'Learning Analysis\r'

'I wanted to apply for a seam maintaining databases; however, the connection I was applying for used a contrary computer computer programmeme which I extremityed to direct beforehand being considered for the application. Although I had no federal agency of being hired, I bought the program and the book and unyielding to pack the program on my sustain. Whether I stir up the job or not, I render intentional something parvenu to add to my ré sum of m angiotensin converting enzymeyé. In my tender Resources Management class, we were taught that the best way to join information ab let out the prospective applicant is to take c ar at their résumé’s and that it is a superb deal the most used pre filling tool. A résumé that is complete and presents current information or so angiotensin converting enzyme’s qualifications and aptitudes will get the most points during selection (Newell & international group Aere; Scarborough, 2002). Moreov er, it is to a fault important that when a skill or expertise is listed on a résumé it is tangiblely verifi open and that one could demo it if needed.This meant that if I echtly wanted that job, I should be able to master this program or be able to plump with it before I hire that application letter. I approached the task with a whiz of urgency since the deadline for the application was in a week. I recalled that in the recruitment process, it is important to stick a time frame of the recruitment activities as sometimes the need for an applicant to the position is immediate (Newell & international deoxyadenosine monophosphateere; Scarborough, 2002), since the time frame for the application process was in a week, I figured the partlynership mustiness really be in a step on it to fill the job vacancy.A vacancy in the company can be brought about by outside turnovers, where the employee voluntarily leave the company, or an internal turnover, where the employee is pro moted to a higher position (Mathis & Jackson, 2006). Database administrators usually operation alone and it is a very specific job that its job description is basically about how to bring in and update information in the company’s database and based on this, I deduced the former employee of the company I was setting my eyes on resigned. poverty-stricken resignations often occur because of the need for correct paid jobs, job dissatisfaction, disagreement with the solicitude and a total lot more. However, it would be too much of me to ring so far ahead about the reasons wherefore the former database administrator left; it’s the end of counting the rotten eggs even before finding the hen.I was in the middle of my thoughts when I complete that I was not yet working on the program. So I proceeded to install the program on my computer and scanned the guidebook to familiarize myself with the icons and the layout of the interface. Setting up the program on my co mputer was easy; I followed the instructions cargonfully and installed the software tutor to do me. Then, I had the book of instructions and proceeded to punch out some commands and clicked on the icons on the screen in front of me. Then after 10 minutes, I realized I was not breeding anything!I could not make heads or tails about what the program was about really, and it was like a matt-up of senseless letters and numbers. Besides, my head was spinning from spin my eyes at the monitor and and so flavour at the guide book and asking aid from the program tutor. In this predicament, I found myself spirit back at the human resource management theories that I took up this semester at the university. HR concepts and theories are actually valuable instruments that would help organizations become racy (Ulrich& Brockbank, 2005)I remembered that motivating people to learn something new or to have them attend to skills subscribe toing is one of the most difficult tasks that an HR manager have to face. Research had found that employees willingly attend trainings and workshops since it would free them from their daily work routines, however, whether they learn anything from it or not has not been established (Kraiger & Ford, 2006). Although, researchers agree that an employee who have demonstrable attitudes towards the training program would likely emolument more from the training while a disconfirming attitude towards the training sessions would mean that the possibility of larn has already been blocked. Designing an stiff training program should be based on motivation theories and vainglorious accomplishment.Motivation theories indicate that in order for the man-to-man to complete a task, the goal itself should be one that the individual values (Mathis & Jackson, 2006). This would mean that the training should be one that is related to the work tasks of the employee and that it could be sensed as an opportunity for growth and development . Training activities should in addition be designed to provide opportunities for the participants to succeed and tonus that they are competent, thus, if the skills training is about making functioning evaluation instruments thusly the participants could be asked to make their own instrument and input can be habituated in