Effectiveness of Sleepy Hollow Company’s Training

Introduction

The scope of the research

In this research project, the proposal will dwell on the strategies that Sleepy Hollow uses in its bid to ensure optimal employee performance. In the beginning, the paper will provide an intrinsic proposal, after which it presents the research problem. After this, the research will authenticate researches that have been carried out on the topic, besides presenting a comprehensive literature review to establish the present stand on the topic. Finally, the research proposal will deliver the outcome which will include recommendations on the best ways to overcome the problem and present the most appropriate alternative approach in implementing the proposed solution.

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Research background

The research topic is the need to incorporate training and development as part of the human resource management policies of Sleepy Hollow. Currently, the human resource management department does not have policies that reinforce training and development among the employees. In numerous jurisdictions, it is required to have an independent training and development management function in an institution. Unfortunately, there are scenarios where the human resource management department of Sleepy Hollow is not competent and thus, fails to address the critical control factors within the desired time frame. There is no proper schedule for periodic and continuous employee training and development within Sleepy Hollow, which has a quantifiable module for tracking the feedback and level of engagement among the employees. As a result, it is almost impossible to monitor the performance of each employee against the set targets. Besides, the lack of training and development may be attributed to low employee morale and redundancy at the organization. It is necessary to establish the most appropriate training and development strategy for Sleepy Hollow to monitor and micromanage its employee productivity.

Research problem

Even though Sleepy Hollow spends several thousands of dollars on training seminars and internal programs, the training modules have not been modified to fit within the organization’s corporate culture. This research paper will establish the most appropriate approach that Sleepy Hollow should adopt to improve its training and development strategies. The Sleepy Hollow will greatly benefit from appropriate training and development strategies, which translate into better employee development and client satisfaction (Eriksen, 2009).

The rationale of the research

The need for employee efficiency in Sleepy Hollow informed the need for critical research on the impact of different employee training programs on organizational effectiveness. Therefore, the research treatise will attempt to explicitly quantify the direct and indirect impact of employee training on organizational performance at the Sleepy Hollow Company (Schraeder & Jordan, 2011). At the end of the research, Sleepy Hollow, which wants to further progress its general performance, will be in a position to implement the necessary policy framework for improving performance as part of the training results.

The research aims and objectives

This research study will endeavor to overtly appraise the human resource training strategies in Sleepy Hollow and their direct influence on organizational performance in the short and long run. The primary aims and objectives of this research paper will be;

  1. To provide sufficient information to the human resource management department of Sleepy Hollow on the real management problems that have facilitated the occurrence of poor performance among the employees.
  2. To establish the views of the employees of Sleepy Hollow on the level of job satisfaction within the current training and development programs.
  3. To establish the link between the current output of Sleepy Hollow and the scope of its human resource management strategies.

Research questions

  • What is the effect of employee training planning on Sleepy Hollow’s progress?
  • How is Sleepy Hollow different in its strategic employee training planning?
  • What factors of human resource planning has not propelled Sleepy Hollow to its desired success route?
  • How does Sleepy Hollow deal with different challenges with its employee training planning?

Significance of the research

This research will assist Sleepy Hollow to execute effective employee training strategies that encourage competence of employee performance feedback. The research will be a collection of best training practices that Sleepy Hollow may apply to ensure that its performance is sustainable and attractive. The study will give critical recommendations on the best strategy that Sleepy Hollow may apply to ensure that its training results in better organizational performance. The main effect of improving the training of the employees is that it will create a quality service environment. The management would have to restructure the organization in a way that allows for the implementation of the proposed employee training plan (Allan, 2009). The staff would need to adapt to the new requirement of learning the dynamic communication system in a bid to accomplish the organization’s goals.

