Benevolence Sexism And Its Impact On Women s Accomplishments

Ideologies surrounding benevolence sexism are constructed on a basis of doubt; for instance a woman being appraised for her accomplishments, while highlighting the disbelief that she can accomplish that specific task. Benevolence sexism gives rise to positive attitude towards women’s accomplishments, while placing a gender gap on what they are able to accomplish, when compared to men. According to, Viki Abrams (2002), Benevolent sexism is any form of expressive acts that are discriminatory towards women, but appear to be positive and gratifying. According to Glick and Fiske (1996), benevolence sexism can be a bad thing, in spite of all the positive feelings it indicates for the perceiver. Although these attitudes and comments directed towards women are meant to highlight their achievements, they evidently create an invisible barrier on what a woman is capable of accomplishing, and what she isn’t. A man can perform a job without any disbelief that he can accomplish it, but when a woman performs that same task, the rewards and positive feelings that arise from this accomplishment is guarded with a sense of doubt and disbelief; the doubt and disbelief perpetuates the appraisal of the woman, something that is less evident for a man. According to Glick and Fiske (1996 ), the culture in which a women lives in can create feelings that are directed towards her. For example society views women as â€Å"naturally† kind, Research shows that, North American toddlers asShow MoreRelatedVirtue: Comparing the Views of Confucius and Aristotle Essay2072 Words   |  9 Pagesof Confucius and Aristotle, the views on virtue. The paper will examine the craft and artistic accomplishments these two philosophers mastered. Furthermore, the paper will explore and compare the two views. Achievements and Accomplishments: What types of achievements did Confucius and Aristotle do? Teachings by Confucius and Aristotle Conclusion: The achievements and accomplishments of Confucius and Aristotle were similar in the way that both were in the same era, yet differentRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesand permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturers

Essay on Level 3 Childrens and Young Peoples Workforce...

Assignment Overview Introduction This assignment is intended to provide evidence of a candidate’s knowledge and understanding of children and young people’s development birth to 19 years. By completing all tasks within the assignment, the candidate will provide evidence that meets the Learning Outcomes and assessment criteria for Unit 022, Understand Child and Young Person Development. Tasks There are five tasks to this assignment. A Complete tables; Questions B Complete table; Report C Report D Report E Complete table Assignment coverage Task | Task name | Learning outcomes covered | A | A Complete tables; Questions | 1. Understand the expected pattern of development for children and young people birth –†¦show more content†¦| 3 – 6 months | Able to start noticing mobiles and other objects around them and is able to coordinate more. | 6 – 9 months | Is able to understand signs e.g a bib means food is coming and they know that an object exists when they are out of sight. | 9 – 12 months | Beginnng to have an understanding of routine daily sequences and is able to imitate actions and sounds after an event is finished. | 1 – 2 years | Is able to follow simple instructions and understands they names of objects. Also they learn things by trial and error. | 2 – 4 years | Is able to understand cause and effect and has improved memory skills. Takes part in non-competitve games and enjoys music and joins in singing and dancing. | 4 – 7 years | Is able to re cognise own name when it is written down and is able to establish differences between what is real and what is unreal. | 7 – 12 years | Includes more detail in their drawings, begins to devise memory strategies and enjoys projects that are task-orientated. | 12 – 16 years | Prefers to spend leisure time with friends, is thinking about possibilities and thinking ahead. | 16 – 19 years | Thinking beyond conventional limits, is able to think ahead and is able to thinks about their ownShow MoreRelatedThe Relationship Between Job Satisfaction and Absenteeism in a Selected Field Services Section Within an Electricity Utility in the Western Cape31415 Words   |  126 Pagesbiographical questionnaire as well as a Job Satisfaction Survey (JSS) to identify their levels of job satisfaction. To ascertain the extent of absenteeism, respondents were asked to report on their number of days absent and their absence frequency within a six month period. Results indicate that there is a weak, inverse relationship between both the number and frequency of sick leave days and the job satisfaction levels of the sampled employees. 2 The relationship between biographical variablesRead MoreProject Mgmt296381 Words   |  1186 Pagesprojects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure [9.1.3] 9.1.1 Organization charts 1.4.4 Project offices Chapter 4 9.2 Building the team (.1.3) [3.5.3] [App G.2 Building teams] 9.4 ManagingRead More THE IMPACT OF KNOWLEDGE MANAGEMENT PRACTICES IN IMPROVING STUDENT LEARNING OUTCOMES65118 Words   |  261 Pageson student learning Communities of Practice and student learning Developing Communities of Instructional Practice to improve student learning Conclusion on Knowledge transfer through CoPs to improve learning 46 48 59 60 64 65 67 72 74 77 80 Chapter 3 Methodology Introduction Theoretical Framework Research Design Sampling Design Measures Data Collection Procedure Data Analysis Procedures Limitation of Analysis 82 82 83 87 90 90 104 105 114 vii Chapter 4 Data Analysis and Findings IntroductionRead MoreCase Studies67624 Words   |  271 PagesCase Studies C-1 INTRODUCTION Preparing an effective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105 CASE 8 Beefing up the beefless

