Category: HR

Introduction

Three candidates were referred for the Human Resources Director post. However, the best finalist for the job was Shawanda Jackson. Ms. Jackson was chosen as the qualifier using a well-planned strategy. The other two candidates, Mr. Sam Fein and Ms. Lola Vega were similarly remarkable, but they would not make the best HR Director for the Nairduwel, Inoalot, and Imslo (NII) Law Firm. It is crucial to understand the assessment methods that were used and why the other two candidates were rejected. Therefore, this report discusses the assessment methods that were used in selecting the HR Director and the rationale for choosing Ms. Jackson and rejecting Mr. Fein and Ms. Vega.

Assessment Methods for the Job of Human Resources Director

Knowledge of the job

Several assessment methods were used during the process of selection. The first evaluation method involved assessing the candidates knowledge of the job. The job description and duties involved overall administration tasks, supervision tasks, the recruitment process, communication policies, and assigning duties, among others. The candidates were required to state what they thought the job entailed. A majority of the initially shortlisted candidates were only aware of the HR Directors influence in the recruitment process. This realization made it easier to eliminate the unfit candidates for the position.

Definition of success

The second assessment method involved evaluating the candidates definition of success. The question was aimed at determining the type of executive the candidate would be. The question had no right or wrong answer, but the answers provided helped in the selection process because they identified the candidates who had goals that were similar or related to those of the company. For instance, Mr. Fein explained success as the ability to do anything one wants to do. On the other hand, Ms. Jackson described success as the number of promotions and earnings one gets. The two answers were very different, yet Ms. Jackson was picked without necessarily having to state the right answer because her answer went hand in hand with the companys goals. Ms. Jacksons answer suggested that she had to perform exceptionally as the HR Director to get promotions and become successful. In turn, she would hire the best people who would increase the productivity level of the company and boost the profits made by the company. Looking at Mr. Feins answer, it implied that executives had the right to do whatever they wanted. For instance, the top executives should not go to work if they do not feel like going. In turn, such attitudes would reduce the companys profits and lead to massive losses.

Describing a problem in the workplace

The candidates were also told to describe a problem in the workplace as an assessment procedure. This question was beneficial because it provided a hint of how the candidates would analyze situations. There are numerous cases where people perceive challenges, yet there are no challenges in reality; instead, there are only opportunities. The candidates not only described a problem in the workplace, but they also gave a possible solution to the problem. Providing a solution to the problem was meant to determine the cognitive prowess of the individual. The question: What kinds of sports do you like? was aimed at identifying some aspects of the candidates personality. For example, Mr. Fein appeared lazy because he said that he loved spectator sports, while Ms. Vega appeared to be active because she liked to golf and shuffleboard.

Tests

Several tests were also used for assessment. For instance, the structured behavioral test, the cognitive test, and the knowledge test measured different aspects of the candidates personality. The top three finalists scored better in these tests than the other candidates. The choice of the top three candidates heavily depended on the scores they got from the tests. It is crucial to point out that the candidates were not required to get 100% on the tests, but the different scores showed different levels of understanding, taking instructions, and critical thinking abilities of the candidates.

Candidate 1  Ms. Lola Vega

Knowledge of the job

The first candidate presented was Ms. Lola Vega. She had very high skills, but she lacked some of the core skills for a Human Resources Directors position. It was refreshing to see that she had a very strong GPA score. It meant that she was a quick learner, meaning that one would not need to keep giving her instructions. Additionally, Ms. Vega had 5 years of experience in the human resources department, with four of these years dedicated to recruiting. Whereas recruitment is a core function of the Human Resources Director, there are other tasks that the director will do; for instance, the HR Director will be tasked with some administrative duties. Given that Ms. Vega specifically mentioned that she had four years of experience in training and five years in total in the HR department, it would mean that she had only one year of experience in other HR tasks. One year for all the remaining duties was too little experience for the HR Director position. Moreover, Ms. Vega had no supervisory experience, which worked against her because the HR Director would be required to supervise numerous employees in the department.

Tests

Ms. Vega scored the highest points on the cognitive test. A high score on the cognitive test showed ease in making critical decisions. Cognitive skills are essential for any HR Director, as the director determines the employees who will make the company successful. The HR Director is tasked with the hiring and firing of workers, a task that can make or break a company. Having said this, it was a significant advantage for Ms. Vega to have scored so highly. The candidate also did very well in the structured interview, scoring 85%, and the knowledge test where she scored 94%. The outstanding scores indicated that she was not only knowledgeable, but she was also very composed.

Definition of success

Ms. Vega stated that her definition of success was the ability to influence others. The question was meant to determine the kind of personality the individual had. The answer provided showed that Ms. Vega was authoritative, which could be a problem for the firm if she replaced authority with force. Additionally, the answer was incomprehensive because people can be influenced in various ways. For instance, people can be influenced to become thieves or they can be influenced to become good people.

Sports

When asked what kind of sports she liked, Ms. Vega stated that she played golf and shuffleboard. The two games mentioned require a lot of cognitive prowess, as they depend on the mental capability of the individual to solve problems. With golf, one has to have a splendid aim and a very calculative mind. This characteristic is excellent for an HR Director because it allows them to decide on critical administrative issues.

Rationale for rejection

Overall, Ms. Vega was an exquisite candidate. However, her lack of proper experience would make her a one-sided Human Resources Director. She could be trusted to hire and fire people based on her education and experience, but she could not be trusted to handle other administrative duties properly. Ms. Vega lacked proper social skills, despite her cognitive prowess; therefore, she could be unsuccessful in any position she holds. Consequently, she was not picked as the final candidate for the position of Human Resources Director for the Nairduwel, Inoalot, and Imslo (NII) Law Firm.

Candidate 2  Sam Fein

Knowledge of the job

The second candidate was Sam Fein, who had a lot of strengths that got him to the top three candidates. For example, he had a twenty-year experience in human resources management. The broad experience was good because it portrayed Mr. Fein as familiar with how the department works. Going with the experience, it would be expected that he would know what to do in almost all scenarios that may occur in the department. Also, his vast experience meant that he was good in human resources management. It suffices to mention that Mr. Fein had fifteen years out of the twenty years in HR in a supervisory position. NII was very keen on this aspect because the HR Director would be responsible for some administrative work, including the supervision of the employees.

Tests

One of the things that narrowed down Mr. Feins chance of being the top candidate was his low GPA. It was true that he did not fail in school; however, he had the lowest GPA among the three candidates. A low GPA was a sign of stubbornness, which could translate to a lack of accountability. Mr. Fein also scored the lowest on the cognitive test. It was disadvantageous for him because it denoted that he was the weakest at making critical decisions among the three candidates. As an HR Director, he would have had to make critical decisions daily. Some of these decisions would touch on the hiring and firing of staff, while others would touch on various administrative duties. As the HR Director, he would also have to make decisions concerning the employees under him. Unfortunately, this task would prove a bit challenging for him compared to the other two candidates. It suffices to mention that Mr. Fein also had a lower score in the structured interview, which denoted that he was not well-organized. Organization and management are crucial for managers to achieve success. On the upside, Mr. Fein scored highly on the knowledge test. A high score on this test proved that the candidate was knowledgeable on issues related to human resources. The broad knowledge could be attributed to his long experience in the human resources field.

Definition of success

When asked to define success, Mr. Fein stated that it is the ability to do what one wants to do. The answer echoed the characteristic of the stubbornness noted earlier. He appeared to love power, which could be very negative because he could become dictatorial to the staff. Similarly, the idea of doing what one wishes because they are the boss could lead to cases of unaccountability. Again, this echoed the characteristic of stubbornness that was observed earlier.

Sports

On the other hand, Mr. Fein stated that he enjoyed spectator sports. The answer portrayed him as a lazy person, who liked to enjoy the fruits of other peoples hard work. The HR department would not need a lazy person, as there are numerous critical decisions made in the department. These decisions could either make or break the whole company.

Rationale for rejection

Mr. Fein had an impressive experience, but he was the wrong choice due to his low GPA and a poor personality. He had the potential to become a dictator, in addition to the tendencies of laziness. These two characteristics were undesirable for the executive role he would take. Moreover, Mr. Fein appeared to be unaccountable, which would lead to wrong decision-making in the department.

Candidate 3  Shawanda Jackson

Knowledge of the job

As mentioned earlier, Ms. Jackson was the top candidate among the three individuals. One of her biggest advantages was the outstanding job experience she had. She had worked for eight years in the human resources department. Out of these eight years, she dedicated three years to general HR duties and four years as a compensation analyst. Consequently, it was clear that Ms. Jackson has amassed critical skills that would be needed by an HR Director. She started as a general HR assistant, where she did all manner of duties associated with the HR office. Consequently, she was molded to become an all-round person. Additionally, her experience as a compensation analyst made it easier for her to perform administrative duties in the department, compared to the other two candidates.

Tests

Ms. Jackson had a very high GPA. It was true that she did not have the top score among the three finalists. However, her score was equally high, which denoted that she would take instructions easily and would not need to be reminded of her duties. Moreover, Ms. Jackson had five years of supervisory experience. As mentioned, the HR Director would have to be good at supervision because they would be in charge of an entire department. Therefore, the supervisory experience was a huge advantage for Ms. Jackson.