Literature Review: Sleepy Hollow Training

Review of Sleepy Hollow’s current employee training guidelines

The Sleepy Hollow training values include competency, creative culture, organizational effectiveness, and authenticity in performance. The company has been proactive in offering continuous training programs to its new and old employees periodically to ensure that their performance meets the expectations within the annual performance review calendar. The company has a stable ethical and performance culture that is pivoted on the need to improve on creativity and a healthy state of mind among the employees. Therefore, a proactive behavior control system for the restaurant functions within a structured reward system. Sleepy Hollow focuses on the most elevated moral models in all business exchanges. Each employee must follow all pertinent laws, guidelines, and regulations when performing his or her obligations.

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Need for employee training through organization management

According to Allan (2009), a “people subsystem may be effective when the incentives are properly matched with the responsibilities assigned to an individual in an organization” (Allan, 2009, p. 29). The strategy functions on the assumption that proactive management is the first step in managing counteractive behavior, which is a distracter from optimal performance (Vaccaro, Jansen, Bosch, & Volberda, 2012). This has been achieved by the company through a series of continuous training programs that are customized to meet the demand of each training need at the company. The training needs are classified according to the level of skills, market demands, and the organizational culture of proactive learning. As a result, organizational management will function on the periphery of inclusive and proactive response mechanisms (Battilana & Casciaro, 2012). This is summarized in the figure below.

People subsystem.
Fig. 1: People subsystem. (Source: Self-generated).

Factors affecting Sleepy Hollow’s effectiveness

According to Battilana and Casciaro (2012), the models of intention, adoption, and continuance are essential in investigating the concepts of intention, adoption, and continuance of the process of employee training. Employee trust and satisfaction are the key determinants of continued performance. In the face of globalization and the development of effective training, Sleepy Hollow has been consistent in providing a series of training programs that are aimed at creating a healthy work environment for sustainable performance (Battilana & Casciaro, 2012).

Through understanding organizational sustainability, organizations need to comprehend the dynamics that prevail, drive, and support essential programs within its workforce to accomplish the strategic objectives, while ensuring that the employees are comfortable. The physical structures in any organization interested in sustainability should promote positive relationships between favorable and effective job performance and work environment, as attributes of motivation and congenital conditions (Chen, Tsui, & Farh, 2002). This is summarized in the diagrams below.

Sleepy Hollow's organizational effectiveness.
Fig. 2: Sleepy Hollow’s organizational effectiveness. (Source: Self-generated).

According to Wang, Tsui, and Xin (2011), measuring factors such as interpersonal relations, working conditions, support and trust, welfare provisions, and work environment may greatly contribute to organizational sustainability as well as employees’ satisfaction, especially when technology is secondary to human input. For instance, technological modifications within an organization are sustained when the human factor is equipped with appropriate skills for ensuring its operational efficiency (Andreadis, 2009).

Role of training in Sleepy Hollow’s organization development

Job training is an important concept in the discipline of Human Resource Management in the job selection process, especially in training candidates for specific job descriptions. Getting the right individuals for employment is critical to the achievement of an organization’s goals (Chen, Tsui, & Farh, 2002). Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the company. Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Better performance translates into organization growth, especially when the training process is continuous (Dasgupta, Suar, & Singh, 2013). Across the globe, human resource management endeavors to have a pipeline of talent to work towards achieving long-term objectives. Besides, through designing relevant training and development programs that suit different work environments, human resource management will develop sustainable skills that enhance career development. Human resource management is critical in undertaking several career development programs concurrently. If properly integrated, such would be necessary for attracting and retaining the human resource base. This is achievable through proactive evaluation of employees besides designing a succession pipeline for vital job positions in organizations through training.

Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Empowerment unleashes plenty of energy and motivation. Reflectively, the motivation and energy aspects of appreciation function simultaneously at micro and macro levels to facilitate optimal functionality or productivity (Andreadis, 2009). Empowering employees ensures a stable and sustainable win-win situation as employees will be motivated to work without much supervision from the management or their supervisors. When properly incorporated within and without different departmental segmentation, as an active component of the company goals and vision, the complete interaction between the management and other staff will contribute to value addition, good performance, and a healthy working environment (Harrison & Wicks, 2013).

