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Core issues of IMP
The following are the major questions that must be asked of the IMP Company with regard to issues facing the organization.
What were the language policy and the nature of employee relations in the company? Did they respect one another?
Was there a proactive action taken against those breaching the law? Did the members obey the law prohibiting use or patching of naked pictures of women?
Was there equal opportunity in training of workers?
How were relations shaped in the company?
Miller and Osinski (2002) note that training needs analysis is part and parcel of an organization that is geared towards optimal productivity. A training needs analysis is a critical process in the development of function of an organization. It is very essential that when one is undertaking training needs analysis of a company to note the proper procedure. This would involve an investigation into the needs or assessment, instructional objectives, design, implementation and evaluation (Miller & Osinski 2002). In this case, a review of the possibility of carrying out a training needs analysis for the IMP Company is critically put into perspective while paying particular attention to the inner issues affecting the company in perspective. The IMP case is one which is coupled with a lot of problems right from the way the company is structured in terms of employee placement to their areas of specialty. Ms Dillman after staying at Hanger 3 and finding that the work was dwindling in size, requests to be added some assignments. She is transferred to another level where she works after a few months and is promoted to a technician. This therefore leaves one asking questions like, whether really there was a consideration of the skills and specialization of Dillman.
The levels of relations, blatant disregard to the rule of law of the company through contraventions by the men counterparts and bad blood between employees manifest a rot in the overall running of the company. This therefore calls for a re-observation. There is need for a revision of the policies of the company, thus prompting a needs analysis in the organization. The design and implementation of restitution programs must follow the needs and requirements tantamount to the overall improvement in the functioning of the company.
Part2
Training Needs Analysis at IMP
Training needs analysis for this company’s employees needs to be done to restitute the effect of the problems experienced by some of its employees and management staff. The case of Ms Dillman at IMP reveals a lot about the company. The following is an insight into some of the problems noted and the needs analysis to be done on them.
Gender based discrimination
One fervent problem that is reminiscent of the company is the issue of discrimination based on gender. It is noted that during apprenticeship classes men are given extensive training as compared to women. The situation is often worsened by the dominant harassment met by Ms Dillman and the other female counterparts at the work place. This is depicted through constant sexual harassment-portrayed through the presence of pictures of naked women in lockers of workers. Although this was prohibited in the company, the male employees still indulged in the vice. This is a concrete point to sow that the discipline of the workers was in a putrefying trend and something needed to be done before the whole company came crumbling to its knees.
Employee relations in the company
It also noted that the languages used was vulgar, for instance Mr Pettipas was involved in a number of wrangles with Ms Dillman. Even though her work was perfect and well done, she was often faced with criticism from Pettipas. Of serious consequence to note is the fact that Pettipas approached the C.E.O and president of the company for removal of a warning letter from his file. This was a gross error in management as the culprit went back to other employees to brag about how he had defeated her. This would cause a negative feeling among the other employees who feel that they are not protected by the laws or the managers of the company (Allan 2009). The result is a long time and residual effect on the efforts of the workers of the company. Eventually there will be loss of trust in the management of the company and workers may relinquish their duties on the grounds of poor management.
Unwarranted transfers
The unreasonable transfers from one cadre to another are also a manifestation that the top management really needs to be considerate in the transfer of its employees based on some predetermined criterion such as experience or specialization. Ms Dillman is for example transferred back to Hangar 3, where she would again meet her adversary, Pettipas. Although her work was excellent the transfer is inevitable according to the supervisor. When questioned about specifics about Dillman’s failure, he could pin point even a single incident. This is a wrong approach therefore of transferring members of staff even when they are performing optimally on the precept that they underperforming or on personal grounds (Finger & Burgin 1999).
Overview and analysis
The above expostulations of the problems facing IMP reveal a decline of good management policies of the company. The discrimination, harsh working condition for the female employees coupled with sexual abuse orientation, immoral vulgarities, mistreatment by seniors and unreasonable transfers are the points to support a launch of a training needs analysis of the employees of the company. This will entail a more sinister look into the different levels of engagements of the employees and the duties they perform. A look into the individual employees’ performances will also be of good use. Finger& Burgin (1999) note that for one to carry out comprehensive needs a analysis there is need to interview individuals, observe them work, note the performance evaluation, performance problems and observe different idiosyncrasies of the workers themselves. For this case, an observation will need to be done of Ms Dillman, Pettipas, Mr Rowe (the C.E.O), the branch supervisors and other employees of all genders. A quick and thorough assessment of their working conditions, problems, issues, observation of the trends or culture of work in the work place, work samples, personal issues, performance and attitudes is pertinent in understanding the needs required to be inculcated among the workers and the management team of the company Finger& Burgin (1999).
Contribution of training towards goals and objectives
Goals and Objectives
The IMP Company has the goals of being a leading choice in the travel industry and also to improve its output through good working culture and ethics adopted by its workers. There is also the bid to be a leading business empire which can only be achieved through quality and quantitative service provision. This therefore means that the workers have to work in line with the mission and goals of the company. When workers have a guided goal and objective as the ones illustrated above, then they work hard to achieve them in all means possible.