It suffices to mention that Ms. Jackson scored well in the tests that were given. She got 84% in the cognitive test and 91% on the knowledge test. The score on the cognitive test showed that she could handle the role of making critical decisions. Similarly, the high score on the knowledge test showed that she was knowledgeable, which was advantageous for her because knowledge was deemed to be very crucial for decision-making. Ms. Jackson scored 75% in the structured interview. Although it was not the highest, a 75% score indicated that she was well-organized and composed.

Definition of success

When asked to define success, Ms. Jackson stated that success could be measured using the number of promotions and earnings an individual gets. The answer indicated that she was very ambitious; thus, she would do her job excellently to get a promotion and earn more money in return. Whereas some people would argue that such a kind of ambition was a negative thing for a manager, the characteristic was positive because such a manager would ensure that everything works as expected.

Sports

Additionally, Ms. Jackson stated that her favorite games were basketball and tennis. The two games denote teamwork and aggression respectively. Basketball is all about teamwork and the ability to share the burden. Playing basketball requires a lot of fairness; it does not tolerate blame games. On the other hand, tennis requires a lot of aggression. A love for the two games showed that Ms. Jackson could not only work alone under no supervision, but she could also excel in teamwork.

Rationale for selection

Ms. Jackson was the best candidate for the job because she scored well in the tests and had enough experience in the HR department. On top of this, she showed the potential of being aggressive and the willingness to work hard to get promotions. She did not portray signs of relishing power. Consequently, she would work well both alone and as a group. The company can be sure that she will be accountable and without any form of bias because she does not tolerate the blame game.

Conclusion

All three candidates were excellent and would make good employees. However, only one proved good enough to become the Human Resources Director for NII. Shawanda Jackson was not only smart, but she was also aggressive, a team leader, and had enough experience in the human resources management department to emerge the best candidate. She understood the challenges the employees face because she started her career with general HR duties in her previous workplace. Consequently, she would relate to the employees better compared to the other two candidates. Moreover, she scored highly in the assessment tests, and her ability to interact with other people would make her an excellent boss. The other two candidates lacked prowess, aggression, and their personalities did not fit into the companys strategic plan.

Introduction

The significance of job design is to develop jobs that fit effectively into the organizational workflow. The narrower focus of job analysis focuses on utilizing a formal system to collect data concerning what people do in their jobs and then use the collected data to generate job specifications as well as job descriptions. The most fundamental building block of Human Resource management, job analysis, is a systematic way of collecting and analyzing information concerning the context, content, and human requirements of the jobs. Moreover, the use of job analysis to document HR activities is significant since the legal defensibility of an employers selection and recruiting processes, employee disciplinary actions, performance appraisal system, and pay practices partly depend on the foundation of job analysis (Mathis and Jackson, 2008, p. 174).

Job analysis and its role in human resource management

Job and role analysis is the stage that follows selection and recruitment, and it is important in identifying the tasks that the new employees are expected to undertake. It may be probably unnecessary to analyze jobs every time a vacancy occurs in organizations with relatively buoyant product markets and have high levels of labor turnover, and where recruitment occurs on a frequent and continuing basis. Nevertheless, it is important to scrutinize whether or not existing job descriptions, person competency, or specifications profiles are appropriate for future needs (Oswald, 2003, p. 56). This may reveal out that it is not necessary to carry out further recruitment or that the type of job and person needed differs from expectations.

Job analysis is the process of collecting, analyzing, and setting out information concerning the contents of jobs to provide the foundation for job description as well as data for recruitment, training, job evaluation along performance management. The emphasis on collecting information differentiates job analysis from descriptions, with the latter being viewed as a result of the former. In addition, the term role analysis becomes more accurate and meaningful to use as it centers on the importance of the activity to the firm along with emphasizing the purpose of the role, as opposed to individual components. Moreover, the methods used to analyze roles and jobs differ in terms of their sophistication, cost, convenience as well as acceptability. The methods require to be accepted by the staff involved and should be able to gain their agreement along with commitment (Marchington and Wilkinson, 2005, p. 165).

Three main methods can be used to conduct job analysis which include observation, interviews, and questionnaires. However, no method is intrinsically better, so choices need to be made based on the jobs to be analyzed as well as the context in which the analysis takes place.

Observation: It is the most uncomplicated and readily accessible method, and forms a component of job analysis even if other techniques are being used. It is as well one of the cheapest methods, and in times of problems, clarification can be sought directly from the job-holder. However, it may be tricky to deduce exactly what tasks are being undertaken, particularly if there is a high intellectual or cognitive content of the job, and the fact that someone is being observed has an impact on job behavior.

Interview: this ranges from the relatively unstructured to the more standardized format where similar questions are used for each job-holder. For unstructured interviews, job-holders are asked to describe their job while the interviewer probes to get more detail. Interviews are mainly preferred since they are cost-effective, convenient and offer the opportunity for interaction between interviewer and interviewee. However, it can be biased, less reliable and the interviewer may not have the required skills (Best et al. 2006 p. 51).

Questionnaires and checklists: These are the most sophisticated methods that can be used as they frequently make use of computer packages to analyze data. The most widely used in the USA are the Position Analysis Questionnaire (PAQ) and the Work Profiling System (WPS) (Marchington and Wilkinson, 2005, p. 166).

Job descriptions

The outcome from job analysis (for instance in VA) provides the foundation for various definitions or descriptions of the jobs to be filled. This can be very precise or relatively broad. Each firms job analysis function is a rich source of data. Job analysis provides some information concerning the job that can be used for recruiting, learning and development assessment, and performance management. Job descriptions assist the managers to articulate the most important outcomes needed from a worker undertaking a specific job (Anonymous, 2009, p. 15).

Overall purpose: this is information on why the job or role exists and what the job-holder is expected to contribute.

Organization: to whom the job-holder will be reporting and who to report to the job-holder.

Key outcome areas and accountabilities: what the job holder is needed to accomplish in every main element of the role.

Competency requirements: the particular technical competencies attached to the job or role; what the job-holder is expected to know and to be able to do (Armstrong, 2006, p. 188).

How job analysis and job descriptions can be used effectively in the VA case

In Veterans Health Administration, job analysis and job description will be effective if systematic methods are applied in the collection of the data required to generate a role profile. The use of the organization structure, existing job descriptions as well as procedures or training manuals that provide information about the job will be very effective. In the VA case, it is important to involve the contributions of managers as they give fundamental information about the overall purpose of the role, the key outcome areas as well as the technical competencies required. It is also important to the job-holders similar questions concerning their roles (Jones, Steffy, and Bray, 1991 p. 187).

Conclusion

The use of competency analysis is essential and uses behavioral analysis to develop the behavioral dimensions the affect role performance and generate competency frameworks in VA cases. Functional analysis or a version of it can be utilized to define the technical competencies.

References

Anonymous. (2009). Plan for current and future staffing needs by writing job description. IOMAs Payroll Managers Report 9 (8), 15.

Armstrong, M. (2006). A handbook of human resource management practice. London, Kogan Page Publishers.

Best, R. G. et al. (2006). Task Overlap among Primary Care Team Members: An Opportunity for System Redesign? /PRACTITIONER APPLICATION. Journal of Healthcare Management, 51(5), 295-306, discussion 306-7.

Jones, J. W., Steffy, B. D. and Bray, D. W. (1991). Applying psychology in business: the handbook for managers and human resource professionals. New York, Lexington Books.

Marchington, M. and Wilkinson, A. (2005). Human resource management at work: people management and development. London, CIPD Publishing.

Mathis, R. L. and Jackson, J. H. (2008). Human resource management. MA, Cengage Learning.

Oswald, F. L. (2003). Job Analysis: Methods, Research, and Applications for Human Resource Management in the New Millennium. Personnel Psychology, 56(3), 800. Web.

Background

Globally, the evaluation of organizing functions of management of large industries such as the automobile industry is critical to ensure the effective and efficient use of human resources and technology (Stevens, 2008). There is a wealth of literature on the assessment of human resources management and new product development in the automobile industry where numerous product lines and services make up the company profile. Ultimately, all products and services within a multi-process company are linked in some way to both technological and organisational aspects of the firm. As such, it is of great importance to management of corporations to be organized in ways that optimise the interaction of different projects at organizational and technological levels. In this way a firm is able to leverage its engineering and financial and other human resources simultaneously with research and design of new technologies, and in turn enhance their global competitive edge.

Aims

This research paper will evaluate the Toyota Motor Corporation (TMC Japan) to:

1. Identify its organizational function of management with regards to human resources and technology.
2. Provide evidence-based literature to support conclusions.
3. Demonstrate that TMC is an example of a firm with effective and efficient management organization.

Method

A literature review was undertaken using online journals accessed through Google Scholar. Only peer-reviewed papers were chosen that had been published within the last 5 years. Online literature pertaining to Toyota Motor Corporation were accessed via their website, particularly on pages referring to the company’s profile and organization.

Automobile Organization

The Toyota Motor Corporation was established August 28, 1937, and will celebrate its 72^nd anniversary in 2009. Its head office is in Toyota City, Aichi Prefecture, Japan. With over 69,478 employees TMC had a net revenue of 26,289.2 billion yen in the financial year April 2007 – March 2008. Toyota anticipate being able to continue to provide a wide range of projects managed to strengthen the company’s foundation in its goal to make giant leaps forward in human resources and technology over the next decades.