Employee development and organization development at the Sleepy Hollow

Upon empowering employees to participate more in the decision-making process, the culture of independence in reasoning and consultative approach when handling work-related duties will be internalized. The employees will appreciate the need for free consultation rather than doing the same as a condition imposed on them by their superiors (Male, Kelly, Grongvist, & Graham, 2007). In the process of carrying out consultative functionalism, the mind will be tuned to appreciate the need for flexibility in decision making science which is compatible with the goals and vision of the organization (Dasgupta, Suar, & Singh, 2013). Besides, the entire workforce operating under the consultative approach is likely to positively embrace the change element that may be introduced in the organization aimed at ensuring optimal output by the employees. Optimal performance translates into a sustainable business and promotes organization development (Andreadis, 2009).

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Methodology

Description of the population

The research will adopt a critical research survey method to accomplish the objective of establishing the relationship between employee training and organizational performance. The researcher will dispatch 100 questionnaires as part of the quantitative survey. The research will be declared effective when 90 questionnaires are filled and returned. This research will target senior and junior staff at the billing company. The study will opt for open and close-ended questionnaires since it is economical, especially when the sample size is put into the picture (De-Rada, 2005).

Description of the sampling procedures

The rationale for choosing discreet statistics in this research was informed by the nature of the targeted population, that is, dynamic and concentrated in one area. A model space of 100 respondents was targeted for the study. This sample was chosen randomly across different ages, gender, and other responsibility classes among the employees at Sleepy Hollow. The researcher used convenience sampling (Golafshani, 2003, p. 24).

Sample size determination

To create the sample size for the research, the following formula was used.

Sample size formula (Golafshani, 2003)

n=N/ (1+N (e2))

Where:

  • n = sample size
  • N= Target population
  • e= Degree of freedom
  • n=100/ (1+100*0.052)
  • n=100/1.25
  • n= 80

The sampling criterion that will be used in the initial sampling plan represents the true picture of the activities on the ground. To begin with, the sampling plan considers several employees and concentrates on different shifts. Besides, this sample plan is representative of the company’s labor population and it is not biased since the results generated are from different sampling units with a sample space of one. Moreover, an adaptation of this sample plan as authentic would not compromise the aspect of comparative study in decision making, that is, it gives room for comparison to another set of data. This sample chosen for the survey presents clear, scientific, and verifiable criteria for making decisions in the dynamic HRM scene (MacKay & McKiernan, 2008).

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Confidence intervals

Confidence interval estimates

At 99%

Sample statistic + Z value * standard error / √n

b1 = 7.1175 ± 2.57 * 0.9631 / √133

= 7.1175 ± 2.57 * 0.9631 / 11.5326

= 7.1175 ±0.2146

= 6.9029 ≤ b1 ≤ 7.3321

At 95%

b1 = 7.1175 ± 1.96 * 0.9631 / √133

= 7.1175 ± 1.96 * 0.9631 / 11.5326

= 7.1175 ± 0.1635

= 6.954 ≤ b1 ≤ 7.281

At 90%

b1 = 7.1175 ± 1.64 * 0.9631 / √133

= 7.1175 ± 1.64 * 0.9631 / 11.5326

= 7.1175 ± 0.1368

= 6.981 ≤ b1 ≤ 7.254

The confidence interval estimate of 90% is 6.981 ≤ b1 ≤ 7.254, of 95% is 6.954 ≤ b1 ≤ 7.281, and of 99% is 6.9029 ≤ b1 ≤ 7.3321. Thus, it can be noted that as the interval level decreases, the confidence interval estimate increases.

ANOVA analysis

Analysis of variance (ANOVA) is a statistical tool that “focuses on establishing the differences between the means of data collected from the targeted organization” (De-Rada, 2005, p. 45). This is represented by

ANOVA analysis

and

ANOVA analysis

(De-Rada, 2005).

