which is most effective method for training

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Proposal

Submitted to:

Miss. Sobia

Submitted by:

Muqadas Hussain

(8352)

Program: MBA (P)

Section: B

Semester: 5th

Topic: Methods of

Training

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Selection of Training and development method

for employees performance in SMEs sector

Abstract:

The present study has identified that which are effective methods for training

to enhance the abilities, effectiveness and efficiency of employees. Furthermore this

study has enabled us to know about the different criteria used in organizations. Since

training is an important function of HRM so to understand the importance of different

approaches and methods of training needed for the employees.

This study has examined the issue of offering learning materials tosmall and

medium-sized enterprises (SMEs) in a manner that recognizes their working

environment, mode of operation and preferred learning methods. We provide some

evidence consistent with hybrid model which enables us to know how on the job training

reduce the minimum wages, reduce the training investments of workers who were taking

wage cuts to finance their training, while increasing the training of other workers. Then

we analyzed how training design should be made to cope with the problems faced by

those employees who belong to different areas. While the development and utilization of

human resources is emerging as a core policy issue in all countries in the 21st Century,

development and utilization of female human resources is also a policy issue that is

importantly emphasized in order to improve the national competitiveness and quality of

life of female.

The results would be generated through Quantitative method of research.

Using this method I have first justified the problems, obtain different point of views of

participants through close ended questions. At the end validity has been checked through

different methods that will rely on the participants, past researchers and from the reader.

If any loophole will be founded then further research can be conducted. More over thisstudy has provided the basis for the future research in this area.

Key words: Face to face training or distance training,minimum wages and on the job

training, work force diversity and how female can be trained.

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Introduction:

We has examined whether Face to face or distance training, minimum

wages and on the job training, Training based on workforce diversity and how female can

be trained by using different methods. Through face to face training employees can bedirectly interacted and in distance training we can communicate them while they are

working on their workplace. Employee mistakes can be rectified corrected and their

abilities can be improved through on the job training in SMEs sector.

Rapidly changing global markets have led to unprecedented growth

in small business sectors. Firms that fall within the category of small and medium-sized

enterprises(SMEs) include micro enterprises employing under 10 people, small

enterprises of 1150 people, and medium-sized enterprises of 51250 people. Small

firms are, nevertheless, seen as a remedy for the increasing levels of downsizing in

larger firms and the trend to subcontract work out of house. This has increased the

importance of micro-enterprises in the Irish economy.

In the standard human capital theory, as developed by Becker (1964),

Ben-Porath (1967), and Mincer (1972), a large part of human capital is accumulated on

the job, and workers often finance these investments through lower wages. A binding

minimum wage will therefore reduce workplace training, as it prevents low wage

workers from accepting the necessary wage cuts (Rosen, 1972). Build on our previous

work, Acemoglu and Pischke (1999b), which showed that a compression in the structure

of wages can induce firm-sponsored training.

The evidence suggests that minimum wages appear to have little effect

on training investments for low-wage workers. Training design based on race, age,

gender, religion, sexual orientation, or socioeconomic status, you are more likely than

ever to find yourself in a culturally diverse organizational setting (Carnevale & Stone,

1995; Tsui & Gutek, 1999). The assorted talents of a diverse array of individuals can

provide many benefits for organizations, such as improved individual and organizational

performance, enhanced internal and external customer service, and an improved bottom

line (Cox, 1994; Cox & Beale, 1997; Hayles & Russell, 1997; Kossek, Zonia, &

Young, 1997; Society for Human Resource Management & Fortune, 2001).

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Now the question arises that what is the most appropriate method to train

the employees to achieve high expectations related to their workplace performance. Since

the training is the major function of HRM so it is necessary to understand which method

of training is more effective to have positive impact on employees performance. The

target audience focuses on the new employee entering the field, however, as training

increasingly becomes used to help to company achieve its strategic goals, middle and

lower managers should be involved to some degree.

