative and summative evaluation has been an approach used for years by most organizations. The formative evaluation is an evaluation is meant to establish the worthiness of the program during its formative stages and evaluation is concerned with the process (Rajeev et al, 2009) while the latter, is an evaluation method that “….assesses the extent to which the intervention achieved the outcomes described by its goals. Often summative evaluations utilize quasi – experimental research designs such as pre-test/post-test, randomized control group design, time series, or a combination of each” – (Rajeev et al, 2009). This two evaluation process can be used since the Kirk’s model seems expensive. Thus, the Kirk Patrick’s model is used as a reliable source of evaluating learning outcomes in the organization given that it is a stage by stage process which can be accomplished through different levels if the budget permits (Wire Inc., 2007). As such, this model will be used in this particular case. 1.8 Reward & Incentive Reward may be defined as the compensation, due an employee for services rendered. It could be in the form of Monetary or Non monetary payments. Motivation is a function of reward because it is assumed that reward has a direct relationship with motivating employees. Certain theories which will be discussed under Total reward theory will shed light on this. To many, rewards have been thought to play a significant role in helping employees improve performance though other researchers have quickly concluded that monetary and non-monetary rewards play a different role in motivation employees. Researchers have shown that rewarding employees is the reason for high retention in most organizations. Monetary and, or Non Monetary rewards, have been used to motivate employees over these past years. The role of the latter is to reward employees through money for a certain performance achieved or anticipated. Monetary incentives could be salary, profit sharing, wage, dividends, bonuses, stock options and warrants. According to Kepner (2001), traditionally, the use of money to reward employees has significantly contributed in the creation of a positive environment that is motivational in the work place. Maslow’s need theory (1943) also called Maslow hierarchy of needs proposed that motivation is a function of five needs. Physiological, safety, love, esteem and self-actualization and employees need to have their lower level needs like physiological and basic needs met first before they can be motivated by other higher level needs. Herzberg’s two factor theory suggests that there are motivators as well as hygiene factors which motivate people to do their work (Herzberg, Mausner, & Snyderman, 1959). Thus, hygiene factors include the need for achievement as well as recognition in order to do the job well. On the other hand, Vrooms theory (Vroom, 1964), holds that employees are motivated to perform with anticipation that performance effort will lead to reward. If they are aware that they will get rewards, they will put more effort in their performance. Performance begets positive rewards and failures provide negative rewards. Also, Skinner’s theory (1953) proposed that employees will repeat behaviors that leads to positive outcome and will not repeat behaviors that lead to negative outcome. Clearly, going through all theories suggests that monetary reward alone does not motivate employees. This is especially evident in Maslow and Herzberg’s theories of motivation. Total reward theories are a combination or recognition of all these reward theories. This creates emphasis in the use of Monetary and Non monetary reward system. Therefore, this is the approach that is going to be taken in this particular case to improve the performance of the team members in my Information Systems department. According to Worldatwork (2007), total reward operates in the context of companies overall organizational culture, business strategy, and HR strategy. Conclusively, Total reward simply reflect the ways an organization can attract, retain and motivate employees using the five elements of Total reward in-line with corporate goals. These elements are packages, work life, development and performance, career opportunities and development. In the context of the 20 employees in the IS department, total compensation reward should be adopted to help motivate them and keep them in high performance level. Flynn framework The following point will be the transitional approach in solving the problems of low productivity in the organization. Flynn framework (1992) will be used to solve this problem in the organization to improve the staff from their current state. Flynn (1992,) Methods have developed to suit different situations Flynn suggests a contingency approach based on two variables: Requirements uncertainty (the extent to which requirements are known and fixed) Process uncertainty (relates to the degree of knowledge that exists concerning the problems to be solved) 2.1 Make a commitment According to Maddison, R.N. (1983), commitment to quality in the company comes from the top and it has to be reinforced. It is important for the company to prioritize the element of quality in order to ensure its effectiveness (Avison & Fitzgerald, 1988). Therefore, quality should not be compromised as it can negatively impact on the operations of the organisation. 2.2 ISO21007 and information and technology In order to ensure compliance with international standards with regards to best practice in Information Security Management System (ISMS), there is need for the university to ensure that its operations are within the requirements of ISO 27001 which is an international best practice standard used to measure quality. According to IT Governance (2012), ISO 27001, is regarded as a best practice requirement that helps businesses to develop the best ISMS and is set within the legal framework such as Telecommunications Regulation Act 1998 and the Data Protection Act of 1998 among others. As such a substantial amount will go towards training and certification for ISO 27001 in order to ensure that we operate within the expected international standards. For books and toolkits, we have set a provisional budget of £1 000 and another £1500 will be channelled towards training and consultancy. Conclusion Employees in the organisation should be treated as valuable assets given that they are the ones who determine the success of the organisation. It has been observed that through effective training and motivation, they can improve their performance which in turn improves the quality of an organization’s activities along its value chain. It is my firm belief that careful implementation of the above mentioned factors can significantly improve the operations of the IS department under my leadership. Reference Accel – Team, 2008, Human Resource Management: Employee Education, Training and Development. [Online] Accel Team Development. Veiwed 01 May 2012>. Avison, DE & Fitzgerald, G 1988, Information Systems Development, Blackwell Scientific. Dir Journal Guides. 2009. How to Conduct a Training Needs Analysis. [Online] Dir Journal Guides. Viewed, 01 May 2012 . Flynn, D 1992, Information Systems Requirements: Determination and Analysis, McGraw- Hill, NY. GMP Institute, 2008, Training: Conducting Training Effectively. [Online] GMP Institute, viewed 09 May, 2012, . Herzberg, F, Mausner, B & Snyderman, BB 1959, The Motivation to Work, John Wiley & Sons: New York. IT Governance, 2012, ISO 27001 & Information Security, Viewed 01 June, 2012 . Kepner, Karl, W 2001, Class Lecture Notes from AEB 4424: Human Resource Management In Agribusiness. Taught at the University of Florida, Gainesville, FL. LMC. 2008. Knowledge Resource Centre: Measuring Training to Build Success. [Online] LMC Knowledge Finder, Viewed 22 May 2012, http://www.lmcuk.com/insight/measuring-training-to-build-success. Maddison, RN 1983, Information Systems Methodologies, John Wiley Sons: NY. Maslow, AH 1943, ‘A Theory of Human Motivation,’ Psychological Review, July 1943. 370- 396. Noe, R. A., (1999). Employee Training and Development: Introduction to Employee Training and Development. International edition, Irwin/McGraw Hill. McGraw Hill Book Co. Rajeev, P, Madan, MS,& Jayarajan, K 2009, Revisiting Kirkpatrick’s Model: An Evaluation of an Academic Training Course. The Current Science Research on Communication, VOL. 96, NO. 2. Skinner, BF 1953, Science and Human Behaviour. New York: Free Press. Vroom, VH 1964, Work and motivation, Wiley: New York. Wire Inc., 2007, Evaluating Training Effectiveness: Kirk Patrick’s Four Levels. [Online] Courses by Wire on PDF. Viewed 22 May 2012, http://www.coursesbywire.com/Articles/Evaluating%20Training%20Effectiveness%20-%20Kirkpatrick%27s%20Four%20Levels.pdf. Worldatwork (2007) World at Work Total Reward Model: A Framework for Strategies to Attract, Motivate and Retain Employees. [Online] Viewed 22 May 2012, http://www.worldatwork.org/pub/total_rewards_brochure.pdf. Read More