Validity and reliability

Basically, “validity and reliability determine the accuracy of collecting data in research” (De-Rada, 2005, p. 33). This will be achieved by designing close-ended questions that direct all the respondents on the answers expected to make the study more defined within the initial variables. Besides, the research will be in a position to interact with the respondents on request to make any clarification as the study progress to ensure that everyone is reading from the same page (De-Rada, 2005). Lastly, each respondent will be given ample time to fill the questionnaires and make any corrections before the research makes the final decision on how to interpret the data collected.

Different biases and minimization

The responses from the participants will be analyzed to determine which research question and research objective they are addressing. They will then be coded accordingly. The major strength of the methodology is that it helps in analyzing all themes, which have implications on the research questions; hence the bias will be minimal. Despite its inability to highlight themes that are external to the research questions conclusively, the methodology is appropriate for this study (Golafshani, 2003). In other words, the researcher will study the texts from the data collected trying to identify the concepts that relate to the research questions and objectives. Content analysis and thematic analysis are closely related, especially in the context of the current study. Both of them hinge on the research questions.

Analysis

ANOVA analysis: Hypothesis

Null hypothesis

Ho: µ1 = µ2 = µ3

In this study, the null hypothesis indicates that there is no substantial difference between effective employee training and organizational performance concerning the Sleepy Hollow Company.

Alternative hypothesis

Ho: µ1 ≠ µ2 ≠ µ3

In this study, the null hypothesis indicates that there is a difference between effective employee training and organizational performance in the Sleepy Hollow Company. The ANOVA results are summarized below.

Variable F-ratio Degrees of freedom P-value
Sleepy Hollow 4.21 7.102 0.001
Analysis of the indicators
Employee approval 9.42 194 0.000
Financial potency 6.92 194 0.004
Corporate culture 4.49 194 0.038
Performance 3.56 194 0.091

(Source: De-Rada, 2005).

As indicated in the table, the number representing the F-value was depicted by 4.21 while the number depicting the P-value was established as 0.001. Since the null hypothesis was to be rejected within the accuracy limit of 99%, “this confirms that the indicators for determining performance” (De-Rada, 2005, p. 32) of the Sleepy Hollow Company slightly differ. Thus, it can be concluded that effective employee training has a direct influence on the organizational performance of Sleepy Hollow. This is a clear indication that effective employee training determines the magnitude of organizational performance at the Sleepy Hollow Company.

Quantitative analysis

Close-ended questions

Summary of the responses. (Source; self-generated).

Question No Strongly disagree %) Slightly
Disagree (%)
Neutral (%) Slightly agree (%) Strongly agree (%)
Q1 0 0 16 16 68
Q2 0 8 16 42 32
Q3 10 20 0 30 50
Q4 10 20 0 30 50
Q5 5 5 10 30 50
Q6 0 15 5 20 60
Q7 0 10 10 60 20
Q8 0 10 10 50 30
Q9 0 0 10 70 20
Q10 0 0 10 10 80
Q11 0 10 10 30 50
Q12 0 10 10 30 50

Summary of the distribution by a percentage score

The weighted score of response
(Source: Self-generated).

Critical response analysis

Question 1
Question 1. (Source; self-generated).

As indicated in the pie chart, a population of approximately 70% of the participants accepted the presence of a series of employee training programs at the Sleepy Hollow Company.

Question 2
Question 2. (Source; self-generated).

As indicated in the pie chart, a population of approximately 80% of the participants agreed that Sleepy Hollow Company has unique employee training programs. The participants noted that the company has many training programs within different departments.

Question 3
Question 3. (Source: Self-generated).

As indicated in the pie chart, a population of approximately 90% of the respondents agreed that the primary focus of employee training programs at Sleepy Hollow is very efficient. Thus, the majority are happy with the type of training they receive at the company.