Literature Analysis

The Toyota Motor Corporation (TMC) as recently as January 1, 2009, made organizational changes at the management level. It is anticipated that these changes will enhance the strength of TMC’s management organization by increasing their capacity to strengthen their functions and expertise in cultivating human resources and research and development in technological areas. Thus, it appears that TMC has approached the New Year with the goal of implementing changes that will leverage their already fantastic global market edge. The restructuring of management organization at the beginning of the year was a wise decision as it gives the workers and shareholders, as well as management a psychological boost that inefficient processes and departments are made obsolete (Zhou, Zhu & Zhang, 2007). The end result appears to be a streamlined company, clearly focused on its goals, integrating management of human resources and technology, to provide a solid operation of global expertise.

One such management reorganization was that of The Global External Affairs has become the Overseas External Affairs Division. Management in this Division maintain their close collaborative ties with the Public Affairs Division whilst strengthening their response time to inquiries that come to them globally. Additionally, the new organization of managers will function to enhance each Division’s capacity to disseminate information about TMC. Increasing the firm’s strategic abilities by way of having global headquarters enables the gathering and unifying of public affairs functions (Armstrong, 2006).

Another restructuring change made to TMC management organization was that of the Accounting Group. The Affiliated Companies Finance Division became the Affiliated Companies Finance Department, the Accounting Division and the Finance Division. These divisions aim to enhance the consolidated position of business management of TMC as well as its financial management system as is evident in its formation of a Finance Division. This Division was established by integrating the company’s financial capital functions.

With regards to management organization of technology divisions, the Hirose Plant Quality Control Division has been established to increase the already high quality control systems for semiconductors as used in their hybrid vehicles. Also the Tsutsumi Plant Machining Division was restructured to more accurately reflect the departments operations, enabling process team focus on unit manufacturing (Armstrong, 2006), thus calling for a name change to reflect this emphasis, Tsutsumi Plant Unit Manufacturing Division.

Discussion

The numerous New Year changes to management organization at TMC highlights the firm’s commitment to keep its competitive edge in the global marketplace whilst meeting its Corporate Social Responsibility obligations. The Toyota Motor Corporation’s decisions reflect best practices espoused by current literature with regards to the optimisation of human resources and technology. For example, the reorganization of Divisions to more fully integrate overlapping services and to keep ahead of research and development with regard to vehicles, TMC has provided for the acceleration of present day technological changes and customer as well as shareholder and employee expectations of high standards of service and inclusiveness (Ulrich, 2006). It is abundantly clear within the automobile industry that differences in product development and human resource performance are dependant on the efficacy of organizational management.

As such, TMC’s is restructuring shows that its management practices are focused on the strategic and coherent coordination of human resources and technological production. This is critical as an organizations most valuable assets is actually the people working for it, who both individually and collectively make possible the achievements of the firm. Indeed technological advances in research and development divisi ions would not be possible without the adequate coordination of staffs, which is ultimately dependant on the organization of senior management.

References

1. Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th edition ed.). London: Kogan Page.
2. Stevans, M. (2008). Foreign Influences on the Japanese Automobile Industry: The Nissan-Renault Mutual Learning Alliance. Asia Pacific Business Review, 14(1), 13-27.
3. Ulrich, Dave (2006). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press.
4. Zhou, G., Zhu, W., & Zhang, H. (2007). Innovation capabilities evaluation approach for Chinese automobile enterprises. Wireless Communications, Networking and Mobile Computing (WiCom) International Conference, New York, USA.

A human resource information system (HRIS) refers to a computer-based application that handles human resource management (HRM) roles through enhancement of its efficiency and effectiveness. This information system consists of databases, which are used to access and modify data. Databases allow users to retrieve, store and utilise data. In addition, the application facilitates report generation by array specifications.

Through these benefits, the HRM can effectively handle its roles such as selection, recruitment, development, deployment and support of human capital (Coronas 2005, p.32). As a result, a HRIS should be appropriately designed, before implementation to improve HRM performance in an organisation. Furthermore, the ideal specifications of a HR database management system facilitate the success of HRM objectives.

For our organisation based on the banking and finance industry, the ideal design for a database management system is the distributed database management system (DDBMS). In this case, the organisation is made up of various branches that need interconnection, which facilitates efficient storage and retrieval of data (Gupta 2005, p.52). Similarly, it improves efficiency of data inputting and modification, since it can only be done once, and when editing is essential.

A number of challenges that the organisation was vulnerable to under the traditional information systems such as personnel and payroll information system, are suitably dealt with by the HRIS. In essence, the DDBMS will serve the interests of the organisation in addition to other physical aspects of the HRIS (Kleingartner & Anderson 2001, p.104).

The need for effective delivery of human resource services demands credible HR database. To ensure that a HR database is credible, multiple features have to be tested to guarantee its capability. Initially, a HR database implemented should be able to increase the productivity of the HRM. Some of the vital elements of this feature are depicted by the level of efficiency experienced in the HR departments.

In this regard, a HR database should improve utilisation of data related to hiring decisions, operations of the staffs and its integration with any management systems (Kleingartner & Anderson 2001, p.158). Similarly, a HR database should provide the anticipated security for data stored.

For this reason, files should be protected from unauthorised access, editing, adding or deleting of data. Another critical element of HR database is report generation capability. Through this feature, the users will be able to generate queries whose output can be printed or viewed in the monitor (Coronas 2005, p. 96).

A HR database should be customized to the organization’s specifications to meet credibility standards. This implies that user-interface friendliness and productivity of HRM will be improved. As a result, employee and job data accuracy will be ascertained. In addition, the application systems should meet the present and future needs of an organisation with minimal upgrading (Post 2005, p.108).

Based on these facts, the HR database management system should be cost-effective, while being productive for the HRM. Therefore, the HR database would be credible for the organization (Rob & Coronel 2002, p.45).

With the advancement of HRM roles, a credible HR database should provide capabilities of online access by the employees or the staff. This should be in consideration to HR information. In this case, valuable information that is used for improvement of decision-making and strategic planning can be assembled. Furthermore, the HR database analytical and reporting techniques improve management’s service delivery to their employees through support and development (Ramakrishnan & Gehrke 2003, p.125).

The functionality of HR database should be dynamic and comprehensive to address multiple roles of HRM. For instance, a HR database should meet new changes, and encompass all emerging trends of the HR departments effectively. This implies that it should enable clear control of human resource. In addition, all the roles of the management should be interconnected to promote optimisation of organisation resources (Post 2005, p.196).

The modification process of a HR database demands specification of human resource roles such as recruitment, selection, training, development, career planning, performance review and occupational safety, which should be addressed by the system. For the organisation, the recruitment and selection role must be comprehensively handled to enable it be an equal opportunity employer like other competitors (Kleingartner & Anderson 2001, p.165).

Through this process, the organisation will attract competitive employees that facilitate the realisation of their objectives. In essence, the potential employees are able to access database files related to job information. At this incidence, they can submit their interests and credentials to be stored in the database for further screening by the selection panel. Once the selection panel has utilised the system for screening suitable candidates, it can administer tests or interviews to select their desired employees (Gupta 2005, p.84).

Once the recruitment and selection process has been done by a HR database management system, the selected candidates will undergo training and development initiatives. Under this exercise, a HR database management system will expose the new recruits to related daily roles in the organisation.

Based on their capabilities, a HR database management system will identify the appropriate employees that suit their designated tasks (Ramakrishnan & Gehrke 2003, p.247). In addition, the HR database will provide flexibility of shifting from one task to another in relation to interests and capabilities of an employee. Through this process, an organisation will optimize its efforts.

The changing market trends demand that an organisation’s HR database management system provides appropriate training and development for its employees. Some of the capabilities that are covered under this role include selection of employees for additional training and development.

In addition, employees with high performance records should be identified for further development through education or responsibility (Rob & Coronel 2002, p.58). Since the HR Database Management System has impartiality, an organisation’s HRM will benefit from coexistence and fairness among all its employees. Similarly, most employees will upgrade their knowledge and skills from time to time. As a result, the HRM will generally boost the productivity and morale of its employees (Macy 2005, p.160).

Another crucial element that should be modified in the design of HR Database Management System is career planning. This element refers to the need of employees to choose, change or advance in a career. This implies that a HR database management system should always provide a means to learn and gain new knowledge from their current jobs (Walker 1993, p.107).

Moreover, employees can build an appropriate network that guarantees realisation of career objectives from their current network. For this reason, the design of the HR database should provide appropriate tools and techniques for an organisation’s employees to achieve the best in their career path (Ramakrishnan & Gehrke 2003, p. 269). Therefore, capabilities for self-assessment, means of developing career and career briefs should be included in the HR database.

Performance review is also one of the key roles that should be facilitated by a HR database management system. This role encompasses the analysis of individual employee accomplishments and potential for future growth based on one’s strengths and weaknesses. In this regard, the HR database should provide the management with the data for performance reviews collected from employees’ evaluation and objective production (Rob & Coronel 2002, 104).

As a result, the HRM will be able to determine the appropriate feedback for the assessed employees. Some of the information directed to the employees could include recommendations for counselling, increase of compensation rates, promotion opportunities or subjection to disciplinary mechanism.

Based on this information, a HR database management system will instil strength and morale on employees, hence boosting the overall performance of an organisation (Macy 2005, p. 254). Therefore, a HR database should store and analyse performance data in relation to organisation’s standards.