how to make performance evaluations which would either affirm the participants skills or teach them new ones.The needs hypothesis of motivation also says that trainings should answer a need; this means that the employee will perceive the training as someoneally important to him/her if it satisfies a need. The need for growth, for achievement, for competency and for affiliation is answered by training programs. When an employee is required to attend a training workshop, it tells him that the company wants him to become better at his job, that they care about his personal bespeak for professional growth, and that the company is looking after their employees (Pfeffer & Veiga, 1999). Aside from motivation, a key factor in effective training programs is big(a) learning theories.The effectivity of trainings and workshops is measured by the amount of skills transferred from the training to the actual job (Kraiger & Aguinis, 2001). However, literature says that training authority in terms of learning transfer has not been adequately studied due to the difficulty of supervise learning in the oeuvre. Adult learning theories suggests that adults learn experientially, that is by doing and applying what is being taught (Nkomo, Fottler & McAfee, 2005). Thus, if the skills being taught are customer service courtesy, it would be more effective if the skill is taught using role playing techniques and applying it to real life situations than if it was just taught using lectures.Moreover, learning happens in a continuum, one being effective learning and remembering and the other is end is forgetting and decay. Thus, trainings should be effrontery periodically, it should not be a one-shot deal where you would ask that everything is learned and that it should not be repeated (Salas, carom­Bowers, Rhodenizer & Bowers, 1999), however it makes no sense to train employees on something that they do not need or one that is not relevant to their jobs. After, this musings and theoretical exercise, I went back to my database program and begun learning it in a different approach.First off, I delegated a time for my learning schedule that is on the same time everyday, then I chose between the guide book or the tutor to help me since using both would be confusing and exhausting. From what I learned on adult learning, the training session should be interactive, one that I can work on and see concrete results or outputs, so settled for the tutor and ditched the guidebook. Second, on my starting session, I read the introductory part of the program and had the tutorial run to give an overview of the progra m, because the HR texts said one must first empathise what the training is for and where it could be used to make the person’s job easier or more meaningful.The tutorial was interactive so I got to associate the different commands with its specific functions and I remembered it easily because I could escort the icon, no wonder programs have icons, it makes the manipulation of the program simpler. After several tutorials I then proceeded to work on the program on my own, I printed the specimen exercises and then proceeded to work on the database using the exercises and if I could not make sense of it, I then asked the tutor for help.The best thing about the activities was that it worked on an actual data, although it was fictitious, I had something to work with and could treat them as real. What was gratifying was that every time I was able to complete an exercise and produce the output on the dot as it was presented in the training program, I entangle I accomplished some thing and I was sure that I was really learning. At present, I am still on the third chapter but it has been a good run, and that job application seems to be on the positive side since many of those who applied are also not familiar with the program.ReferencesKraiger, K. & Ford, J. K. (2006). The expanding role of workplace training: Themes and trendsinfluencing training research and practice.  In L. L. Koppes (Ed.), historical perspectives in industrial and organizational psychology.  Mahwah, NJ:  Lawrence Erlbaum Associates.Kraiger, K. & Aguinis, H. (2001). Training effectiveness: Assessing training needs, motivation,and accomplishments.  In M. capital of the United Kingdom (Ed.), How people evaluate others in organizations:  Person information and interpersonal judgment in I/O psychology.Mathis, R. & Jackson, J. (2006). Human resource management eleventh  ed. Boston:Thomson/Southwestern.Newell, H. & Scarborough, H. (2002). HRM in Context †A Case Study Approach. London:Palgrave.Nkomo, S.,  Fottler, M. & McAfee, R. (2005). Applications in human resource management:Cases, Exercises, and Skill Builders fifth  ed. Boston: Thomson/Southwestern.Pfeffer, J., & Veiga, J.F.  (1999).  Putting people  first for organizational success.  Academy ofManagement Executive, 13, 37­48.Salas, E., Cannon­Bowers, J., Rhodenizer, L., & Bowers, C. (1999). Training inorganizations: Myths, misconceptions, and mistaken assumptions. Research in Personneland Human Resources Management, 17, 123­161.Ulrich, D.& Brockbank, W. (2005). The HR Value Proposition. Boston: Harvard BusinessSchool Press.\r\n'