Question 4
Question 4. (Source; self-generated).

As indicated in the pie chart, a population of approximately 90% of the respondents agreed that the current programs are very essential towards organizational performance. However, less than ten percent of the respondents had mixed feelings.

Question 5
Question 5. (Source: self-generated).

As indicated in the pie chart, a population of approximately 80% of the participants agreed that the effectiveness of each training program is pivoted on the implementation strategy of the company.

Question 6
Question 6. (Source: self-generated).

As indicated in the pie chart, a population of approximately 80% of the respondents agreed that the management style of the company determines the level of program acceptance among the employees. However, ten percent of the population could not establish the link of how the training programs influence organizational effectiveness. 13 respondents were neutral.

Question 7.
Question 7. (Source: self-generated).

As indicated in the pie chart, a population of approximately 82% of the participants concurred with the current scope of the training programs as effective within their expectations.

Question 8.
Question 8. (Source; self-generated).

As indicated in the pie chart, a population of approximately 89% of the respondents concurred that Sleepy Hollow has become effective since the training programs are executed in a participatory manner and all the stakeholders are involved.

Question 9
Question 9. (Source; self-generated).

As indicated in the pie chart, a population of approximately 95% of the participants acknowledged the existence of a series of training programs applied by other companies that operate within the same industry as Sleepy Hollow. This indicated that employees generally share the same perception that employee training influences organization performance.

Question 10
Question 10. (Source: self-generated).

As indicated in the pie chart, a population of approximately 91% of the respondent had a positive response to this question. This means that majority of the respondents are proactive in their organization’s corporate culture. This is a clear indication that different employee training programs have a direct influence on the success of the Sleepy Hollow organization.

Question 11
Question 11.

As indicated in the pie chart, a population of approximately 94% of the respondents agreed that the training programs practiced within Sleepy Hollow were vibrant to survive the swings in the common practices of human resource management. Question 12

Question twelve

As indicated in the pie chart, a population of approximately 93% of the participants accepted that training programs at the Sleepy Hollow Company promote direct employee participation.

Summary of the analysis

As indicated in the results, a high percentage of the respondents could point out the relationship between employee training and organizational performance concerning the Sleepy Hollow organization. The respondents were aware of a series of employee training programs that the case study organization was employing to ensure that its performance is sustainable. The average score in terms of employee training as influencing organization performance was recorded at 73%. This is a clear indication that proper and effective employee training programs translate into better organizational performance.

Recommendations and Conclusion

With regards to the above findings, there is a need to make training programs more proactive and performance-oriented. The goals of this recommendation are to progress the competence of the current model of training between the employees and the organization through the incorporation of multicultural training and to ensure that the various available methods appeal to the financial health of the organization. This recommendation will address the objectives of ensuring that the organization improves the standard of the working environment, increasing the number of clients that the organization handles daily in a bid to accomplish the organization’s objectives, and ensuring the level of flow of information within and without the organization. The proposed program is summarized below.

Continuous Orientation-Performance Portion Training (applying the LAMP framework)

The main objectives of the Continuous Orientation-Performance Portion Training at the Sleepy Hollow include the passing of teamwork, time management, and customer service skills. Besides, the program aims at addressing conflict resolution, complaints acceleration, and intra and inters personal communication skills. The training program is meant to restore the employee confidence, personal adjustment within the organization culture, and intra and interpersonal interaction with other employees and customers.

Significance of the Continuous Orientation-Performance Portion Training

According to Battilana and Casciaro (2012), “self-evaluation skills on individual concentration level during training encompass actual and expected outcome” (Battilana & Casciaro, 2012, p. 35). The process of learning within Sleepy Hollow for employees will be conducted through employee orientation and continuous organization behavior modification. Learning in this organization is a major prerequisite to the realization of managerial and operational changes. The four main categories of intervention strategies in organizational development highlighted in the proposed program include strategies that are based on the human processes, structural technological orientation, techno-social orientation, and organizational alteration (Battilana and Casciaro, 2012).

