Transferable skills- these are skills that can be used in a wider variety of jobs. These skills are very important today they can be transferred from one type of job to another. In looking around for jobs, people must have a selection of transferable skills. People with transferable skills are more useful to employers because they learn a new job quickly and they are cheaper to train.
Induction training- this type of training is used for employees learning about the job and organisation. A successful job applicant should be provided with induction training of some kind. The larger organisations do this more thoroughly than poorly resourced smaller organisations.
Updating training- this training is used for updating and developing the skills of the employees this can be provided:
- Internally by the organisation
- Externally by consultants on site or by sending selected employees on courses.
Increasingly employees are required to learn new skills in place of skills that are becoming redundant e.g. newspaper printing. In Southgate College they have a type of computing training called ECDL this is to enhance staffs computer skills.
The importance of Training and Development at Southgate College is that If they neglect and do not train the staff it you will be caught out in the end either by staff leaving due to low moral; Southgate college may not perform at its peak because staff may not know how to use equipment properly or are not sure what the correct procedure is or your business falls behind because either you or your staff have not been given the opportunity to update their skills or knowledge within the college. If your business goal is to be the best, treat customers with respect, you will not be able to do this if you have not considered training and developing your staff to help you to work towards your goal. So as you can see if the College does not follow training procedures they could have unskilled staff.
What Southgate College do is decide what skills or knowledge needs to be developed and identify which training route would be the best to achieve their employee’s educational objectives.
All of the training comes from the Human Resources department. Human Resources is concerned with the employees who work for the organisation (Southgate College). To fulfil its purpose, human resources staff are involved in specific activities these include:
- The recruitment, retention and dismissal of staff
- The training, development and promotion of staff
- The monitoring and maintenance of good working conditions
- Health and safety
- Liaison with employee organisations and trade unions
So as it shows above the human resources at Southgate College must cover all of these activities. It is their job to make sure the staff at Southgate College are motivated, well trained and committed to the aims of the business. If these activities are not carried out the employees will not be motivated and only do the minimum work that is required then even if they do recruit the best person for the job if the person is not motivated and trained he/she will be unsuccessful in the college.
The purpose of Human Resources at Southgate College is to be able to recruit, train and motivate staff for the organisation to be able to be run smoothly. Even experienced teachers at Southgate College get re-trained so that they can keep up with changes within the business.
Performance Management
Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organisation, a department, and processes to build a product or service, employees.
The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans should contribute to organisational goals and the professional growth of the employee. The planning process must also involve consideration of the emerging College environment.
The Proposed Human Resource Management framework also underscores the vital role of education, training and development in the Colleges organisation. In this organisation, continuous learning is a prerequisite to successful job performance and organisational effectiveness. Employees must be able to learn work, developing effective technical and people skills in order to assume new responsibilities, and keep pace with and anticipate the changing nature of work and the workplace.
Motivational theory plays a big role in performance management. Out of all the motivational theories Herzbergs two-factor theory is very relevant to performance management at Southgate College because there is a big link between motivation and performance. The first set of factors that Herzberg came up with is those that induce job satisfaction, known as motivators.
These factors are:
- Achievement in the job
- Recognition of good performance
- Satisfaction from the job itself
- The opportunity for advancement of work
- Being granted additional responsibility
Managers must focus upon these factors if they want to increase job satisfaction and motivate employees.
The second set of factors are referred to as hygiene factors. These are the necessary conditions to prevent dissatisfaction but, in themselves, are not sufficient to motivate employees.
These factors are:
- An employees salary
- Supervision and technical conditions
- Company policy
- Interpersonal relations
- Working conditions
Herzberg’s overall theory suggests that an increased salary might only have a short-term effect upon employee efficiency & satisfaction but on the other hand if employees are given extra responsibility, such as in Southgate’s colleges case in charge of enrolment, this will have long term motivating effect. As you can see this theory is implemented in Southgate College. This is one of the main theories used in organisations today. They more relevant it gives the staff more incentives and also keeps them motivated and well trained.
The second motivational theory that is relevant to Southgate College is McGregor’s Y theory, but he also has an X theory. First of all the X theory conveys a negative side of human nature. Showing employees as lazy, unambitious people who dislike work and need to be controlled through punishment. McGregor argues that if a manager treats employees as if they are naturally inclined to be idle and disinterested and he believes that they do not want responsibility, and then they will fulfil this role.
As u can see McGregor’s X theory is very autocratic and very de-motivating. It makes the employee feel controlled and not allowed to use initiative. This type of style was used many years ago but now day’s people are treated differently and have more rights and therefore this part of the theory irrelevant for Southgate College.
The Y theory implies that employees are not money motivated but gain reward from the job itself. Theory Y presents employees as self-disciplined, work appreciate people who crave responsibility and creative fulfilment. McGregor’s theory Y is significant to Southgate College because it suggests that given the right conditions and management style employees can be motivated to work efficiently and productively.
In Southgate College they have training days each term so that the employees are trained up in new and old skills and also to be re-motivated to keep them successful in their job. The relationship between training, development programmes and performance management in Southgate College is that they all interact together. When the employees are getting trained they are developing new skills and learning more about what their job involves they can then implement what new skills they learned and use them in their job. In performance management the employees will then be observed on how they are performing in their job, if they are in a satisfactory level they will be praised if they are above that they may get a pay rise. So as you can see these programmes interact together to achieve the best out of the employee.
The way that motivational theories has an impact on Southgate College’s training and development programmes and performance management is that when Southgate college trains and then observes the staff they and recording down information about their performance. From this they can award the staff with higher pay, if they are good the will be recognised for their good performance, to be granted additional responsibility this all comes under Herzbergs 2 factor theory. So by the college training staff they are then able to make them better at their job and also reward them for it. Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Both these approaches (hygiene and motivation) must be done simultaneously. Treat people as best you can so they have a minimum of dissatisfaction. Use people so they get achievement, recognition for achievement, interest, and responsibility and they can grow and advance in their work. This is what Southgate College hope’s to gain from following Herzberg’s 2 factor theory.