Training and meeting of objectives/goals of the IMP Company
Training of a company work force switches the gear of performance in accordance to organizational goals and objectives (Wright & Geroy 1992). This therefore means that when the workers are trained and well acquainted with the working conditions of the company the productivity and functionality of the company is bound to increase. A good training is based on the training needs analysis which is conducted on the company on question. The IMP Company faces a lot of problems concerning the human resource, particularly in terms of employees discipline, management and treatment of female workers. If a training is implemented on these issues, there will be a reappraisal in terms of how things are run in the company resulting to a change and shift in the manners of relations (Wright & Geroy 1992). A company whose employees know their relation space and distance will usually work with discipline since they are aware of their boundaries (Finger& Burgin 1999). This will in turn transpire to an improvement in the working by the members of the company in line with company objectives and goals.
Role of training policy adopted by the Company
The designed training and policy adopted for the employees of the company will lead to a changed view of the workers initiatives in propagating the mission and objectives of the company. This will be seen through change in management style and adopting a stricter approach on employees who do not show respect to their counterparts. Also those members that do not follow the company procedures and rules will be advised accordingly. The role of the training will therefore be responsible for changing the attitudes and the work approach of the employees. A changed view of the work of the members of a company will lead to improvement in the treatment of workers, following of company procedures and optimal performance of the company. All this will only be overseen through a changed policy and management style which is imparted through a TNA that result to training and adoption of the best stipulated and recommended policies for the company. Allan (2009) notes that for a company to appraise its methods of performance, there needs to be training based on the TNA results, which then bounds the company workers to adopt a better policy in bid to improve the working culture and organization of the company.
KSA to be trained and improvement of training process at IMP
The knowledge, skills and attitudes of the IMP Company would involve an overhaul of the total employee attitude and view of the overall working culture of the people. Hamelin, Keep& Asla (2001) acknowledge, a positive change in the performance of a company is only realizable if the employees undergo a total needs analysis and training is fine-tuned to meet their needs and improve skills for specific duties. Therefore the working members of the IMP Company will need to be trained in several areas so as to help rectify the mistakes and malpractices happening in the industry.
Respect and Knowledge of good employee relations
According to “Making sure the solutions are the right ones: Training needs analysis” the people need to be taught on how to maintain rapport and respect of other members of work. Ms Dillman was always wronged by Mr Pettipas. We are informed that he would constantly make derogatory comments on Dillman’s work and poke into her own affairs. This is very wrong and a breach of the principle of confidentiality and respect (Hamelin, Keep& Asla, 2001). When there is no respect for members of staff and colleagues there would be a problem of relations. Skills of human relations need to be taught to members of the organization, particularly Mr Pettipas who is the most affected. The levels of relation between the chief executive officer and the junior employees need also to be revisited. The fact that Mr Rowe was able to revoke the letter of warning that had been passed by the disciplinary committee shows utter despise of the roles of the committee. It therefore means the roles of departments and levels of functions needs to be addressed. The chief manager needs to listen to other committees’ recommendations and follow them if they are right.
Employee communication
There also needs to be training on communication. Communication among workers is essential in ensuring that members relate on the same level of understanding and objectivity (Holton, Bates & Naquin 2000). When members are able to relate and talk on similar platform, then they can easily resolve their differences and assume responsibility without major collisions.
Conflict management skills
Training needs assessment needs also to be done majorly on the conflict management skills. If Dillman and Pettipass had these skills, they would have talked and negotiated their way through to reach an amicable agreement. The other members of the organization would have also whelped the two in reaching a harmonious level rather leave them in the quagmire they had plunged themselves into.
Duty orientation
Job specialization should also be imposed to the members. This means that the members should be taught specific duties and procedures pertaining to their duties. Every employee should be aware of their work limits and the essentialities which they have to adhere to (Hamelin, Keep& Asla 2001) Knowing the levels of engagement reduces the disputes that can be experienced in an organization as all members are aware of their limits. The supervisor for example dismisses Dillman from the hanger area where she had been transferred back to the same area where the enemy was operating. When asked to pinpoint the failures that she had inadvertently made, he was unable to indicate even a single one. This shows that the supervisor was not well acquainted with his job.
Why and How to impart these skills?
Skills specific to particular functioning level should be made. This will promote efficient functioning leading to improved performance and better working conditions of employees. The return will be an increased profitability and realization of company goals and objectives.
The training process at IMP will be improved through a number of ways. One of the most seminal forms of ensuring that a training on needs established is effective is through a thorough study of the situation at hand in the company (Holton, Bates & Naquin 2000). This ensures that all the needs of the company are identified and given priority. For instance in the case of the IMP the whole employees need to be taught on the importance of following the company regulations and rules. This way they will be able to be adhesive to the revised company policies. One needs to ensure that the members are taught skills pertaining to their area of specialization or duties of work where they are to utilize the skills. This way it ensures that members are well and conversant with their areas of jurisdiction unlike when they are left to fumble through the murk.