The success evaluation criteria for the proposed employee orientation program functions on the feedback from the employees after the end of each stage of the training. The plan does not aim to disseminate any particular message, as its core purpose is to improve communication between the organization and its clients in the daily running of the organization’s affairs. The strategies in this plan require the organization to take a collaborative perspective in dealing with the subject matter. In essence, this aspect means that the plan requires the management of the organization, the staff, and the clients to work together. The main requirement for the creation of such a set-up is an exchange of information and knowledge relevant to the project. The actualization of the tactics that this plan proposes requires the management of the organization to work closely with the staff and allow the staff freedom to associate with clients and form networks with other organizations as they accomplish their duties. This aspect allows the staff to collect feedback from clients.

Measurement and Evaluation

It is difficult to establish the exact timeframe within which the organization shall complete the communication training program due to the variation of learning capabilities among trainees. Most options available for incorporation in the training program are cost-effective and they work towards the sole purpose of furtherance of the organization’s goals and objectives. The solutions also cater to the main stakeholders, the organization’s management, staff, and clientele. When properly implemented, the current production, human resource, and organizational culture will become more proactive and sustainable. This is summarized in the table below.

Training Module Required
Resources
Leadership responsibility Steps were taken Barriers Performance Indicators
Employee empowerment to be more participative Outsourcing the appropriate training expert and necessary materials. Supervisors and head of departments Done after every three months for the first year. This will be followed by training every six months thereafter. Responsibility and skills of the employees in different departments 360-degree feedback indicator
The invention of a series of motivational programs Creation of a healthy participating environment Head of departments and supervisors Creating clear goals Incorporation of team building needs 360-degree feedback indicator

(Source: Dasgupta, Suar, & Singh, 2013).

Delivery and evaluation methods

The success evaluation criterion for the proposed program functions on the method of delivery. The training will be delivered through a video, booklets, and a PowerPoint presentation. The main delivery method is appropriate since the training program is practically oriented (Dasgupta, Suar, & Singh, 2013). Reflectively, these factors are internalized in the training program of the proposed program to foster a proactive attitude among the staff towards performance.

Evaluation methods

The aspect of planning for the proposed program is important to demystify poor performance. As opined by Allan (2009), “proper use of competency review system is directly proportional to employee performance, since the magnitude of success depends on social interaction skills” (Allan, 2009, p. 65). These policies will be incorporated into the employee-employer relationship model and personalized performance reviews.

The strategies in this recommendation require the Sleepy Hollow organization to take a collaborative perspective in dealing with the subject matter. In essence, this aspect means that the plan requires the management and staff of Sleepy Hollow to work together. The main requirement for the creation of such a set-up is an exchange of information and knowledge relevant to the project (Chan & Mcallister, 2014). The actualization of the tactics that this plan proposes to require the management of the organization to work closely with the staff and allow the staff freedom to associate with clients and form networks with other organizations as they accomplish their duties (Battilana & Casciaro, 2012). The success evaluation is summarized in the table below.

Strategy Goal setting Feedback Channel Exception Criteria Evaluation Criteria
Proactive employee empowerment Setting attainable assignments and allowing employees to consult on the same Creating interactive sessions for the workforce Establishing the organization culture and ethics Review of performance periodically after every stage of training
Creating more motivational programs involving teamwork activities Fixing motivational programs in the annual calendar Performance comparison between teams Defining limits for responsive training Testing team spirit and insight

Training budget

Item Quantity Cost per person ($) Cost for 30 persons ($) Total Cost ($)
Transportation 1 shuttle hired 50 (Two way) 1500 1500
Meals 3 Meals 200 6000 6000
Training allowance Per participant 50 1500 1500
Training Materials 30 50 1500 1500
Accommodation 100 Rooms 150 1500 4500
Training Personnel 4 Experts 500 2000 2000
Total 17,000

Training audit planning

Audit objectives

  • To verify that the company has established adequate policies and procedures to mitigate the risks in human resource functions in training.
  • To ascertain compliance with the company’s human resource policy & procedure manual and good practice in training.
  • To determine that the human resource function’s contribution to the attainment of the company’s strategic goals.

