Assignment 2: Employee Development And Performance 420532

Assignment 2 Employee Development And Performancecontinuing From Assi

Assignment 2: Employee Development and Performance Continuing from Assignment 1 (attached), 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. b. 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. c. 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 at 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.

Paper For Above instruction

As the new HR director for a retail company over the past six months, I have observed the effectiveness of initial strategic planning and focused on developing comprehensive employee development initiatives. Central to these initiatives is the selection of effective training process models that facilitate employee growth and align with organizational goals. Among various models, the ADDIE model—the Analysis-Design-Development-Implementation-Evaluation—stands out as a highly structured and systematic approach suitable for retail environments (Branch, 2009). This model ensures each phase of training development is carefully planned and executed, leading to more effective training outcomes. It emphasizes needs analysis to identify skill gaps, designing tailored training programs, and implementing methods to measure success, thus promoting continuous improvement (Noe, 2020). However, implementing the ADDIE model may face challenges such as resistance to change from employees accustomed to traditional training methods, budget constraints limiting the scope of training, and logistical issues associated with coordinating training sessions across multiple retail locations (Brewerton & Millward, 2011). Addressing these challenges requires strategic communication, phased implementation, and leveraging technology to facilitate scalable training solutions.

Regarding training methods, three prominent types include on-the-job training, classroom training, and e-learning. On-the-job training involves employees learning through real work experiences under supervision, offering practical skills that directly apply to their roles. Classroom training provides structured learning environments, fostering interaction and immediate feedback, ideal for teaching new policies or procedures. E-learning utilizes online platforms to deliver flexible, scalable training modules, which are especially beneficial in retail settings where employees may work irregular hours (Salas et al., 2015). For retail employees, I would prioritize a blended approach combining on-the-job training and e-learning. This method ensures hands-on skill development while allowing flexibility and cost-effectiveness, accommodating the dynamic nature of retail operations and diverse employee schedules.

Performance management and performance appraisals, although interconnected, serve distinct roles within HR strategies. Performance management is an ongoing process that involves setting performance expectations, continuous feedback, coaching, and development planning aligned with organizational objectives (Aguinis, 2019). In contrast, performance appraisal is a formal, periodic review—often annual—that evaluates employee performance against predefined criteria. Three key differentiators include: performance management is continuous and developmental, focusing on improvement; performance appraisal is a snapshot assessment conducted at specific intervals; and performance management engages both manager and employee in goal setting and feedback, whereas appraisals mainly involve evaluation by managers.

Regarding the use of annual performance appraisals, I advocate for their retention, provided they are part of a broader performance management system that emphasizes ongoing feedback. Annual reviews can offer valuable opportunities to recognize achievements, identify areas for improvement, and realign goals. However, their effectiveness depends on timely and constructive communication throughout the year (Cascio & Boudreau, 2016). Relying solely on annual appraisals may lead to delayed feedback, reduced motivation, and missed opportunities for immediate developmental support. Therefore, integrating regular check-ins and real-time feedback mechanisms can enhance performance management, with formal annual reviews serving as summary assessments that reinforce continuous development.

In conclusion, selecting an appropriate training process model like ADDIE ensures systematic development of employee skills aligned with organizational goals. Overcoming implementation challenges requires strategic planning, technological integration, and clear communication. Employing a mix of training methods—particularly blended approaches—can meet the diverse needs of retail employees. Furthermore, understanding the distinction between performance management and performance appraisal underscores the importance of continuous feedback for fostering employee growth. While annual appraisals have their place, they should complement ongoing evaluation processes to maximize their impact on organizational success.

References

• Aguinis, H. (2019). Performance management for dummies. John Wiley & Sons.
• Branch, R. M. (2009). The systematic design of training. Performance Improvement, 48(2), 27-33.
• Brewerton, P., & Millward, L. (2011). Organizational research methods. Sage Publications.
• Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill Education.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From academic knowledge to the capacity to perform. Journal of World Business, 51(1), 113-125.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2015). The science of training and development in organizations. Annual Review of Psychology, 66, 471-499.