Training And Variable Pay Sections example essay topic

In the article entitled Human resources practices: survey results, a report done by Human Resources Development Canada and Statistics Canada is examined. The material within the article is relevant to organizational behaviour. There are many strengths and few weakness regarding the ideas presented that can be found. In my opinion, this article is very effective, even though there are some components included that are not as convincing as others.

According to the results of this report, the best way to help employees adapt to environmental, organizational, and technological change is by introducing training, variable pay, and employee involvement. It claims that in order to facilitate environmental changes, employers must upgrade the employees's kills. It also states that adaptation and taking advantage of organizational and technological changes are done by linking pay to performance. The report also explains that by giving employees a better sense of how to make a difference at work, productivity gains will be reinforced for the employer.

I agree with some of the points that are made, however, I also disagree with others. Moreover, I have alternate suggestions to help employees adapt to changes. This article is divided into three sections. Each section relates to the content of this course.

The first section explains why employees need training when a change is introduced in the workplace. According to Human resources practices: survey results, training must be provided in the upgrading of employees skills when an environmental change is initiated to help with the adjustment of the new environment. Similarly, in the textbook Canadian Organizational Behaviour, it states that training is important when change is instigated because the employees need to be taught the new knowledge and skills that are required for the job (484). This being an event which occurs in the workplace proves that this particular section of the article is very relevant to this course, since we learn about various situations having to do with the workplace.

Eventually we will be learning about environmental changes in this course and the text includes training as a process that is important when introducing change (484). The second section of this article relates organizational and technological change to variable pay. In chapter six of the text Canadian Organizational Behaviour, reward practices are discussed. Both the text and this article state that individual rewards are the most popular reward practices used. While the text goes on in great detail about the positive and negative aspects of each type of reward, the article just briefly mentions a few types of the most common rewards. In the final section of the article, employee involvement practices are considered.

When an employee feels that he or she has made a difference at work, in return, productivity gains will result for the employer. The article reveals that certain practices, including multi-tasking, teamwork, and job rotation, will do just this. Altogether, this article is relevant to organizational behaviour since it discusses issues which are taught in this course. The overall effectiveness of the article Human resources practices: survey results is adequate. Even though this article is based on a survey, I find that it convinces the reader that the results found are indeed valid. The data is laid out neatly in a format that includes headings for the different topics.

This makes the article very easy to follow along and understand. The validity of the information given is very believable in that it is supported by survey results and examples. Since the article is based on a survey there can be positive or negative interpretations of its effectiveness. If the reader believes the results, it is most likely because he or she views the results as being valid, since they are facts and can not be argued as being false. On the other hand, readers may see the results as being invalid because they believe that surveys can give false information. This survey only received responses from a sample of the world's population.

Just a fraction of the population was surveyed giving an incorrect judgement of businesses and employees. Also the respondents could have lied or given biased answers on the survey. The fact that this article is based solely on a survey is why it may be interpreted as being ineffective. This article has its strengths and its weaknesses.

One strength is that every idea that is presented is backed up by other articles that I researched. I could not find one article that contradicted this article. Another strength is that both sides are given. The examples in this article are not biased. They show the situation from both angles. The author uses examples to clarify statements that may be a little unclear.

This enables the reader to have a better idea of what the author means. One thing that the author repeatedly does is refer to information as it was taken from the survey. For example, instead of formatting the results of the survey in a format that implies it is simply an opinion of the author, the author continually makes note that the results came from the survey by stating "the survey results indicate that... ". or "in the survey... ". . The author just lists the statistics found from the survey, assuming that the reader knows what he means.

This is a weakness because, at points like these, the reader will feel lost. The author also briefly mentions the different types of rewards. I think that the article would be a lot stronger if the author had elaborated on these types of rewards. In doing so, the reader would understand what each employee would receive according to the reward practices.

This would then allow the reader to either agree or disagree with the statistics. Another weakness in this article is that the training and variable pay sections are not explained in as much detail as in the section titled "Employee Involvement". I know that I would have been interested in learning more about the variable pay section. My position on this article varies from point to point. The first key point in the article claims that when there is an environmental change, the employees must receive training to upgrade their skills in order to adjust to the transformation.