Risk analysis

The section will provide information on the risk assessment of the human resource department. The areas that will be audited are human resource planning, performance management, training, and communication.

Operation Management assertions Inherent risks Controls in place to mitigate the risks Risk rating
Human Resource Planning
  • To assess staffing needs for the future and make plans for recruitment and selection.
  • Ensure optimum use of human resources in the organization by eliminating a surplus or shortage of staff.
  • There can be overstaffing or understaffing in the organization.
  • Failure to monitor the turnover rate.
  • Human resource functions can be executed haphazardly in the absence of a plan.
The human resource policy outlines that;
  1. The human resource department (HR) should develop an internal data bank and inventory, which lists the type, range, and level of skills, knowledge, and competencies available within the company.
  2. Planning should include the following.
  • Analyzing the current human resources.
  • Making future staffing forecasts
  • Developing employment and training programs.
  • Developing an Organogram which is in line with the strategic goals.
Critical
Performance management
  • Ensure that the department’s targets and the overall company’s objectives and goals are achieved.
  • Failure to achieve overall company’s objectives.
  • Absence of an operational performance management framework.
  • Failure to monitor employee performance from time to time.
The human resource policy gives the following guidelines;

Performance planning:

  • Line manager and a performer should agree on specific performance objectives that the performer is expected to achieve at the end of a specific plan period.
  • The agreed objectives should be jointly signed by the line manager and performer who keep a copy each and the third copy should be forwarded to HR.
  • Setting objectives is a cascading process that starts with the company’s objectives followed by the departments’ objectives.

Managing performance

  • Line managers are supposed to regularly monitor the performer’s progress and proactively identify opportunities for re-enforcing positive achievements and/or behaviors, and for taking necessary actions to correct emerging performance gaps.
  • Quarterly performance reviews should be conducted for all employees.

Appraisal

  • Annual performance appraisal exercise should be completed by 31st January of every year.
  • An overall performance aggregate should be determined. The appraisal document should be signed by both the line manager and performer.
  • The results of the performance improvement plan and recommended actions are recorded on the performance record tool. The tool should be signed by both the line manager and performer.
Moderate
Training
  • Ensure that employees have essential work-related skills, techniques, and knowledge that will improve efficiency and overall organization performance.
  • To motivate employees to reduce cases of dissatisfaction, absenteeism, and turnover.
  • Lack of proper planning for training to be conducted during the year.
  • Unavailability of training organized for staff members and lack of budget allocation for the training.
  • Lack of proper identification of training needs that are required by the staff members.
Human resource policy outlines the following;
  • Training plans should be prepared before the beginning of the year.
  • The line manager should separate the skills and knowledge that can be developed through on the job training and those that require formal education.
  • The line manager should work with each employee to establish learning objectives and training plan to accomplish them, and monitor their progress.
  • Proper plans, terms of reference, and contracts should be prepared when the company decides to use training consultants.
  • After training is completed, the department heads must help the employee to put the training into practice as soon as possible.
  • Employees should submit a comprehensive report on the training to the line managers for perusal, appropriate circulation, and retention in the personnel file.
Low

Work program

The section outlines the various audit procedures that will be followed when carrying out the training audit. It also provides the list of documents that will be reviewed under each area of audit. The information is presented in the table below.