The competition in the market necessitates that a HR database management system incorporates the role of occupational health and safety amongst the employees. For various employees within an organisation, an appropriate mechanism should be adopted for classifying them to ensure that they meet the safety standards.

In addition, the organisation should plan for means of compensating employees who get hurt while in the course of their duties or any related cause (Losey 2005, p.142). The automation process of this activity provides a cost-effective way of responding to emergency and utilisation of organisation’s resources.

Meanwhile, employees feel the contact between them and the management, which results in enhanced productivity. Therefore, a HR database management system should consist of features such as insurance covers for employees, organisation fitness and health plans, and other health-related policies for the employees (Losey 2005, p.201).

Generally, the adoption of IT to fulfil the above roles of HRM is not only appealing to an organisation, but also improves its efficiency and effectiveness. Through the automation associated with IT techniques, productivity will be enhanced. In addition, IT promotes transparency and accountability for the tasks covered in the HR departments. This implies that the level of accuracy in HR capabilities will be higher.

As a result, an organisation will yield the total output of its workforce (Coronas 2005, p. 148). Meanwhile, since HRIS relates to other external users such as suppliers and customers of the organisation, their reputation will be magnified, and this contributes to the overall improvement in performance. Therefore, IT utilisation conforms to the needs of the market that guarantees competitiveness of the organisation on a similar platform as its rivals (Rob & Coronel 2002, p.128).

Finally, the adoption of an effective HRIS by an organisation is critical towards its success in the industry. In this regard, the organisation should implement an appropriate database management system that will promote the storage of data and files in the desired manner without exposure to any form of risks.

Notably, the growing threats subjected to the databases should be effectively curbed (Ward & Dafoulas 2006, p.254). As a result, the management of information for current and future needs will be enhanced. In spite of these benefits, organisations should always upgrade their systems to meet the changing market needs. Through this process, the role of the HR managers will be fully harnessed.

References

Coronas, M. T, 2005, E-Human resources management: managing knowledge people, Idea Group Pub., Hershey, PA.

Gupta, A. K, 2005, Developing human resource information system, Daya Pub.House, Delhi.

Kleingartner, A., & Anderson, C. S,2001, Human resource management in high technology firms, Lexington Books, Lexington, Mass.

Losey, M. R, 2005, The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow, Society for Human Resource Management, Alexandria, Va.

Macy, J. R, 2005, Human resource information system specification and selection: documenting technology needs based on HR business process, Competitive Edge Technology, Ramsgate, N.S.W.

Post, G. V,2005, Database management systems: designing and building business applications (3rd ed.), McGraw-Hill Irwin, Boston.

Ramakrishnan, R., & Gehrke, J, 2003, Database management systems (3rd ed.),McGraw-Hill, Boston.

Rob, P., & Coronel, C, 2002, Database systems: design, implementation, and management (5th ed.), Course Technology, Boston, MA.

Walker, A. J, 1993, Handbook of human resource information systems: reshaping the human resource function with technology, McGraw-Hill, New York.

Ward, P., & Dafoulas, G, 2006, Database management systems, Thomson, Australia.

One reason why organizations need to collect HR data is to improve how they manage their workforce. In an organization, employee data is collected as a part of HR data.

With the aid of a human resource information management system (HRIMS), HR managers are able to keep accurate records on employee commencements and exits including terminations and are therefore, able to better manage an organization’s workforce. With the aid of HRIMS, human resource planners are able to use employee data to forecast or anticipate the future demands of an organization’s workforce (Dessler, 2001, p. 24).

Forecasting future demands of an organization’s workforce is an activity that constitutes better and improved workforce management. Another reason why organizations need to collect HR data is to ensure better payroll management.

In an organization, payroll data is a constituent of HR data. With the aid of an HRIMS, HR managers are able to accurately monitor payroll transactions using payroll data.

One type of data collected in an organization is employee data. One of the principle functions of HR managers is to properly manage an organization’s workforce (Australian National Audit Office, 2011, p. 3).

With employee data an organization is able to track the number of its active employees as well as the number of employee exits and terminations.

This is important for example when an organization wants to determine its employee turnover rate and therefore consequentially determine if its employee retention measures are effective. Another type of data collected in an organization is payroll data.

HR managers have the principle function of administrating and managing payrolls in organizations (Australian National Audit Office, 2011, p. 3). To perform this function properly HR managers need to accurately monitor payroll transactions. This is achievable only through processing the collected payroll data.

One method of storing HR records in an organization is through the use of relational database management systems (RDBMSs). With RDBMSs the records are contained in relational databases which are in their simplest form systems of rows and columns.

Each record in a relational database has its own unique identification which is different from those of the other records. This improves data integrity and simplifies manipulation of data in the records. Extraction of data from relational databases is done using queries.

An advantage of using RDBMSs is that enormous volumes of data can be stored. Another advantage of using RDBMSs is the speed of data manipulation; with RDBMSs it is possible to extract or edit large volumes of records at a single instance and within fractions of a second.

Another advantage of using RDBMSs is that they provide improved security of information. RDBMSs offer password protection for the data they contain. This means unauthorized manipulation of the data is avoided and thus data integrity is maintained.

Another method of storing HR records in an organization is by using human resource information management systems (HRIMSs).

A definition of HRIMS is ” a system which seeks to merge the activities associated with human resource management (HRM) and information technology (IT) into one common database through the use of enterprise resource planning (ERP) software” (WebFinance, Inc., 2012, p. 1).

An HRIMS has all the advantages of an RDBMS plus one more which is that they are tailor-made to suit the needs and parameters of human resource managers and planners.

It is important for an organization to properly manage and protect its HR information so as to avoid financial losses and liabilities. Organizations in the UK have to beware of the Data Protection Act of 1998 which is a legislation that largely protects the privacy of individuals.

Organizations that ignore this legislation risk lawsuits that can result in financial losses and liabilities (SOAS, 2007, p. 1). The act stipulates that recording of data should be done lawfully and with a person’s consent (SOAS, 2007, p. 6).

In addition, the act requires that stored data be kept accurately and up-to-date where necessary (SOAS, 2007, p. 32).

The act additionally prohibits unlawful and authorized access and manipulation of data (SOAS, 2007, p. 43). The act requires that organizations meet the technical requirements needed to ensure security of personal information.

References

Australian National Audit Office. (2011). Human resource information systems risks and controls. Web.

Dessler, G. (2001). Human Resource Management (8th ed.). Upper Saddle River, New Jersey: Prentice-Hall Inc.

SOAS, (2007). Data protection policy; Overview of the data protection act 1998. Web.

WebFinance, Inc. (2012). Human resource information systems. Web.

The rapid change of the research environment requires organizations to adopt flexible information=gathering techniques to meet both the research environment changes and the specific needs of the organizations. The researcher relies upon information technology as a source of competitive advantage and a driver of change. While scope and feasibility are crucial parts of the project, they also determine successful implementation of the project which depends on the organizational responsiveness to information technology.

Information-gathering techniques are questionnaires interviews and practical tests. Information-gathering techniques are vital to improving organizational efficiencies at all levels. The current technology covers such areas as transportation, communication, logistics, and distribution. The organizational success of the implementation of project initiatives is highly correlated with the organizational flexible strategy. Information-gathering techniques are based on wireless solutions, automated and improved supply chains, delivery systems, and a network strategy applied to all departments. Project initiatives constitute a major change in organizations at all levels of operations. While flexibility in organizational response to change is measured by the speed of adapting to the change, some organizations fail to realize the core objectives behind information gathering due to weak internal organizational processes, The company uses state-of-the-art software which helps to identify and calculate cargo’s origin, place of destination, time of delivery and price, price, etc. To fully utilize the competitive advantage of implementing a successful strategy, an organization must align the internal and external processes with the change. Aligning organizational structure, culture, and human resource initiatives with IT is essential to derive the full benefits of information gathering. Wireless technology is applied to all communication processes and supports personal communication among employees. The main types of technology that help to gain a competitive advantage are transportation, communication, logistics, and distribution (O’Brien and Marakas, 2006). Fast information delivery is achieved with the help of mobile computers and package tracking systems. For all departments, information gathering strategy is essential to sustaining organizational strategic competitive advantage. This network strategy is called Cosmos. “Building a responsive project strategy ensures organizational longevity and alignment with the rapid changes in both the research environment and the nature of competition in the 21^st century, information gathering capabilities, including wireless solutions, automated and improved supply chains and delivery systems, create competitive advantage. In order to ensure organizational longevity, It is important for leadership and lower-level management to use this study as a model to initiate such a change to improve organizational efficiency, performance, productivity, and core competencies (Carr, 2004).

The key factors of success are effective sample size and methodology section based on hypothesis. Information-analysis is automated so this capability helps the organization to achieve competitive advantage. In addition, aligning project implementation and internal organizational processes with the external market changes ensure core competencies reflect the industry’s key success factors to sustain competitiveness. Wireless technology is essential to achieve a strategic competitive advantage for organizations. Information technology offers organizations greater flexibility ability to communicate strategies and efficient knowledge management. The reliance on technology has influenced to align their strategies with IT platforms. Wireless technologies help to improve its delivery system and respond effectively to the needs and wants of potential customers. Wireless technology and network structure of the departments support everyday operations and competitive advantage over other companies in this industry, IT has provided significant improvements and opportunities for the company, its employees, and the clients (Jessup and Valacich, 2008).

