The Attitude Survey as an Approach to Human Resource Strategic Planning

Rothwell, William J.; Kazanas, H. C.

doi:10.1108/eb004409

Cited by 4 publications

(5 citation statements)

References 5 publications

(1 reference statement)

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“…Formal training is a systematic, planned, instructor-led learning approach to healthcare professionals, typically conducted in specific places and times, and leading to some form of recognition (diplomas or certificates) on successful completion of predefined learning objectives 8 9. Although the literature discusses mainly formal training for improving handovers, it is useful to check for informal training interventions, including those shaped by the hidden curriculum 10.…”

Section: Introductionmentioning

confidence: 99%

Mapping and assessing clinical handover training interventions

et al. 2012

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Stoyanov, S., Boshuizen, H. P. A., Groene, O., Van der Klink, M., Kicken, W., Drachsler, H., & Barach, P. (2012). Mapping and assessing clinical handover training interventions. British Medical Journal Quality & Safety, 21, i50-i57. doi:10.1136/bmjqs-2012-001169Background: The literature reveals a patchwork of knowledge about the effectiveness of handover and transfer of care training interventions, their influence on handover practices, and on patient outcomes. We identified a range of training interventions, defined their content, and then proposed practical measures for improving the training effectiveness of handover practices. Methods: We applied the Group Concept Mapping approach to identify objectively the shared understanding of a group of experts about patient handover training interventions. We collected 105 declarative statements about handover training interventions from an exhaustive literature review and from structured expert interviews. The statements were then given to 21 healthcare and training design specialists to sort the statements on similarity in meaning, and rate them on their importance and feasibility. Results: We used multidimensional scaling and hierarchical cluster analysis to depict the following seven clusters related to various handover training issues: standardisation, communication, coordination of activities, clinical microsystem care, transfer and impact, training methods, and work-place learning. Conclusions: Ideas on handover training interventions, grouped in thematic clusters, and prioritised on importance and feasibility creates a repository of approaches. This allows health care institutions to design and test concrete solutions for improving formal training and work-place learning related to handovers, and addressing informal social learning at the organisational level, with the aim of increasing impact on handover practice and patient outcomes. Measures need to be taken to assure a continuum of handover training interventions from formal training through work-place learning through less formal social learning, and to embed this training in the design of the clinical microsystem

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Section: Introductionmentioning

confidence: 99%

Mapping and assessing clinical handover training interventions

et al. 2012

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“…The Adjusted R-square value indicates36.09% of variation of employees' performance is explained by the variation of independent variables [on-jo training, off-job training, training on leadership behaviour and development modules] while F-statistic is significant indicating overall combined effect of independent variables is significantly in predicting employee's performance. Finding of the study support Rothwell and Kazanas (2016) as they indicated in their study that effective employee institutional training and development leads to an increase in quality services as a result of potentially fewer mistakes, accuracy efficiency, effectiveness, good work, safety practices and good customer service.…”

Section: Discussionmentioning

confidence: 58%

Using Principal Components Regression (PCR) to Predict the Nexus between Institutional Training and Development Programs and Employer Performance in Private Universities in Ghana

Ntumi

2023

education

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Aim: This study examined the nexus between institutional training and development and employee performance from private universities in Ghana using Principal Components Regression (PCR). Methodology: The study employed exploratory design through the quantitative and cross-sectional survey methods for data collection. The questionnaires were administered t0 384 respondents from the private universities. Findings: The study revealed that training on leadership behaviour and development modules is more prevalent in the private universities in Ghana (M= 3.2669, SD = 0.6918, Skewness = -0.8262, p-value = 0.0000). The correlation results revealed a significant positive relationship between on-job training (r=0.3570*, p-value = 0.000), off-job training (r= 0.2893*, p-value = 0.000), training on leadership behaviours (r=0.4019*, p-value = 0.000) and training on development modules and employee performance (r=0.5917*, p-value = 0.000). Using PCR, the results revealed that there is a significant combined effect of on-job training, off-job training, training on leadership behaviour and development modules on employees’ performance (F-statistic = 54.512, p-value =0.000<0.05). Recommendation: it is recommended that private universities intensify more efforts to train their employees. Also,institutional training and development programmes at the private universities in Ghana should emphasized more on-job training and off-job training and further improve their activities of development modules training and leadership.

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“…Company policies to manage employee careers are considered to have an impact on individuals and thus are seen as self-esteem when contributing to the company (Mangkunegara 2005) . Rothwell, William J. and Kazanas (2003) say that career development is the process of increasing one's ability to prepare for future opportunities to achieve the desired career. Career development is certainly something that every employee wants, because in general the higher the position, the better his life will be .…”

Section: Jurnal Ekonomimentioning

confidence: 99%

The Influence of Career Development, Job Satisfaction, and Organizational Culture on Employee Loyalty

Pramudita

Suyono

Elisabeth

2023

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This study aims to determine the effect of career development, job satisfaction, and organizational culture partially and simultaneously on employee loyalty of Logistics Company in Surabaya in Surabaya. This type of research is quantitative, where the researcher distributes questionnaires as a medium for data collection and then processes them into questionnaire interval data which is then processed using SPSS 25. The population and sample of this study amounted to 74 employees of a Logistics Company in Surabaya. Partial hypothesis test results Partial career development positive and significant effect on employee loyalty, job satisfaction is a partially positive and significant effect on employee loyalty and organizational culture partially positive and significant effect on employee loyalty. And the results of hypothesis testing simultaneously the F calculated value is stated to be 41,570 and is included as greater than the F table 2.74. This means that Ho is rejected and Hi is accepted. And the significant value is 0.000 less than 0.05. So career development, job satisfaction, and organizational culture simultaneously have a significant effect on employee loyalty. Meanwhile, from the determination test, the R Square coefficient of 0.625 2 means that the relationship between career development, job satisfaction, and organizational culture on employee loyalty influences of 62.5%, while the remaining 37.5% is explained by other variables not included in the modeling.

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The Attitude Survey as an Approach to Human Resource Strategic Planning

Cited by 4 publications

References 5 publications

Mapping and assessing clinical handover training interventions

Mapping and assessing clinical handover training interventions

Using Principal Components Regression (PCR) to Predict the Nexus between Institutional Training and Development Programs and Employer Performance in Private Universities in Ghana

The Influence of Career Development, Job Satisfaction, and Organizational Culture on Employee Loyalty

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