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Crag v4

HR group Project

Craig Wilson

on 15 April 2010

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Transcript of Crag v4

ARS Flood and Fire Cleanup Training of Employees Employee Morale Retention
Production /Management Relations
Intro to ARS Floods Fires Our Contact Owner of ARS Mold Storm Disaster Recovery Conclusion
As an owner; how much training should
employees recieve when we are not sure
how long they will stay with the company? training of employees will yield higher commitment to the company,
increased efficiency in processes, and a reduction in employee turnover. investments in the training of employees shows a financial and personal interest in the well-being of all trained employees well trained employees result in an employee base that is more committed to the company most often the most successful and productive employees are those who have received extensive training “There is no one element to quality management. But your people are key to achieving your quality goals. Therefore, training and developing the skills and abilities of those people are the root to achieving quality.” Jud Eades By: Craig Wilson Resources Used

Buick, I., Muthu, G. 1997. An Investigation of the Current Practices of In-house Employee
Training and Development Within Hotels in Scotland. The Service Industries Journal,
17: 652-658.

Guerrero, S. 2008. Changes in Employees Attitudes at Work Following an Acquisition: A
Comparitive Study by Acquisition Type. Human Resource Management Journal, 18:
Berings, M., & Poell, R., & Simons, R. 2008. Dimensions of On-The-Job learning Styles.
International Association of Applied Psychology, 57: 417-440.

McManus, K. 2006. Training AURA.(performance)(awareness, understanding, retention, and
application). Industrial Engineer, 39.

Prits, C. 2007. Achieving Employee Accountability. Smart Business:
Dun & Bradstreet, 2008.Ten Employee Training Tips. Small Busniness Solutions:
To retain valuable employees, senior management needs to have a good understanding of what's the most important to their employees. According to career Journal survey, three key retention strategies are competitive salary, attractive vocation and tuition reimbursment. The smooth functioning of any organization or company will only be possible if there is a good relation between management and the employees. Increased profits have a direct relation with employee satisfaction, because the staffs working in the organization are happy and maximum of their ability to do the jobs. Key retention strategies. Retrieved March 28th, 2010, from Pennsylvania Dutch
Country Welcome Center Web site: http: //www. CareerJournal.com /amish.shtml. Collins, R. (2004).The strategic contributions of the personnel function. In A. R.
Nankervis & R. L. Compton (Eds). Daft, R. L. (1988). The leadership experience. South Melbourne: Thomson. Nankervis, A. R., Compton, R. L., & Baird, M. (2008). Human resource management:
Strategies and processes. South Melbourne: Thomson. "Belongingness refers to the consideration and
implementation of productive contributions
of employees and having a reward system for team
or individual accomplishments in a way that employees
feel they are an essential part of the organization’s success."
Involves inspiring followers to commit to a shared vision
that provides meaning to their work while serving
as a role model to help followers develop their
own potential and gain new perspectives. Belongingness Employees Empowement Results in more efficient performance because employees feel they are trusted with significant tasks. Employees will perceive they are capable of performing to the expectations of their managers. Transformational Leadership: Integrating a belongingness factor into management practices; in addition to maintaining a transformational leadership and showing real trust in employees will result in a stronger sense of employee morale for ARS. Training Employee Morale Retention and Mnagement/Employee Relations Bakker, A. B., & Xanthopoulou, D. 2009. The Crossover of Daily Work Engagement: Test of an Actor– Partner Interdependence Model. Journal of Applied Psychology

Grant, A. M., & Sumanth, J. J. 2009. Mission Possible? The Performance of Prosocially Motivated Employees Depends on Manager Trustworthiness. Journal of Applied Psychology

Hartog, D. N., De Hoogh, A. H., & Keegan, A. E. 2007. The Interactive Effects of Belongingness and Charisma on Helping and Compliance. Journal of Applied Psychology

Holtz, B. C., & Harold, C. M. 2009. Fair Today, Fair Tomorrow? A Longitudinal Investigation of Overall Justice Perceptions. Journal of Applied Psychology

Kaplan, S., Bradley, J. C., Luchman, J. N., & Hayn, D. 2009. On the Role of Positve and Negative Affectivity in Job Performance: A Meta-Analytic Investigation. Journal of Applied Psychology

Walumbwa, F. O. 2005. Transformational leadership, organizational commitment, and job satisfaction: A comparative study Kenyan and U.S. financial firms. Human Resource Development Quarterly 16: 235-237
There are many fundamental parts that make up an organization and eventually determine the outcome of the employees within the company. It is no surprise then to note that training sits at the base of all these functions, and in the end makes up the outcome of the company as a whole. Thus, training forms a base as to the outcome of the company’s desired goals. I recommend the management offers an competitive benefits package with components such as lief insurance, disability insurance and flexible hours.
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