The managers perceived that any structural changes caused by IT implementation in public agencies have little impact on organizational performance (measured as improved ease of communication and improved technical decision-making). However, the managers tended to regard IT adoption as having a direct positive impact on improving technical decision making (as opposed to an impact on decision making by way of influences on structure). County government managers may have different responses to developments in the project than state and federal managers, the lack of perceived structural effects of the project is striking. The competitive advantage becomes possible because wireless technology offers the opportunity to better manage and efficiently use information across all organizational levels. Another important strategic advantage researchers realize from project implementations is extending the Knowledge Management (KM) from the stationary workplace to a flexible and responsive process. The utilization of projects enhances both employees’ performance especially in the decision making and customer satisfaction through means of quality and superior services. Project solutions applied to all departments and processes within the organization are primary strategic uses of information technology. Information technology is the gateway for long-term research success as it links the customers and suppliers to the overall strategy of the organization. One way organizations optimize their structure is by applying project initiatives to improve and strengthen competencies allowing organizational learning, improving quality, and managing customers’ relationships. The most realizable gain from Its implementation is that it enables organizational strategy flexibility. Organizations can apply reengineering processes to their structure to reflect a shift in the overall strategy responding to market and industry changes (Laudon and Laudon, 2005).

The major purpose of scope and feasibility is to increase opportunities and efficiency by overcoming current problems of ineffectiveness and pointing out new directions and opportunities. Four levels of auditing occur these are an audit of’ the total system, an audit of the project mix, an audit of any of the sub-mixes, and an audit of individual elements (Luftman, 1998). Usually, the audit monitors a total system including the complete program, the mix, the corporate objectives, and the linkages with the system. It also examines the external elements of the system (the retailers, wholesalers, manufacturers, and facilitating agencies) as they are linked with the ultimate customer. The project audit is usually concerned with the optimization of the “whole.” But it is obvious that firms rarely conduct an audit of all project components, elements, and interactions. Rather, assessments that optimize only one unit are carried out to maximize that unit’s productivity and effectiveness. The approach used seems to be to audit the more critical parts of project operations as resources permit and pursue other elements when possible. Thus, audits are conducted on aspects of major functional activities, such as the selection, training, and compensation of salesmen. However, the total audit should receive increasing attention in the future. The second auditing level, monitoring the total mix, may be thought of as a horizontal study. Concerned with developing a coordinated mix, it audits the product and service mix, the communications mix, and the distribution mix. The third audit level, a vertical audit, monitors one of the submixes. For example, the product and service mix and its components (such as packages, brands, prices, product development, and labels) or the communications mix (including personal selling advertising, sales promotion, and publicity) would be monitored. Some appraisals are relatively easy, are not costly, and thus can be conducted more frequently. Such situations as judging sales effectiveness by comparison with quotas or relating sales volume to advertising campaigns are often appraised on a continuing basis. Others, including costs, maybe appraised on a quarterly or annual basis because of data considerations (Satzinger et al 2004).

Application architecture is a potential source of successful project and design which influences project development playing a role in strategy implementation; it is an essential element of the infrastructure that supports the value creation process and a potential strategic power for the organization. The purpose of the process flows, system architecture, and system design are crucial to making sound decisions because it provides input and feedback needed to ensure the development strategies are aligned with the organizational mission. The evaluation process must target clear objectives of the project development such as; training, technology, values, culture, leadership development, and mission. The development of an organization’s human capital starts with leadership.

Application architecture can be described as the proper distribution of the human capital based on expertise, qualifications, and educational background positioning the right person at the right place and innovative solutions available for modern organizations. Leaders who influence change and recognize the role of their followers to changethe are ones who are most influential as they emphasize the gain for the organization over their personal gain. To fully utilize the competitive opportunity in wireless technology, the focus of the project development is on the organizational success and effectiveness through the utilization of the human knowledge and expertise improvements (Satzinger et al 2004).

Process design can be based on any information which can be related to the individual, not just text. It could therefore include photographs, audio and video material, records from automatic systems such as CCTV or a swipe-card security system, medical data. The test is whether the data relates to identifiable, living individuals and is held on computer, in a relevant manual filing system, etc. Process flows is fundamental to the development of effective controls, since they attempt to assure the guidance of a research to its predetermined project objectives. Process flows encompasses the monitoring of project activities to see if plans are being carried out; the analysis of performance in terms of standards and objectives; authority, force, or coercion to guide project to the achievement of objectives; and constraining and regulating decisions and actions. A -control system contains realistic standards against which project performance can be assessed. It also includes project intelligence about current levels of achievement, an assessment and evaluation of project performance, recommendations for adjustments and realignments of resources, standards, or both, and the power to institute recommendations. The implementation of the system architecture has placed an increasing burden on the control of effort. For under the philosophy, a diversified group of activities focusing on project becomes the responsibility of the chief project officer. In addition, the trend to conglomerates, diversification, national and international distribution, the increasing degree of competition, and the profit squeeze, make the control of activities a key issue in research (Stair and Reynolds, 2008).

System architecture is seen as an adversary one because it is difficult to measure activities of all employees and control all duties and responsibilities inside the corporation. In such situation, information, particularly feedback, is a significant part of any disciplinary system, for the quality and quantity of knowledge available are fundamental to control performance. Peer surveillance presents a way of shaping project by taking into account the results of past performance and learning from it the actions to take in the future. The project control system has an external and an internal aspect. External control refers to control of the system external to the firm. Here control in the sense of influence and coordination is exercised. For example, external control is concerned with the power necessary to link the manufacturer to middlemen and customers in order to achieve an integrated operation (Snyder, 2007).

Process flows can be defined as a control measure exercised by upper managers over the lower level employees. In a product6ion organization vertical surveillance deals with the progression of project, and with such project correlates as the product specification and package design necessary to develop customer, and ultimately consumer, utility through brand and product lines that satisfy wants and needs. Conflicting standards may have to be resolved. Components may be welded into a system through the efforts of a dominant unit. For example, a large retail chain such as Sears may exercise control over the total system by establishing the standards for the manufacture and distribution of its products. The degrees of control that companies can exercise form a spectrum. At one extreme is production, which a firm may be able to control almost completely as to amount and quality, and the establishment of precise time schedules. But this is not true of project. The impact of many factors cannot be controlled or even influenced greatly (Oz, 2006).

Design deals with peer control and self-management. The types of discipline depends on the availability and quality of data, the length of time a company has been in research, whether the product is new or established, and the state of the industry. Good standards are difficult to set, since it is hard to determine what factors govern effectiveness. So many forces influence project operations that it is difficult to simplify them, and it is especially hard to measure the impact of external ones.At upper management levels, the standards used tend to be more subjective, while at the lower levels (such as sales activity) they tend to become more numerical and objective. Some of the more common standards used are profitability, sales volume, share of market, image and reputation, degree of market penetration, return on investment, sales trend, and earnings per share. There are, however, a number of other yardsticks that can be used, such as new customers, orders per customer, profitability of customers and inventory ratios (Olson, 2003).

In Process flows, surveillance of all types is based on both objective and subjective standards of achievement, such as sales or profits. Given appropriate standards and performance data, the effectiveness of the functioning of project subsystems can be appraised. Accounting, distribution cost analysis, research, and operations research often furnish this information base. Audits are widely used in financial and accounting matters, but their application to project is relatively new. Yet misdirected effort occurs in every project program. This is a result of a lack of clearly established goals, the specification of volume, rather than of profit objectives, a lack of a proper time horizon in planning, lack of information that is both pertinent and timely, the difficulty in obtaining appropriate estimates of costs because of the nature of advertising, sales promotions, and sales training expenditures, and the inadequacy of control devices. In addition, the dynamic nature of the marketplace and the inability to predict what competitors will do frustrate the continuous audit of project effort.

References

Carr, N. G. (2004). Does IT Matter? Information Technology and the Corrosion of Competitive Advantage. Harvard Research School Press.

Jessup L. and Valacich J. (2008). Information Systems Today: Managing in the Digital World 3rd Ed, Pearson Prentice Hall.

Laudon, K. C. & Laudon, J. P. (2005). Management Information Systems: Managing the Digital Firm, 9th Edition.

Luftman, Jerry N. (1998) “Do You Need an IT Strategy.” Competing in the Information Age. New York: Oxford University Press. P. 157.

O’Brien J. A. and Marakas G.M. (2006), Management Information Systems 7th Ed., McGraw – Hill

Olson, D. (2003). Information Systems Project Management. Web.

Oz, E. (2006). Management of Information Systems 5th Ed., Thomson Course Technology.

Satzinger, J. W., Jackson, R. B., Burd, S., Johnson. R. (2004). Systems Analysis and Design in a Changing World. Course Technology; 3 edition.

Snyder, L. (2007). Fluency with Information Technology: Skills, Concepts, and Capabilities (3rd Edition). Addison Wesley; 3 edition.

Stair, R. and Reynolds, G. (2008). Fundamentals of Information Systems 4th Ed., Thomson Course Technology.

Introduction

Education and the learning process can arguably be stated to be the foundation of man’s modern civilization and for this reason, educational institutes have been given a lot of relevance in modern day society. However, this tremendous attention and significance has mostly been focused on childhood education and it has not been until fairly recent that adult learning has been given closer attention.