Operations Documents to review Compliance tests Substantive tests
Human Resource Planning
  • Human resource plan for the current period.
  • Ascertain if the human resource planning process is consistent with the policy.
  • Obtain the human resource plan for the current period and ascertain that it was approved by the appropriate authority
  • Review the plan and ascertain that it was prepared using reliable data.
  • Review actual results and compare them with the plan and determine if there are major variances.
  • Find out if the HR plan supports the company’s strategic plan.
  • Verify there is a plan for the level of people to be recruited during the year.
Performance Management
  • Staff personal files
  • Review a sample of staff files and verify that the performance management process was done in compliance with the policy.
  • Verify if the targets set are geared towards the achievement of strategic goals.
  • Ascertain if training needs are identified from the appraisal.
Pick a sample of staff files and;
  • Verify that there is a signed agreement between a line manager and performer on specific performance objectives.
  • Check for documentation of quarterly performance reviews.
  • Check for documentation of annual performance appraisal. It should be based on the objectives that were set at the beginning of the plan period.
  • Verify that the overall performance aggregate is determined and the document is signed by both the line manager and performer.
  • Ascertain whether there are action plans for each employee.
Training
  • Training plan and budget for the current year
  • Staff files
  • Contracts for training conducted during the year
  • Evaluation reports for the training conducted.
  • From the training conducted during the year, verify that the procedures outlined in the HR policy are followed.
  • From a sample of staff files, verify that training needs are identified during performance appraisal.
  • Find out if employees are encouraged to write a comprehensive report on the training they attend and that they submit such reports to the management.

Scope and timing

The table listed below shows the areas that will be reviewed and the time allocated for each area.

Area of audit Time allocated
Entry meeting 27thMarch 2015
Human resource planning 1 day
Recruitment of trainers 2 days
Performance management 2 days
Training 1 day
Communication 1 day
Exit meeting 31stMarch 2015

Documents to be reviewed

Some of the documents that will be reviewed are listed below. However, more documents will be required as the need arises.

  • Organogram
  • Human resource plan for the year 2014 and 2015
  • List of staff members as of 1st January 2014, 31st December 2014, and 1st March 2015.
  • Minutes of management committees
  • Management reports that are prepared by the human resource department

Declaration

We agree with the planning document for the audit of the human resource department.

Area of future research

The research objective was to establish the consequence of employee training programs on the organizational performance of the Sleepy Hollow Company. The variables of the research were training programs and their effectiveness. Thus, the research ignored other factors that have an impact on organizational performance. Therefore, there is a need to carry out future research on the cost constraints and management policies that may also affect the training modules in companies.

References

Allan, L. (2009). Training needs or training wants analysis? Training and Development in Australia, 36(2), 25-27.

Andreadis, N. (2009). Learning and organizational effectiveness: A systems perspective Performance. Improvement, 48(1), 5-11.

Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.

Chan, M., & Mcallister, D. J. (2014). Abusive supervision through the lens of employee state paranoia. Academy Of Management Review, 39(1), 44-66.

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Appendices

Appendix 1

  1. Do you know employee training programs as practiced by the Sleepy Hollow?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  2. Does Sleepy Hollow possess unique employee training program?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  3. What is the main focus of the employee training program and is it effective?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  4. Kindly rank the employee training in terms of reflecting the organizational culture at the Sleepy Hollow?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  5. Can you relate the performance of the training programs to critical implementation approach?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  6. Can you rate the training programs as very effective?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  7. Does the training programs’ content satisfy you as a member of the Sleepy Hollow organization?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  8. In general, I agree that the training programs are comprehensive, inclusive and favorable to the organizational culture.
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  9. Do you know of other companies that have effective training programs for their employee?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  10. Do you believe that the employee training programs in those companies represent their corporate culture?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  11. Do you believe the programs favor the current performance standards at Sleepy Hollow?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
  12. Do you believe that each training program at the Sleepy Hollow is aligned to proper employee engagement?
    1. Strongly Disagree
    2. Disagree
    3. Slightly Disagree
    4. Neither Disagree nor Agree
    5. Slightly Agree
    6. Agree
    7. Strongly Agree
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