I somewhat disagree with what is said here. I work at a golf course in the kitchen and in the pro shop. I help customers, cook, and clean. When I started I did not go through any training. I learned by watching other employees and just figuring it out on my own.

I can also see how this point is true though. In a company that uses heavy and dangerous machinery training is necessary. When a new piece of equipment is brought in to the company, it would be hazardous to not enforce training. I believe that training is a good idea, but it is not necessary in all cases. A positive aspect of training, as indicated by the Human Resources, Training, and Labour Relations Managers and Specialists article, states that satisfaction of the job and working conditions along with improved skills will result from training.

It also states that "training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm. Training is widely accepted as a method of improving employee morale... ". (Bureau of labour Statistics, 3). Another advantage is that employees will break routines by learning new role patterns with the help of training.

One problem with training is that it can be expensive and time consuming (McShane, 484). I agree with one key point in the article that states, "The report shows a strong link between training and job satisfaction" (The Worklife Report, 6). In this course I have learned that job satisfaction increases job production. If employer sponsored training were provided, I see how training would increase job satisfaction. Employees would have the correct knowledge of how to do their job most efficiently and effectively, therefore lifting job satisfaction. I agree with the statement "individual incentives, such as bonuses and commissions, are the most popular, followed by merit-skill-based pay" (The Worklife Report, 6), however, if I were an employer I would chose a different reward practice.

As said by Kevin Herring, "A bonus program will encourage employees to focus on the things that will help them get that bonus... but it may result in workers doing what they need to get the bonus at the expense of other needs" (Herring, 1). I would suggest a gain sharing or profit sharing plan. These reward systems will not only motivate employees to work more efficiently, but they will also reduce costs of production. Skill-based pay also improves performance in the work place. As said in the article, Who Uses Skill-Based Pay and Why? , "The adoption of skill-based pay was associated with employee-involvement efforts that produced improvements in product or service quality and in competitiveness" (Lawler, Le ford, Chang, 22).

I think that Steven Kerr does a good job of summing up how rewards systems work: "whether dealing with monkeys, rats, or human beings, it is hardly controversial to state that most organisms seek information concerning what activities are rewarded, and then seek to do (or at least pretend to do) those things" (Kerr, 1). From this I realise that reward practices are the most effective way to increase production by employees. Another key point that I agree with reports that job rotations, multi-tasking, and teamwork will give the employees a feeling of making a difference at work. This, in turn, will increase productivity within the company.

In this course I have also learned that if employees have a sense of making a difference at work, then they will be more productive. In the text it says that job rotation will reduce boredom in the job, help employees have multi-skills, and reduce occurrences of recurring strain injuries (182). I also agree with the article I have chosen where it claims that mostly large firms use employee involvement practices (EIPs). Like that article says, "Small establishments have closer contact and better communications with their employees by virtue of their small size and so do not need to implement these practices (EIPs) " (The Worklife Report, 6). The article I have reviewed is relevant to this course because the three sections, training, variable pay, and employee involvement, relate to the course material. Overall, I found this article to be effective because it convinces the reader that the information is valid.

There are both strengths and weaknesses in this article. Some strengths include the way the material is presented and how it is easy to understand. A weakness is that some words are not defined, which leaves the reader feeling lost. I agree with most of the key issues in this article. I think that it would be a good idea for employers to read this article and compare it to how their company runs.

Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2002-03 Edition, Human Resources, Training, and Labor Relations Managers and specialists, on the internet at web (visited October 20, 2003). Herring, Kevin, president, Ascent Management Consulting, Tucson, Arizona, Jan. 9, 2003. Human Resources Practices: Survey Results, The Worklife Report; 2001; 13, 4; Business Module pg. 6. Kerr, Steven, On the Folly of Rewarding A, While Hoping for B, The Academy of Management Executive; February 1995; Lawler, E., Ledford, G., Chang, L., "Who uses Skill Based Pay, and Why?" , Compensation and Benefits Review, 25 (March-April 1993) pg. 22-26. McShane, Steven, Canadian Organizational Behaviour, McGraw-Hill Ryerson, Toronto, 1998.