Swanson and Holton (2009) propose that part of the reason why adult learning has gained new respect is the realization that adult learning is a powerful tool in developing better institutes as well as individuals. This has resulted in more research on adult learning and a marked increase in the knowledge base on adult education and training.

One of the areas of adult education that is of great relevance is adult learning and motivation in the human resource setting. This are has especially become significant in modern times whereby new technologies necessitate employees to undergo learning processes so as to remain effective in their work setting.

This paper shall set out to provide an in-depth research into various ways in which the adult learner can be motivation with particular bias to the human resource setting. The paper will begin with a brief introduction on adult learning and continue to give a concise discussion as to how to make the motivational strategies a success.

A brief Overview of Adult Learning

Adult learning is defined as “the process of adults gaining knowledge and expertise” (Knowles, Holton and Swanson, 2005, p.174). Adult learning has always been perceived to differ significantly from childhood learning due to the marked difference exhibited by the adult and child learner.

Despite this acknowledgment, little attention was given to the adult learner while numerous theories were come up with to explain the childhood learning and development process. It was not until the late 1960s that the renowned educator Knowles came up with andragogy which was to become the most extensively analyzed and critiqued adult education theory (Swanson & Holton, 2009). The term Andragogy by translation means “art and science of helping adults learn” and Lieb assets that this to an instructor means that

Instructions for adults need to focus more on the process and less on the content being taught. Strategies such as case studies, role playing, simulations, and self-evaluations are most useful. Instructors adopt a role of facilitator or resource rather than lecturer or grader (Lieb, 1998, p. 6).

Andragogy recognizes that the learner is mature and for this reason should not be treated in a similar manner to the young learner. While andragogy has been criticized by many education scholars as being less a theory and more a set of assumptions about the nature of adult students, there is general concession that andragogy offers a manner through which strategic differentiation of educational practices between children and adults can be made.

In addition to this, andragogy is credited with being the theory that sparked widespread interest in adult learning leading to a revolution in adult education and training. For this reason, Brookfield (1986, 91) asserts that andragogy is the “single most popular idea in the education and training of adults.” Adult learner motivation tactics therefore greatly borrow from this theory.

Adult Learning and the Human Resource Setting

Rose, Kasworm and Ross-Gordon (2010) theorize that the rapid development in technology which has resulted in the emergence of information-based and knowledge-based economies is the biggest contributor to the increased significance of adult learning recent times.

This changes compounded with globalization and rising unemployment have had the cumulative effect of transforming the social demand for learning and a rising of the issue of equipping adults with “appropriate workplace competencies and skills that would allow nations to compete in the global markets” (Rose, Kasworm & Ross-Gordon, 2010, p.93).

Adult learning has therefore became more prevalent as it proposes to meet the challenge of lifelong learning that have been brought about by the rapid informational changes currently experienced in the world.

Thorpe, Edwards and Hanson (1993) reveal that a good deal of adult education is actually in compensation of previous school shortcomings rather than a continuation of the previous regime. With this in mind, the authors go on to articulate that some of the reasons for previous failure may include ability, motivation and learning styles.

This assertion demonstrates that motivation is a very important factor in adult education. For this reason, every adult education program should endeavor to motivate the adult learner so as to make them perform optimally and remove and impasse that may have been formed from previous learning experiences.

Motivating the Adult Learner

Motivation can be defined as the process of “arousing, directing and maintaining behavior towards a goal” (Martocchio, 2005). While everyone is motivated towards achieving some goal which is unique to them, not everyone is motivated towards achieving the organizational learning goals.

For this reason, it is very important to take measures to increase the likelihood of all learners being motivated towards achieving desirable goals. This is because motivation is directly linked to performance and productivity since a highly motivated person is more likely to perform optimally.

Matema (2007) declares that unlike with children learners where learning is its own reward, adults are more interested in outcomes that can be put to immediate use. As such, while children will be impressed with good marks on their report cards, the same will not have a desirable effect on the adult learner. This assertion is backed by Knowles who states that adults’ orientation to learning is life centered and as such, the education they receive should result in an increase in their competency level in performing some tasks.

Rose, Kasworm and Ross-Gordon (2010) also confirm that some of the adult participants in formal learning opportunities do so as to improve the way they feel about themselves. The desire for greater self-esteem and feelings of self-worth is therefore a huge factor in the case where adult learners are concerned.

While the child learner is comfortable with letting the teacher take total control of the learning process, the adult learner is keen on being in control. This is one of the big differences between the child and adult learner since the adult learner will always be very specific about their assignments and expectations in the class or field setting. Ensuring maximum participation by the adult learner is therefore a core motivator which the instructor can use.

Swanson and Holton (2009) reaffirm this by documenting that the adult learner has in him many prior experiences with provide rich resources for learning. The instructor should therefore be ready to relinquish as much control of the learning process to the learners as he/she can. By doing this, the adult learner who is ideally self driven will be more ready to learn since he will have a sense of control over his own learning experience.

Rothwell (2008) advances that since new training will result in significant changes in the way tasks are performed, adult learners must be made to understand why the learning is useful and the reason as to why mastering the new skills will be important. This notion is seconded by Knowles who affirms that adults need to know “why they need to learn something before learning it”.

Having the adult learner understand the learning outcomes is also crucial since it not only acts as a motivator but also influences the training environment in which the learning process will occur. This being the case, it is important for the educator/trainer to outline what is going to be learnt and the reasons why the specific material is important to the adult learner.

Another theory that proposes how adults can be motivated is the reinforcement theory. Reinforcement theory borrows from the assertion by the renowned psychologist B. F. Skinner that “behavior is a function of its consequences” (Burns, 1995). The reinforcement theory proposes that a learner is likely to repeat an action that brings about a pleasant consequence.

There are two common types of reinforcements, that is; positive and negative reinforcement, which are used to bring out the desirable modes of behavior from the learner. In general, positive reinforcements range from verbal reinforcements such as complements to more tangible rewards.

In the Human resource setting, this positive reinforcement can be the awarding of a certificate which increases the value of the learner to the organization or even the promise of a promotion at the end of the learning process. While reinforcement as a motivation method is criticized as being rigid and mechanical, educators concede that it is very important when teaching skills that require a lot of practice from the learner.

The idea that people have different learning styles has been discussed by educational researchers and from this, it has been discovered that individuals have preferred learning styles. MacKeracher (2004, p.74) asserts that while learning refers to the content of thought or to what we learned, learning styles explicitly refer to “how we have learned it”. Kolb’s theory of learning styles which has been extensively applied throughout the education field emphasis the importance of learning style in how people learn (Rothwell, 2008).

An understanding of the various learning styles that adult learners use is imperative for the adult instructor if he/she wishes to achieve success in the learning process. This is because learners are more likely to be actively engaged in the learning process if the instructor teaches them in a manner that is aligned with their preferred learning style.

Swanson and Holton (2009) theorize that the self-concept of adults is heavily dependent on a move towards self-direction”. What this means is that adults are predisposed to taking control of their own learning and setting their individual learning goals as well as deciding on which learning styles to utilize so as to come up with the outcome that they want.

This is a huge factor when motivating the adult learner since it is already established that the adult learner is inherently self-driven. However, learners exhibit different levels of self-direction in different learning situation. Matema (2007) reveals that learners may have a higher level of self-direction in an area in which they are family or areas that are similar to prior experiences as compared to areas which are alien to them.

Research on Adult learning reveals that adults become ready to learn when they experience needs and interests that the will be satisfied by learning. Knowles, Holton and Swanson (2005) reinforce this principle by their statement that one of the distinguishable characteristics of human behavior is its purposeful goal-directed nature.

In order to motivate the adult learner, it therefore makes sense to understand why they are engaging in the learning process. According to Rose, Kasworm and Ross-Gordon (2010) some of the adult participants in formal learning opportunities do so as to improve the way they feel about themselves. Desire for greater self-esteem and feelings of self-worth are therefore a huge factor in the case where adult learners are concerned and the instructor should use them to motivate the learner.

Owing to their experiences or knowledge in particular subjects, most adult learners possess some form of information on the subject matter. For this reason, they are may be able to spot errors or indeed ignorance on the part of the instructor. An educator who exudes expertise and a mastery of the subject is therefore more likely to motivate the adult learner than one who appears unsure of himself.

This is because Adult learners have a high regard for expert knowledge on the subject of interest and will therefore be more interested in authoritative sources on a subject other than random explorations in the aim of landing on a correct answer. Adult instructors should therefore have a thorough grasp of the subject matter they wish to teach.

MacKeracher (2004) asserts that the instructor must also be ready to demonstrate by use of concrete examples how the information or skills he/she is teaching will be relevant to the adult learner in the real world environment.

Discussion

Motivating the learner is key to ensuring the success of the learning process for the good of the individual and the organization at last. The adult motivation tactics proposed in this paper stems from the core principles of adult learning as proposed by Knowles.

Swanson and Holton (2009) assert that these core principles when properly understood and implemented help adult educators to come up with more effective learning processes for the adult learner leading to a more successful and mutually fulfilling learning experience for both the learner and the educator.

While motivation is key to the success of the learning process, it is not the only factor that results in productivity in the learning setting. Factors such as the learning environment also play a role in bringing about positive results.

