Research Topics: Employee Participants

CONTINUING PROFESSIONAL DEVELOPMENT

Evidence of Continuing Professional Development (CPD) is being increasingly required by employers because the process mutually benefits the employers, the employees and their third party stakeholder (patients, clients, customers, colleagues, public, etc.). CPD is an integral component of professional development (, n.d.).             Quite simply, as a process of lifelong learning, CPD enables the employees to expand and fulfill their personal and professional potential as well as meeting the present and future demands of the job and the workplace. CPD assures that an employee meet the required knowledge and skills that relate to the evolving professional practice (, 2007). As a planned and structured acquisition of knowledge, experience and skills, CPD enables personal development in meeting employers’ needs and regulators’ requirements to ensure professional and personal competence (, 2005).             Staff are able to mould their professional development and own learning. As such, facilitates new ideas and skills in the workplace through CPD learning. Employers and organisations that encourage their employees to actively participate in CPD benefits in the maintenance of an up-to-date competent workforce, attract confidence of service users, provision for an up-to-date professional practice, increase teamwork through peer-discussion and practice sharing and  improve delivery of service (, 2007).  Furthermore, CPD can aid in staff recruitment and retention, provide evidence of employee standards and meet the accreditation requirements (, 2007).             The employers’ needs in defining and identifying what is expected of from an employee or applicants are directly linked to an effective professional practice and job satisfaction (, 2007). The maintenance of professional competency serves as the foundation if the employees intend to seek promotion, greater responsibility, a career change or just to maintain employability (, 2007). In connection, there is an increasing demand for accountability, tighter regulations and wider legislations, new technologies and business needs that affect employability (, 2007). Practically, CPD provides for all this requirements and, thus, reflects a balance and healthy workplace for employees.             The staff engagement in CPD hastens the skills gap amongst the staff and the job requirements (, n.d.). Through CPD programmes, a more proactive approach can be incorporated to ensure staff development and skills maintenance. In effect, such knowledge and skills enhance business effectiveness and profitability (, n.d.). In effect, the employers’, through CPD, can minimize the risk of professional errors and potential litigations, make the workforce and business processes more effective and efficient and improve the profitability and company’s reputation (, n.d.). Conclusion             CPD plays a vital role in the continuous evolution of the employers, the employees and the organization as a whole for betterment. Essentially, these three elements are interrelated in terms of meeting all parties’ expectations and needs. To wit, a well-realized CDP grants personal, organizational and professional improvement. Through employing company-wide approaches and engaging employees, knowledge, skills and competencies can be maximized for the benefit of all and risks and errors will be minimized if not totally eliminated. Reference   Credit:ivythesis.typepad.com

CONTINUING PROFESSIONAL DEVELOPMENT

Evidence of Continuing Professional Development (CPD) is being increasingly required by employers because the process mutuall...

MINORITIES

Introduction:             The idyllic focus of the article as written by , is amicably pointing towards the minority employees having less experience of executive coaching in the human resource area of many companies as the article explain certain survey outcomes and interpretations that such companies do not provide well substance of executive coaching in lieu with their minority employees according to the survey presented in the article, such employees coached at lower rate implies such promotional presence in the organization.   Discussion:             Moreover, there can be enough percentage emphasizing that such minority employees has not been provided by the employers with proper coaching and are coached based on their numbers, said by the survey. Thus, no one indicated ethnic minorities receive executive coaching at a higher rate than other employees (Cited from, , 2005,  ). People of color at the upper levels still comparatively low and for them the corporate playing field is not yet level, as mentioned by .                         Truly, there can be diversity factor amongst managing and coaching as the manager is responsible for supporting growth and development of the employee in carrying out particular set of tasks that the employee has hired to do. A coach offers the employee perspective and assistance in general on his career development aspirations help that goes beyond specific requirements of the employees’ current job. There can be subjective requirement of achieving success no matter where you work and nobody really talks about that requirement and often, passed on through relationships and informal ways and there is where the coach can be beneficial in relationship building and understanding political process and the skills are more pertinent as the higher the employee go in organizations. Thus, people who are different need to be groomed as well but it does not happen for minority employees and so the outcome is pipeline and succession planning that is weak and people seen as different miss out opportunities for stretch assignments, high visible work and leadership opportunities that people aspires to have. Coaching has been extended to increasing number of employees over past years and has become key driver for moving up with the organization as the survey resulted that minorities receive executive coaching at the same rate as their representation in their workforce and receive lower rate of executive coaching compared to typical worker and some do not provide executive coaching from findings on executive coaching of women. Thus, women receive executive coaching at higher rate than their representation in the workforce and same rate as their peers and it is critical that African-Americans as well as Hispanics and other groups get the same assistance as their white male counterparts so they can positioned to move up to middle management and above.   Conclusion:             Therefore, organizations should provide all motivated employees with tools including coaching in assuring equal opportunity to everyone regardless of race, age and mostly, gender status. There should be enough awareness of the problem and the companies need not overlook and put aside developing employees for future roles and the ample need for formal coaching of employees is essential for employee development and in a way, the company as well as the latter can benefit well if fair opportunity to all employee is being followed and well executed by the company. Then, it is imperative foe the HR managers to ideally focus on certain useful and effective employee development programs are of strategic importance to both sides, to the employees and the company and will intend to increase the likelihood of retaining talent mostly those employees that have been underrepresented of executive management such as women, blacks and other ethnic minority groups agreeing to the notion that, it is also priority as work diversity becomes competitive advantage in business.   Bibliography: Credit:ivythesis.typepad.com