Purpose Statement:

The purpose statement of this study is:

The purpose of this study is to examine the Selection of Training

and development method for employees performance in SMEs sector. The purpose of

using quantitative data is to develop a relevant format of survey to obtain the specific

information.

Objective of the study:

The overall objective of this study is to survey for the effect of

different training methods which can have strong effect on the performance of the

employees within the small and medium enterprises. Moreover it aims to understand how

to design and implement the different specific training designs to enhance the capabilities

of employees and hence to increase their performance.

Research questions:

1. What is the effect of face to face training or distance training on the performance of

employees?

2. How training design based on workforce diversity can have intense effect on employee

performance?

3. How employee performance can be affected with On the job training?

4. What is the influence of different training methods on female employee performance?

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Literature Review:

What method of training and development should be used to enhance

the performance of employees? On this debate many point of views has been made.

Many researchers have argued about the importance of different methods for the trainingof employee. From this study we can analyze that whether face to face or distance

training, on the job or minimum wages, how training based on work force diversity is

beneficial and to know how female can be trained by using different methods.

In the past, too many government-sponsored initiatives have presented

learning resources that have been wasted because the target small business audience has

failed to make use of them. LSSB project and Limerick project Are used to reach at a

conclusion. In LSSB project paper, online via the Internet medias and in Limerick

project, Limerick City Enterprise Board undertook an extensive survey of micro-

enterprises in Limerick city. Both projects find out that what Small business needs and

want. By relating new learning to existing knowledge, through self-regulated exercises or

discussion, the learner is able to gain a deeper understanding of the subject. Both the

face-to-face and distance learning approaches discussed here adopt the constructivist

approach to learning; learners are encouraged to build their own knowledge through

activities and the sharing of experiences. This is achieved through collaborative

exercises, either online or in the classroom.

Beckers theory of human capital predicts that minimum wages should

reduce training investments for affected workers because they prevent these workers

from taking wage cuts necessary to finance training. In contrast, in noncompetitive labor

markets, minimum wages tend to increase training of affected workers because they

induce firms to train their unskilled employees. Finally, we provide some evidence

consistent with this hybrid model. A binding minimum wage will therefore reduce

workplace training, as it prevents low wage workers from accepting the necessary wage

cuts (Rosen, 1972). Althoughexisting evidence points to a negative effect of minimum

wages on training, we arguethat this evidence suffers from a number of problems.We

use the National Longitudinal Survey of Youth (NLSY) for the period1987 to 1992.

Our empirical results show almost no evidence of a reduction in training

in response to minimum wages. But, they also do not provide strong support for our

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alternative model. Overall, the evidence suggests that minimum wages appear to have

little effect on training investments for low-wage workers. Both (Leighton and Mincer

1981 and Hashimoto 1982) have found this to be the case and concluded that minimum

wage laws lead to less training. But, since a minimum wage increases the wages of low

paid workers, it can reduce wage growth without affecting training. Schiller (1994)

reports a similar finding using later data from the NLSY by comparing the training

incidence of minimum wage workers with those earning higher wages.

The federal minimum wage was unchanged between 1981 and 1990, but

various states imposed their own minima above the federal level during the late 1980s.

We use two complementary approaches to identifying the impact of minimum wages on

training. The first one, which we find most compelling, looks at the training of workers

who are directly affected by an increase in the state or federal minimum wage. The

second approach looks at the relation between training and a measure of how binding the

minimum wage is across regions.

The most direct way to estimate the impact of the minimum wage on

training outcomes is to look at workers who are actually affected by changes in the

minimum wage. One measure for mwirt would be whether the actual wage of an

individual is close to the minimum wage for the region and time period.

This research focuses on the development of the working ability ofemployed female workers with respect to the subjects of policy on female human

resources. According to research already conducted on the effect of educational training

on female employees in overseas corporations, female employees who participate more

actively in training activities illustrate a greater level of satisfaction in employment and

devotion to their work. According to Hall & Bright (1994), half of working female in

England illustrated a positive response to a program designed only for female, while the

other responses were negative.

