Employee development and its effect on employee performance at KFC Restaurant Brands

Employees are a key element of the organisation. The success or failure of the organisation depends on employee performance. Therefore, organisations are investing huge amount of money on employee development. This paper analyses the theoretical framework and models related to employee development and its effect on employee performance. The key variables identified related to employee development and employee performance. Further discussion develops a proposed model which explains the relationship between employee development variables (employee learning, skill growth, self-directed, employee attitude) and employee performance variables Employee performance will impact on organisational effectiveness. The paper is divided into three parts. The introductory part provides a brief overview related to employee development and its effect on employee performance. The second part analyses the views and studies of past researchers related to employee development and employee performance. Finally, this paper presents the proposed model along with the discussion and conclusion

What Methods can an Organization Utilize to Spur Employees into Exploring New and Innovative Solutions to Organizational Challenges?

There is an overwhelming consensus among researchers that employee innovation can be generated through an organized process. Such a process involves the development of innovation leaders, widening employee access to challenge-pertinent information, and providing employees with adequate resources for experimentation. By implementing each of these steps, an organization can develop an employee innovation engine that will consistently produce innovative solutions to organizational challenges

The Impact of Motivation and Employee Development on Employee Performance at Kpknl Manado

Humans are always actives role in all activities inside the organization. They are planner, perpetrator and key factor to determine action to achieve the goals. The purpose of the company will be impossible to achieved without active participation of employees although they used a sophisticated tool in an organization activities. This study aims to motivation and employees development affect employees performance at Kantor Pelayanan Kekayaan Negara dan Lelang (KPKNL) Manado Simultaneously. The data used in this study is primary data obtained through the questionnaire distributed to employee in KPKNL Manado. The analytical method used was multiple linear regression analysis. Regression analysis shows the motivation and employee development have positive effect on performance in KPKNL Manado. The results of the F test (simultaneous hypothesis test) shows that motivation and employee development simultaneously affect the performance employee in KPKNL Manado. The result suggests Conduct supervision and evaluation to the performance of all employees. Because of the lack of performance evaluation of directors to assess the ability of an employee in terms of mastery of tasks, skills, responsibility. Keywords: motivation, employee development, employee performanc

Employee attitudes as a mediator between HRM and organizational performance

Attitude is a power that controls human behaviour. When employee Attitude is positive, it can give impact positive to organization performance. A proper human resource management (HRM) managed by organization, the employee attitude will be affected. HRM practices influence employee attitude positively and there is a mediating role of employee attitude between training and development dimension of HRM practices and organizational performance. Therefore, the purpose of this study is to explore employee atttiude as a mediator between HRM and organizational performance. A sample of this study was 219 respondents from employee construction in Libya. The data was analyzed using structural equation modelling (SEM) approach. This study showed that employee attitudes is a full mediator between relationship HRM and organizational performance. Therefore, HRM practices influence employee attitude and its give impact to organizational performance for more effective and efficient in achieving organization goal

Risks of investment in personnel development: evidence from Ukrainian IT companies

In this paper, we examine key factors that influence the risks of investment in the development of human capital of a firm in the IT sector and estimate their weight in the overall risk. In particular, we single out the risk of premature voluntary termination of an employee, the risk of ineffective training, and the risk of a firm’s incorrect employee development strategy. Moreover, to support management of the mentioned kinds of risks, we enumerate the factors that influence them and classify those factors into three main groups: related to the employee, related to the firm, and related to the external environment. Based on this division, we build a model for estimating the risks of investing in the development of personnel using the Analytic Hierarchy Process (AHP)

Patterns of Employee Particpation and Industrial Democracy in UK ESOPs

This paper examines the institutional characteristics of UK ESOPs and considers the extent to which ESOPs extend employee participation and industrial democracy. It is suggested that ESOPs in themselves do not extend industrial democracy. Instead patterns of employee participation are substantially determined by the goals of those primarily responsible for establishing the ESOP. Three constellations of ESOPs are discerned on the basis of their participative characteristics: `technical ESOPs' where there is little or no development of industrial democracy; `paternalist ESOPs' which tend to develop individualistic forms of employee participation; and `representative ESOPs' where new institutions are created to give some opportunity for involvement of employee representatives in top decisions.

Employee Perception on Commitment Oriented Work Systems

Human resource management (HRM) does matter! Prior empirical research, summarized and classified in the work of Delery and Doty (1996), Guest (1997) and Boselie et al. (2000), suggests significant impact of HRM on the competitive advantage of organizations. The mainstream research on this topic reveals encouraging results on organizational level. Further research on the perception of the individual employee may reveal new insights in the effectiveness of HRM in organizations. Now we have the opportunity to study recent empirical data of a Dutch employment agency. These data on individual employee level provide us new insights in the perception of commitment oriented HR systems and their relationship with perceived job security and employee trust. High scores on employee participation, payment system, training and development, information sharing, and support of the direct supervisor result in employee trust and high scores on perceived job security.human resource management;performance;commitment (versus control) systems;employee trust;perceived job security

Business Ownership by Workers: Are Worker Cooperatives a Viable Option?

One possible strategy for both succession and new business development is employee ownership.� New business formation as an employee-owned firm or cooperative may have some advantages over formation as a sole proprietorship or partnership: pooling financial resources, spreading risk and combining the various knowledge and skills of the members involved. In the case of business succession, selling to employees provides a tax benefit to the owners and increases the probability that the business will continue to exist in its current location, benefitting both the employees themselves and the local community. While worker cooperatives (or employee-owned cooperatives) are currently rare in the United States, successful examples exist, suggesting potential for future development of this type of organization. This paper reviews the literature on worker cooperatives and presents data on the extent and nature of worker cooperatives in the United States. It concludes with a discussion of the implications for employee-owned cooperative development in Iowa and provides suggestions for future research and outreach programming on this topic.