MINORITIES

Introduction: The idyllic focus of the article as written by , is amicably pointing towards the minority employees havi...

What is employee relation? A view of different perspectives approaches and definitions. Second paper: Explain, and analyse the implications for international hrm theory and practice.

Employee Relations   Employee relations places a vital factor to the full understanding of the working organization and to those involved workers, it enhances a type of relationship that management teams should have and let it known by the employees. An employee relation implies to a professional bond that links several interests and decisions of the employee in accordance to the presence of an employer value and effectiveness. For instance, employee relations found in small firms which indicate the need for knowledge of employee relations which can be of limited status (, 1996), little academics would be prepared to undertake research due to number of inherent difficulties (, 1999) such as definitional problems, number and diversity of firms, standard error margins in the classification and conceptualization of research samples and access/data collection difficulties (, 1997).   Furthermore, employee relations tend to promote co-operation, mutual respect and moral attachment among owner/managers and their employees.  and  (1981) had rebuke ’s simplistic and mostly pessimistic interpretation of employee relations, ’s (1994) detailed account of employee relations in small firms operating in clothing industry as highlighted simplistic and arbitrary nature of ’s view that working conditions in small businesses are dangerous and autocratic. There points out that, ‘such treatments of clothing sector are unduly simplistic and fail to pay sufficient attention to the complex, informal and often contradictory nature of workplace, employee relations, even in today’s competitive of industries (, 1991, ). In addition, choosing of styles in management has impact towards employee relations as the styles seemed to affect human resource function such as in recruitment, training as well as human resource development and interpersonal relationships at work. The employee relations in such presence of strategies of HR based firm might appear to follow similar patterns and can be diverse as the characteristics, personalities and preferences of human resource staff and managers themselves.   About Culture   Meanwhile, there deals to organization based culture as it is not something an organization has, it is something the organization is made up of for instance, such as those that relates to human resource activities as there can adhere to the aspects of HRM which conforms to the foundation of organization culture through integrating success and values in terms of signifying HR functions and roles. Thus, allowing organization culture to have impact on human resource management noting that global HR is culture bound, placing indicative factor that without culture, HR practices and theories cannot go beyond its positive structure and paradigm formation. There integrates crucial role of culture as linked within human resource systems and that, development within culture can be the missing link between global implications deemed for HR system and practices necessary in creating effective organizational culture that is conducive to human relations and knowledge management innovation.   Indeed, there can be organization culture presence dealing to human resource management decisions having imperative influence on organizational performance upon acquiring key implications for global human resource theory and practice. The research will build on present assumptions in international human resource management by drawing on concepts from employee relations as well as organization culture, human resource underpinnings, development of theoretical models in support to employee relations availability, (, 1996; , 1999) knowing determinants of organization culture by means of international human resource activities and employee oriented systems, the diversified human resource practices such as those being noted by HR culture fit. HRM system for critical employees within certain culture, a glue that holds organization together by providing cohesiveness and coherence among the parts, promoting IHRM based culture to improve coordination and integration of employee relations, the implementation of human resource practice like, career planning and compensation systems, the need to recognize issues concerning the use of culture ideal for employee relations and HR processes.                 References                 Credit:ivythesis.typepad.com

What is employee relation? A view of different perspectives approaches and definitions. Second paper: Explain, and analyse the implications for international hrm theory and practice.

Employee Relations Employee relations places a vital factor to the full understanding of the working organization and to those involve...