Assignment 2: Employee Development And Performance ✓ Solved

Assignment 2 Employee Development And Performanceassignment 2 Employ

Continuing from Assignment 1, you were selected as the new HR director for the retail company and now have been in the position for approximately 6 months. Your approach to strategy, planning, and selection have been quite successful thus far, and now it is time to address the organization’s expectation for performance and development of employees since these components of HR strategy are critical in achieving business outcomes and success. Write a four to five (4-5) page paper in which you:

· Critically analyze and discuss any researched (web or textbook) training process model you may consider for use in developing employees (here’s an idea: or exhibit 7-1, page 230 in the text book).

Then, identify and discuss some possible challenges that might be faced in implementing a new training process in the company.

· List and briefly discuss at least three (3) types or methods of training that can be used for employee training. Of the 3, which would you select to train the retail employees, and why? Be specific.

· Differentiate the concept of performance management and performance appraisal with three (3) to four (4) key points. Then, make your case to leadership for or against using annual performance appraisals in the organization. Be specific with your perspective.

Format your assignment according to these formatting requirements: a.

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
• Include a reference page.

Citations and references must follow APA format. The reference page is not included in the required page length. Use the Strayer University Library to locate additional sources to support your work. The specific course outcomes associated with this assignment are:

• Review the human resource management function of training and development and the function’s importance to business strategy.
• Evaluate the importance of the performance appraisal process and how it is a key component of business strategy.

Sample Paper For Above instruction

Introduction

Effective employee development and performance management are fundamental components of human resource strategies that drive organizational success. As the new HR director of the retail company, understanding and implementing appropriate training models, recognizing potential challenges, selecting suitable training methods, and differentiating between performance management and performance appraisal are crucial for fostering a motivated and competent workforce. This paper critically analyzes a research-based training process model, discusses anticipated challenges in implementation, explores three training methods, and evaluates the pros and cons of annual performance appraisals.

Training Process Model

One effective model for employee development is the ADDIE model—Analysis, Design, Development, Implementation, and Evaluation. Rooted in instructional design, ADDIE provides a structured framework for creating effective training programs (Branch, 2009). The analysis phase involves assessing organizational needs and employee skill gaps, which ensures the training aligns with strategic objectives. In the design phase, specific learning objectives are established, and delivery methods are planned. Development focuses on creating training materials, while implementation involves delivering the training to employees. Finally, evaluation measures the effectiveness of the program and informs continuous improvement (Kirkpatrick & Kirkpatrick, 2006).

The ADDIE model’s systematic approach allows organizations to develop training tailored to their specific needs, thus increasing the likelihood of positive outcomes.

Challenges in Implementing a New Training Process

Despite its benefits, implementing a new training process poses several challenges. Resistance to change is a common obstacle, as employees and managers may be accustomed to existing routines and skeptical of new methods. Additionally, limited resources such as time, budget, and personnel can hinder comprehensive training initiatives. Technical issues, especially in online or blended learning environments, could also impede effective delivery. Furthermore, ensuring consistent participation and engagement among diverse employee groups can be difficult (Salas et al., 2012). Overcoming these challenges requires strategic planning, clear communication, and leadership support.

Methods of Employee Training

Three common training methods include classroom training, e-learning, and on-the-job training. Classroom training offers face-to-face interaction, immediate feedback, and the opportunity for group discussions, making it suitable for complex topics requiring active engagement (Noe, 2017). E-learning provides flexibility, allowing employees to learn at their own pace, and is scalable for large organizations. On-the-job training involves learning by doing, often supervised by experienced employees, fostering practical skills and immediate application (Baldwin & Ford, 1988).

For retail employees, I would prioritize on-the-job training because it directly relates to customer interactions and store operations. It enables employees to gain real-world experience under supervision, promoting skill mastery and confidence essential for retail tasks. Combined with e-learning modules for product knowledge and policies, this approach balances practical skills with foundational knowledge.

Performance Management vs. Performance Appraisal

Performance management is a continuous, strategic process involving goal setting, coaching, feedback, and development planning aligned with organizational objectives (Aguinis, 2019). It emphasizes ongoing dialogue and improvement. In contrast, performance appraisal typically refers to a formal, periodic review—such as an annual evaluation—that assesses employee performance against specific standards (Cawley et al., 1998).

• Performance management is ongoing, whereas performance appraisal is a scheduled event.
• Effective performance management integrates coaching and development; appraisals tend to emphasize evaluation.
• Performance management fosters employee growth and accountability; appraisals often focus on administrative decisions like promotions or disciplinary actions.
• Regular feedback in performance management enhances performance; in contrast, appraisals can be viewed as a snapshot that may not accurately reflect ongoing performance.

Regarding the use of annual performance appraisals, I advocate for their continuation but with modifications. Traditional annual reviews can be limited by infrequency, potentially reducing relevance and impact. However, structured, well-conducted annual evaluations complemented by ongoing feedback can reinforce performance expectations and development needs. This hybrid approach ensures timely recognition and correction while maintaining formal documentation (Pulakos, 2009).

Conclusion

Implementing an effective training and performance management system is vital for organizational success. The ADDIE model offers a structured approach to training development, though challenges such as resistance and resource constraints must be managed. Selecting appropriate training methods, particularly on-the-job training for retail staff, can enhance practical skills and operational efficiency. Differentiating performance management from performance appraisal clarifies their roles in employee development, with ongoing feedback emerging as a critical factor. A balanced approach to performance evaluation—integrating continuous management with periodic appraisals—can foster a motivated, skilled workforce aligned with strategic goals.

References

Aguinis, H. (2019). Performance Management. Chicago: Chicago Business Press.

Baldwin, T. T., & Ford, J. K. (1988). Transfer of Training: A Review and Directions for Future Research. Journal of Management, 14(2), 65–90.

Branch, R. M. (2009). Instructional Design: The ADDIE Approach. Springer Publishing.

Cawley, B. D., Keeping, L. M., & Levy, P. E. (1998). Participative Goal Setting: Effects on Test Anxiety, Self-Efficacy, and Performance. Journal of Applied Psychology, 83(5), 797–805.

Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.

Noe, R. A. (2017). Employee Training and Development. McGraw-Hill Education.

Pulakos, E. D. (2009). Performance Management: A New Approach for Driving Business Results. Wiley-Blackwell.

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. (2012). The Science of Training and Development in Organizations: What Matters in Practice. Psychological Science in the Public Interest, 13(2), 74–101.