MacKeracher (2004) suggests that an inclusive learning environment which takes into consideration the diverse realities of the adult learner is most conducive for the learning process. This kind of learning environment takes into consideration factors such as psychological, social and cultural conditions which have powerful influence on the perception and subsequent grown and development of the adult learner.

There cannot be a universal method of motivating the adult learner since different adult learners all have different expectations and backgrounds. O’Connor et al (2002, p.127) state that “individual adults learn differently, depending upon their experiences, aptitude and attitude”. However, by taking into consideration the various principles proposed in Knowles “core andragogial model”, it is possible for an instructor to come up with motivational methods that can be used for the adult learner in a human resource setting.

Further Research

One of the issues that adult learning addresses is the issue of learner control. Ideally, it is proposed that the more control the learner has the better the learning outcomes will be. Martocchio (2005) reveals that while research on adult learner control in a traditional class setting has been covered, little effort has been made in terms of research in non-traditional contexts such as trainee environments.

In most human resource oriented settings, learning takes place outside of the traditional class setting. Further research on this area would lead to a better understand adult learning theories that are better suited for the human resource environment.

Conclusion

Adult learning has become an important and indispensible faucet of today’s society. This paper set out to review adult learning and motivation in the human resource setting. To this end, the paper has proposed various ways in which the adult learner can be motivated all the while reinforcing the claims by sound theoretical basis and assertions by authorities on the subject.

From the discussions presented herein, it is evident that while an educator might come up with a good environment that encourages learning, the success of the learning process is only possible when the adult learner is well motivated and prepared to utilize these settings. However, this does not mean that instructors should avoid making learning engaging and fun since this leads to adult learners choosing to engage in more learning which results in better outcomes for both the individual and the organization.

References

Brookfield, S. D. (1986) Understanding and Facilitating Adult Learning. San Francisco: Jossey-Bass.

Burns, R. (1995). The Adult Learner at Work. Sydney: Business and Professional Publishing.

Knowles, M. S., Holton, F. E. & Swanson, R. A. (2005). The Adult Learner: the Definitive Classic in Adult Education and Human Resource Development. Butterworth-Heinemann.

Lieb, D. (1991). Principles of Adult Learning. Retrieved from: www.amschool.edu.sv/…/PRINCIPLES%20OF%20ADULT%20LEARNING.doc

MacKeracher, D. (2004). Making Sense of Adult Learning. Toronto: University of Toronto Press.

Martocchio, J. J. (2005). Research in Personnel and Human Resources Management, Volume 24. Emerald Group Publishing.

Matema, L. (2007). Jump Start the Adult Learner: how to Engage and Motivate Adults using Brain-Compatible Strategies. Corwin Press

O’Connor, B., M. Bronner, & C. Delaney. (2002) Cincinnati: Delmar/South-Western. Thomson Learning.

Rose, A. D., Kasworm, C. E. & Ross-Gordon, M. J. (2010). Handbook of Adult and Continuing Education. New York: Sage.

Rothwell, J. W. (2008). Adult Learning Basics. USA: American Society for Training and Development.

Swanson, A. R. & Holton, E. F. (2009). Foundations of Human Resource Development. San Francisco: Berrett-Koehier Publishers.

In today’s world, labor unions have become popular in all sectors of the economy. The unionization process begins when a selected group of representatives obtains the authorization permits for a particular group of employees. This allows it to play the role of an intermediary between management and the workforce (Budd & Richard, 2013).

Although I have never subscribed membership to any labor union, I understand their role in facilitating collective bargaining for the members. The demands may range from better working conditions, better pay, and so on. Even though unions are the major forces behind the enactment of labor laws that protect the interests of workers, many issues have cropped up due to their existence.

In my view, there is a need to cross-examine these laws with reference to the possible impacts on the economy, society, businesses, or even to the workers themselves. This analysis will provide a rationale on which the government should base its policy formulation specifically on the labor relations.

Considering the readings and class experiences that I have had so far, many economists evidently seem to concur on the effects of labor unions to the economy. Economically, unionization encourages the raising of wages above the competitive levels.

As a result, firms in a particular industry incur high production costs. Businesses react by lowering the output level which eventually reduces the gross domestic product of a country (Watcher & Cynthia, 2012). The existence of many unions in the public sector often exposes the government to the risk of high wage bill.

To get the revenue required to cover the huge wage bill, the government may resort to levying high taxes on the income of the people and on the essential commodities. When this happens, the cost of living becomes so much that may be unbearable to the citizens. The situation worsens when unionized companies pass the extra cost of labor as higher prices to the consumer.

Either in the private or public sector, unionization makes a country less competitive in the global market. When a country uses less financial resources in producing a certain good or service, it gains a competitive advantage over its global competitors. This can lead to rapid expansion of the industry thereby increasing the economic growth rate.

For instance, Michelin is the world’s leading producer of tires. It has one of its mega plants in the USA and the other in China. However, the cost of labor in the U.S.A is so high compared to China. As a result, China gets more revenue due to its massive production while America manages to generate less revenue because of the restricted production.

In fear of the possible effects of the unions, many companies are forced to pay their employees higher wages without considering of the prevailing economic conditions. In addition, the productivity of a worker declines with time after joining a union. This can be attributed to the development of a work reluctance attitude in most unionized employees. This is so because the workers are assured protection by the union.

Normally, the union contracts bar management from replacing the less efficient workers. For example, in the education sector, incompetent professors and teachers are always kept on the job for a long time thus minimizing the chances of getting a motivated teaching labor force. This explains why some countries have fallen far much below the world’s academic achievement rankings (Watcher & Cynthia, 2012).

In its negative impacts to the society, unionization has led to the unprecedented job losses as employers find it difficult control a unionized workforce. Moreover, many employers have stopped hiring due to the costs incurred in maintaining and laying off a unionized worker. Therefore, the formation of unions in a society discourages employment (Budd & Richard, 2013).

Additionally, unionization has encouraged corruption in the society. People bribe their way into power and retain particular posts. Since unions have the numbers, they are also used by politicians to fulfill their political ambitions. The idea of unions constituting a large voting bloc makes union officials to diverge from helping their members to supporting their favorite politicians.

Despite the fact that unionization affects people negatively on the economy, it is beneficial to the employees. Unions protect workers from rogue employers by ensuring there is safe working environment, reasonable hours of work, better pay, and so on. The power of collective bargaining makes it impossible for employers to replace employees who are deemed to be stubborn.

This happens especially to those fighting for their fundamental rights. Additionally, unions allow employees and management to deliberate on certain issues before signing the binding contracts. This kind of accomplishment may be impractical when it is done on worker-by-worker basis. Also, unionization guarantees job security to the workers thus able to plan for their future with ease (Smith, 2001).

From the foregoing discussion, I can deduce that although unionization is an ideal process of ensuring that the rights and welfare of the employees are observed and protected respectively, there is need to consider not only the components, but also the economy itself.

Considering the arguments given above, I can conclude that unionization is not good for an organization or a country and, therefore, should be discouraged using the best ways possible.

References

Budd, J., & Richard, D. (2013). Labor relations: Striking a balance. New York, U.S.A: Mc Graw-Hill Publishers.

Smith, P. (2001). Unionization and union leadership: The road haulage industry. New York, U.S.A: Continuum.

Watcher, M., & Cynthia, E. (2012). Research handbook on the economics of labor and employment law. Cheltenham, UK: Edward Elgar Publishing Limited.

Strategy Introduction

Saudization is a new Saudi Arabian strategy by means of which the replacement of all expatriate workers takes place and a chance for local citizens to get certain jobs turns out to be possible (Sadi, 2009). Because of the gained reputation, the company has hired as number of foreign workers, who failed to transfer their sponsorship as well as who did not.

Now, because of the conditions mentioned in the article 39 of the existing labor law, all these foreign workers have to be fired and repatriated to their native land. In spite of the fact that this policy makes all companies follow the law (SyndiGate, 2014), there are the cases when the companies try to save the already developed talents and offer the qualified services.

In the private sector, more than 80% of the workforce are the expatriates (Alanezi, 2012) that have to be fired because of the new policy. It turns out to be a real disaster for a number of employers as well as for the whole country to lose good workers just because of their foreign origins.

Main Points

• Saudization is the policy that supports the local workforce (the locals should not suffer from the infringement of their rights);
• Saudization is the policy that brings considerable changes in a working process (the locals with no appropriate knowledge and experience should be hired in spite of professional expatriates) (Sevilla, 2014);
• Saudization is the policy that takes care of the country’s youth (the responsibilities of the young people and their possible contribution to the national economy should be considered) (Human Resources Development Fund, n.d.);
• Saudization is the policy that supports the national manpower (the citizens have to improve their education and practical skills to correspond with the demands of the local organizations).

Criteria

Nowadays, according to the new policy of Saudization, every company has to create a list of requirements that have to be met by each worker:

• Be a native citizen of the country or to have a local registration;
• Have an educational degree to find practical application of knowledge;
• Have to correspond with the occupation of the company (GMA News, 2011);
• Get special legal approval to work.

Procedure

The process of Saudization is not difficult to comprehend, still, it consists of a number of steps that cannot be neglected. For example, it is necessary to define the goals of the strategy before the identification of the locals’ needs and the analysis of the local workforce are made. Saudi Arabia is actually home for more than 8 million expatriates, this is why it is wrong and even inappropriate to deprive all these people, who currently live in Saudi Arabia, of the opportunity to use their knowledge, offer service, and earn for living.