On the basis of previously conducted research and the outcomes of

inquiries, corporations need to implement the following policies in order to activate

female employee training. Firstly, there is a need to assess the educational demands of

males and females, who have different circumstances and characteristics from each other.

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The diversity competencies that follow offer such a framework by

identifying the specific skills and abilities needed to perform effectively in culturally

diverse settings. The competencies include self-awareness, diversity knowledge, and

multicultural communication, conflict management, empowering environments,

professional development, recruitment and selection, and coaching and mentoring.

Hence by applying the Diversity Intervention Model it is concluded that training based

on workforce diversity can give more benefit.

A Quantitative research:

A quantitative method is one in which the researcher tends to base knowledge

claims on positivism grounds.It employs strategies of inquiry that involve collecting data

either simultaneously to best understand problems. The data collection consist of numeric

information (John W.Cresswell, p 1920).

Research Design:

We use the triangulation design from the mix method design. The purpose of

this design is to best understand research problem. The intent in using this design is to

bring together the differing strengths and non-overapplying weaknesses of quantitative

methods with those of qualitative methods. This design is used to when a researcher

wants to directly compare and contrast quantitative results with qualitative data.

Methodology:

Philosophical Assumptions:

Positivism paradigm will be used in this study. It

focuses on understand the ideology of multiple participants on their locations and

work place.

Approach:

Quantitative approach will be used as it based on Positivism

paradigm. It integrates quantitative approach by collecting numeric data. From

quantitative data we will examine ourselves which type of training design should be

used to enhance their performance.

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Sampling:

Population:

SMEs Sector

Sample Unit:Managers and their Employees.

Sample size:

Data will be collected from through questionnaires among 30

participants.

Sampling Procedure:

In this research Snowballmethod ofnon-probability sampling

and Simple Random Sampling of Probability will be used. As in this

technique after making initial contract with a small group who are related

to our research topic and then use their reference for further contacts.

Research Questions:

What is the effect of face to face training or distance training on the performance

of employees?

How training design based on workforce diversity can have strong influence on

employee Performance?

How training can be made more effective by delivering the specific training?

How employee performance can be affected with on the job training?

What is the influence of different training methods on female employee

performance.

TimeLine:

March, 09 to

March, 10

Validity:

To check the validity of the research the procedures that rely on the

participants, the researcher, and the reader, external standards, such as judges, past,

research and by using statistical calculations.

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Research methods for Data Collection:

Data collection:

Data will be collected Concurrent. On the bases of interpretation

quantitative data will be gathered (surveys).

Contact Method:

I will contact with the participants through: Tele phone and

Personal meetings.

Instruments:

I will use questionnaires for survey.

Analysis:

I will use SPSSfor the quantitative data.

Reliability and Validity:

Validity and reliability are the issues which are arises in

quantitative research. For this I will use three main strategies for the quantitative research

such as:

For Quantitative Research:

Face Validity

Convergent Validity

Test-retest Reliability

Face validity is the validity where measure apparently reflects the content of the concept

in question. It might be established by asking other experienced or expert people in the

field. A test has convergent validity if it has a high correlation with another test that

measures the same construct. If there is a high correlation between a questionnaire and

observation. For the quantitative data I will use SPSS software for the analyses. The

reliability estimate determined by comparing the scores obtain from two successive

measurements.

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Researcher resources and skills:

Primary, secondary and Teritory resources will be used to collect the data and

to make interpretations. In primary resources Reports and thesis, in secondary resources

Journals and books, and in territory resources Catalogues, dictionaries and Abstracts will

be used.

Ethical Consideration:

The individuals of study will be briefed about the nature of the study before

collecting data.

Convey the purpose of the study that will be described to the participants.