Systematic approach to IMP’s training and development
The training to be implemented at the IMP is essentially to follow specified type of procedures. These include the training needs analysis, the design phase, implementation stage and the evaluation stage (Holton, Bates & Naquin 2000). The above stages are critical in determining the functionality of a training that is based on the needs of a company. Training needs analysis is advanced through a critical review of individual tasks and competencies in the work place. This will entail a diagnosis of the company needs at the moment, job performance and need for improvement, whether or not the needs of the company are met and the need for stiffened production.
Design phase
The design phase will entail a total selection of the internal or external person to lay the design of the training and the program content. This process will involve a selection of the techniques and procedures that will improve and facilitate learning. Antonacopoulou (2001) advances methods like lecture methods, role play, simulations et cetera. The whole process also involves a selection of the setting for conduction of the sessions. Here materials are also reviewed in an attempt to make them fit to the requirements of the company employees. If the materials do not follow the established needs in stage one, the trainer is forced to research and come up with the best materials to fit in the classification specified.The IMP case needs a lot of emphasis on human relations and work ethics to be inculcated in them. Therefore a thorough understanding of the nature of the employees is necessary in designing an appropriate reappraisal classes for the training of the employees.
The next stage is the implementation stage which entails a proper analysis of the setting and issue of materials to the trainers (Antonacopoulou 2001). Here the trainers are scheduled in class and given materials to conduct training as specified in the training manuals. This is the phase of training and implementation of the program identified. The IMP members will for instance be taken to a tutorial session and the skills designed to be implemented, taught to them. The tutor, in this case a human resource expert, will issue materials and conduct personal surveys and inquiries in bid to impart the skills required. There will be testing and questioning in order to ensure that everyone understands their role and level of relation.
The final process is the evaluation which gauges whether the training was effective in implementing the skills identified. This stage is useful in determining whether the skills are being transferred to the job the employees are performing. It is also a stage in which the training needs results are evaluated and kept for future in cycle reference. The whole process of training in a company is a continuous process which entails several revisions and constant updating for proper functionality. In this level there is a questioning and skill testing through sample questions fielded to the members who are the required to respond according to the skill taught i.e. how Dillman and Pettipas will relate. An observation to their work is done to determine whether they learnt the usefulness of good company relations. The other members will also be asked to give a comment on the usefulness of the training imposed on the IMP staff.
Suggestion in the way of the training
The training of the IMP Company’s employees is of pertinent importance for the realization of company goals and objectives. The company has manifested a lot of individual differences in handling of certain matters pertaining to their jobs. A good example is Gillman’s experience at the company. Therefore a more individual centred approach should be used to pass information and knowledge pertaining to the type of training to be issued to the members. The members of staff also need to be educated as a group for them to realized and note the relevance of good relations and communication in the job place.
Was it worth it?
The training of the employees of the IMP was worth the risk and the indulgence since there was a prior rot experienced in the way employees related. This is particularly in regard to Pettipas and Dillman’s relationship. Good relations between the two as a consequence of the training will therefore be enough reason to convince the top management that the members have borrowed something from the training. This therefore proves the legitimacy of the training. Improved production and a prevailing conducive atmosphere in the production line that unique and different from the usual bad tempered and one coupled with blatant disregard to the rule of law will also add to the docket supporting the admissibility of the importance of the training.
(The following is a training & evaluation feedback of the IMP Company Management, Communications and Human Relations Training that took place on 5th March 2012 at Fill in the information to help your manager gauge the effectiveness of the training you attended).
Finger, M. &Bürgin Brand, S., 1999. ‘The Concept of the ‘Learning Organization’ Applied to the Transformation of the Public Sector: Conceptual Contributions for Theory Development’ Chapter 8, in Mark Easterby-Smith, John Burgoyne, Luis Araujo (eds) Organizational Learning and the Learning Organization: Developments in Theory and Practice, Sage Publications Ltd. Pp130-157.
Hamelin, B., Keep, J., Asla, K., 2001 ‘Organizational Change and Development: A Reflective Guide for Managers, Trainers and Developers’, Pearson Education Ltd., Financial Times, Prentice Hall, London.
Holton, E. F., Bates, R. A., Naquin, S. S., 2000. ‘Large-Scale Performance Driven Training Needs Assessment: A Case Study’ Public Personnel Management, Vol. 29, No. 2. pp 249-267.
Making sure the solutions are the right ones: Training needs analysis, 2009. Training and Development in Australia, 36(2), 18-21. Retrieved from http://search.proquest.com/docview/208561044?accountid=45049
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Wright, P. C., & Geroy, G. D., 1992. Needs analysis theory and the effectiveness of large-scale government-sponsored training programmes: A case study. The Journal of Management Development, 11(5), 16-16. Retrieved from http://search.proquest.com/docview/216373214?accountid=45049