The procedure of Saudization is a crucial step for all companies to be taken. However, it is possible to overcome its main points and provide the expatriates with a chance to save their working places, for example, to think about visas and the official registration in the country (SyndiGate, 2014).

Finally, to support the idea of the local employment, the companies have to divide their workers accordingly, hire more locals and provide them with the necessary employment, and use some foreign workforce as a reason to promote the development of international relations, which are also important for Saudi Arabia.

References

Alanezi, A. (2012). Workforce localization policies in Saudi Arabia: The determinants of successful implementation in multi-national enterprises. Management Knowledge and Learning. Web.

GMA News. (2011). Saudi labor ministry: Saudization policy failure. Web.

Human resources development fund. (n.d.)

Sadi, M.A. (2009). A framework of the implementation process: The case of Saudization. International Management Review, 5(1), 70-84.

Sevilla, H.A. (2014). Nationalization scheme (Nitaqat) in Saudi Arabia and the condition of Filipino migrant workers. Journal of Identity and Migration Studies, 8(2), 7-23.

SyndiGate. (2014). Seven ways KSA companies can hire more expats under Saudization quotas. Albawaba Business.

Introduction

The organization I work in, Dubai Government Human Resources Department (DGHR) is concerned with “the management, development, and governance of human resources for the government sector” (“Dubai Government Human Resources Department” par. 1). Apart from that, our activities are aimed at “updating human resources practices and leading and planning the processes of building national capabilities” (“Dubai Government Human Resources Department” par. 2). Human resources in Dubai and the UAE have particular features. The most noticeable ones are the share of Emirati population (that is 19% in 2015) as well as the low level of women involvement in the labor force (“The United Arab Emirates” par. 4; “Dubai Plan 2021 Enters Implementation Phase” par. 29). Youth unemployment in UAE equals 7.9% among male citizens, but it is 21.8% when female ones are concerned (“United Arab Emirates” par. 4).

Established in 2009 under the Law no. 31, our Department has been in line with the current efforts of the Dubai Government that are aimed at modernizing and Emiratizing the governmental human resources (“DGHRD” par. 1; “Dubai Human Resources Law Made Flexible” par. 1-5). In consistency with these ideas is our last, but not the least important goal: “providing a research base for generating and exchanging knowledge”, which is typically regarded as aimed at advancing and promoting modern methodology (“DGHRD” par. 2).

From the information presented above, it is obvious that our goals are challenging, and, in my opinion, my colleagues understand the significance of our work for the government. Indeed, it is us who ensures the influx of talent, knowledge, skills, and ideas into the government, and these resources are particularly valuable in the modern economic environment. As a result, I have always been proud to note the especially high level of motivation among my colleagues. However, as of recently, I have been noting the signs of uncertainty and confusion, if not apathy among us. It is, most certainly, a sign of a deeper-rooted problem, and the reason could be found on the managerial level.

In this paper, the symptoms are going to be discussed to define the problem, the reasons for its existence will be described as well as its consequences, and the causes of its persistence. According to Berman, “a good problem definition is one that incorporates the manifest symptoms and includes a set of viable strategies for leading the organization forward” (40). Therefore, suggestions for improvement will be described to provide a proper problem definition.

Problem Definition: Symptoms and Causes

The most noticeable symptom of the current problem, as it has been noted, is the apathy exhibited by some of my colleagues. Personally, I am not discouraged yet, but I can feel a growing dissatisfaction with my job and my job opportunities. In conversations with the colleagues, I have brought the problem up, and the conclusion that it is possible to make consists in the suggestion that they experience similar dissatisfaction. This dissatisfaction could be the reason for the apathy that, however, is not exhibited by every worker as far as I can see. Therefore, the root of the symptom is the growing job dissatisfaction among my co-workers.

There is a number of factors that influence job satisfaction, and it is very likely that different workers consider different of them to be significant. In fact, this specific feature of human resources could be the reason for the fact that not every of my co-workers exhibits apathy. However, given the fact that there are several of us who experiences decreasing job satisfaction, it is possible to suggest that particular activity or strategy of our management is not adequate or suitable for us. Personally, I have the following suggestion concerning the reason for the decreasing desire to be involved and participate, which manifests itself in the form of apathy.

It would be expected of a human resource department management to realize the importance of human resources and the potential of the ideas that they can provide; however, I have noticed that initiative is not especially encouraged in my organization or, at least, in the environment I contact with. Personally I see a sign of significant human resource mismanagement in this respect, that is, the lack of seeking human resources out which is a variation of the problem #6, “missions are not being pursued,” as defined by Berman (30).

Obviously, pursuing goals without attracting an adequate amount of resources is an unreasonable line of action, and it is bound to affect the effectiveness of the organization. However, given the specifics of the resource, this line of action has first manifested itself in a different form, that is, in the discouragement of the employees. Having realized that their initiative is not very welcome, some of them seem to have decided not to exhibit any. Others, who find it necessary to realize themselves through their work, have a growing dissatisfaction with their job. In general, all these factors are bound to lead to dissatisfactory results that are described in the following section.

The Consequences and Persistence

It is a well-known fact that human resources are particularly important to an organization’s success (Sawang 248). While there are cultural specifics to the strength of the relationship between job satisfaction and job performance, it is a well-established fact that motivation and self-efficacy of employees are necessary for top achievements (Ng, Sorensen, and Yim 779-782; Cherian and Jacob 84-85). Consequently, creating a discouraging environment in which employees do not expect to make changes has naturally resulted in the decrease of their motivation. As such, the problem connected with the inadequate mission pursuing and resource seeking has led to job dissatisfaction and resulted in inadequate staff motivation due to the specifics of this kind of resource. It should be pointed out that the resources are available, but the managerial level does not appear to be interested in using them.

I believe that the primary reason for the problem persistence is the fact that currently the “gap between expectations and reality” (that is necessary for a problem diagnosis) is rather small (Berman 23). It is difficult to discourage the highly-motivated workers like my colleagues, and while we can feel the change, it may be not noticeable to an outside viewer. Apart from that, as a colleague, I notice the decrease in the motivation among my co-workers, but I do not notice any kind of impact on the quality of their work yet. This could be one of the reasons for neglect from the managerial levels: a sign of the problem that would be noticeable to them has not yet appeared. Still, I tend to think that the decrease in motivation has already cost our organization a number of ideas and improvements, and, as it progresses, it can begin to affect the quality of the work. This is why I think that the problem needs to be addressed.

Suggested Solution

Given the specific feature of the problem (its invisibility to upper managerial levels) I believe, we should make it visible. It is obvious that the view of the managerial actions and strategies can be very different for managers and their subordinates; in other words, it is the perception of managerial actions that matters for job satisfaction and motivation (Sawang 247-249). Consequently, I do not believe that the problem was caused deliberately and define the invisibility as a primary reason for its persistence. Managers did not receive (or, possibly, did not seek) adequate feedback from the subordinates, and we must change this. In case after that the problem is not addressed, this plan will need revising since, in such a situation, the reason for the problem persistence will be changed to reflect managerial neglect.

Conclusion

One of the specifics of the work in an organization like my own is the feeling of being useful and doing the right thing. Plain as it may seem, this is a perfect motivation in my book, and from what I see at the workplace, I am not alone in this opinion. To lose this reason for motivation, to annihilate it with human resource mismanagement appears to be a most unreasonable if not sinful line of action. Right at the moment the problem is almost invisible, and this fact appears to be the reason for its persistence. Still, if the problem is not addressed, it may cause much more harm than it is causing at the moment. Given the fact that the described problem is a variant of the issue of not pursuing the missions, the decrease of the effectiveness of mission achievement is to be expected. I believe that the problem should be addressed, and a more in-depth analysis of the situation should be performed by a team from our organization to identify the actions that are necessary for the solution.

Works Cited

Berman, Evan M. Performance and Productivity in Public and Nonprofit Organizations. Armonk, New York: Sharpe, 2006. Print.

Cherian, Jacob, and Jolly Jacob. “Impact Of Self Efficacy On Motivation And Performance Of Employees.” International Journal of Business and Management 8.14 (2013): 80-88. ProQuest. Web. 12 Nov. 2015.

“DGHRD.” Linkedin. Linkedin, 2015. Web.

“Dubai Government Human Resources Department.” Government of Dubai. Dubai Smart Government, 2015. Web.

“Dubai Human Resources Law Made Flexible.”Gulf News, 2010. Web.

“Dubai Plan 2021 Enters Implementation Phase.”Dubai Statistics Center. Dubai Smart Government, 2015. Web.

Ng, Thomas, Kelly Sorensen, and Frederick Yim. “Does the Job Satisfaction–Job Performance Relationship Vary Across Cultures?” Journal of Cross-Cultural Psychology 40.5 (2009): 761-796. SAGE Publications. Web. 13 Nov. 2015.

Sawang, Sukanlaya. “Moderation or Mediation? An Examination of the Role Perceived Managerial Support Has on Job Satisfaction and Psychological Strain.” Current Psychology 29.3 (2010): 247-256. Springer Science. Web.

“United Arab Emirates.”CIA. CIA, 2015. Web.