The data provided by the Participants will be kept confidential.

Do not ask the questions which are harmful for the participants.

During data collection involve gaining the permission of individuals in authority

to provide access to study participants at research sites.

Need to respect research sites so that the sites are left undisturbed after a research

study.

Data, once analyzed, need to be kept for a reasonable period of time.

In the interpretation of data, provide as accurate information.

Signature of both the participant.

Limitations:

Based on previous research.

This study has made an assumption that the factors like face to face and distance

training, on the job training and training based on workforce diversity directly

affect the employee performance.

The time to conduct this meta-analysis is also very limited.

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References

1. Becker, Gary (1964) Human capital. Chicago: The University of Chicago

Press.

2. Rosen, Sherwin (1972) Learning and experience in the labor market, Journal

of Human Resources 7, 326-342.

3. Leighton, Linda and Jacob Mincer (1981) The effects of the minimum wage

on human capital formation, in Simon Rottenberg (ed.) The economics of

legal minimum wages. Washington: American Enterprise Institute for Public

Policy Research,155-173.

4. Hall, C., and D. Bright (1994): Human Resource Development and Senior

Female Managers in the Northeast, Executive Development, 7(3), pp. 9-12

5. Cox, T. (1994). Cultural diversity in organizations: Theory, research &

practice. San Francisco: Berrett-Koehler.

6. Hayles, R., & Russell, A.M. (1997). The diversity directive: Why some

initiatives fail and what to do about it. Alexandria, VA: American Society for

Training & Development.

7. Kossek, E.E., Zonia, S.C., & Young, W. (1997). The limitations of

organizational demography: Can diversity climate be enhanced in the absence

of teamwork? In M.N.

8. Ben-Porath, Yoram (1967) The production of human capital over the life

cycle, Journal of Political Economy 75, 352-365.

9. Mincer, Jacob (1974) Schooling, Experience, and Earnings. New York:

Columbia University Press.

10. Acemoglu, Daron and Jorn-Ste.en Pischke (1999b) The structure of wages

and investment in general training, Journal of Political Economy 107, 539-572.

11. Hashimoto, Masanori (1982) Minimum wage effects on training on the job,

American Economic Review 72, 1070-1087.

12. Grossberg, Adam J. and Paul Sicilian (1999) Minimum wages, on-the-job-

training, and wage growth, Southern Economic Journal 65, 539-556.

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13. Burk, R.J. and C.A. McKeen (1994): Training and Development Activities

and Career Success of Managerial and Professional female, Journal of

Management Development, 13(5), pp. 53-63.

14. Willis, L. and J. Daisley (1997): female's Reactions to female-Only Training,

female in Management Review, 12(2), pp. 56-60

15. John Allan, Michele ODwyer, Naomi Lawless and Eamon Ryan

16. Carnevale, A.P., & Stone, S.C. (1995). The American mosaic: An in-depth

report on the future of diversity at work. Alexandria, VA: American Society

for Training & Development.

17. Tsui, A.S., & Gutek, B.A. (1999).Demographic differences in organizations:

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18. Bryan JH (1999). "The diversity imperative", Executive Excellence, pp.6.

19. Torres C, Bruxelles M (1992). "Capitalizing on global diversity", HR

Magazine. pp.30-3.

20. Allen R, Dawson G, Wheatley K, White,CS (2004). Diversity Practices:

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21. Barker S, Hartel CEJ (2004). Intercultural service encounter: An exploratory

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22. Dass P, Parker B (1996). Diversity: A strategic issue, in Managing

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Kossek, SA Lobel (eds),Massachusetts, pp.365-391.

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25. Cox T, Jr Blake S (1991). "Managing cultural diversity: implications for

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26. Watson WE, Kumar K, Michaelsen L (1993). "Cultural diversitys impact on

interaction process and performance: comparing homogeneous and diverse

task groups", Academy of Management Journal, 36 (3). pp. 590-602.

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