Despite the Potential Advantages Free Essays

string(133) " of formal strategic planning approaches, it is of limited benefit to organisations operating in uncertain and dynamic environments\." Discuss the proposition that despite the potential advantages of formal strategic planning approaches, it is of limited benefit to organisations operating in uncertain and dynamic environments. You read "Despite the Potential Advantages" in category "Essay examples" About this discussion, I would like to introduce two steps. First step, I want to introduce the potential advantages of formal strategic planning approaches. We will write a custom essay sample on Despite the Potential Advantages or any similar topic only for you Order Now Then I will introduce the second step: some important reasons about the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments. Finally, the main purpose of this paper is to prove the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments. My conclusion will emphasize it again. First, how should we understand the formal strategic planning? The objective of the formal strategic planning is to convey that a company’s strategic planning process includes specific systematic procedures used to gain the involvement and commitment of those principal stakeholders affected by the plan (J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, 2006). What is the purpose of strategic planning? Generally, formal Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to carry on this strategy. In order to determine the direction of the organization, it is necessary to know its current position and the possible ways through which it can pursue a particular course of action strategic planning do with at least one of three key questions: â€Å"What do we do? † â€Å"For whom do we do it? † and â€Å"How do we excel? (J. Scott Armstrong, 1986) OK, I have a simple introduction about the character and purpose of formal strategic planning. Then we must make clear about the structure about formal strategic planning approaches. There is common view about strategic planning researchers that the strategic planning process consists of three major parts: (1) Formulation (which includes developing a mission, sett ing major objectives, assessing the external and internal environments, and evaluating and selecting strategy alternatives). (2) Implementation. (3) Control. J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, 2006). Some famous formal strategic planning approaches include SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), Balanced Scorecards, Scenario planning, PEST analysis  (Political,  Economic,  Social, and  Technological), STEER analysis (Socio-cultural,  Technological,  Economic,  Ecological, and  Regulatory factors). What are potential advantages of formal strategic planning approaches? Generally, formal planning has these advantages: 1. Formal plans represent a useful standard. . It is fully formulated; communicated plan is an important motivational device. 3. The analysis and survey by all those participating in the planning process is useful and can improve the companies’ understanding of it’s position. 4. Plans which swift actions in anticipation of future changes in the environment is a better approach to strategic management than an advertisement to events. Take me for example, for 20 years, contradictions between the planning and process schools of strategy have shaped the debate on strategy planning. Here we illustrate that a scenario-based approach to strategic planning can serve as a new management tool in the field with the potential to overcome differences between the two opposing schools of strategy. The scenario-based approach to strategic planning builds on the strengths of traditional scenario planning. It is an open and creative approach that considers many strategy options and takes multiple perspectives into account. Synchronously, it overcomes the weaknesses of traditional scenario planning by offering a systematic process to scenario creation that is built on specific management tools and is easy to implement. The outcome of this approach is an important strategy that is complemented by several strategic options derived from different scenarios (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Torstenwulf Philip Meissner and Stephan Stabner (2010) illustrate the benefits of scenario-based approach using experience gained in a consulting project in the German photovoltaic industry. And they further proof that the approach can thus be used in an extremely flexible way to account for the increasing volatility of environmental developments. These advantages of our approach are apparent in the illustrative case study presented. By combining traditional scenario planning, strategic thinking, real-option reasoning and strategic planning, this approach makes the intricacy, dynamics and volatility of the current business world manageable. On the other hand, the approach can be applied for different time horizons. Our project experience leads us to believe that the approach increases the effectiveness and efficiency with which strategic planning can be conducted in practice (Torstenwulf Philip Meissner and Stephan Stabner , 2010). I have illustrated Torstenwulf Philip Meissner and Stephan Stabner’s research about Scenario planning, so we can make clear about the potential advantages of formal strategic planning approaches. About the limited benefit to organisations operating in uncertain and dynamic environments, I think there is a lot of evidence to prove this case. The major change for managers is guaranteeing competitiveness as well as profit capacity for their companies in turbulent environments. The rate of change in the business setting has never been as fast as it is currently (Grant, 2003). In Torstenwulf Philip Meissner and Stephan Stabner’s research, they also think What formal strategic planning seems to be lacking most is the flexibility and open system that allow for the responsiveness and creation required in dynamic, complex and uncertain environments (Torstenwulf Philip Meissner and Stephan Stabner , 2010). In the environment of globalization, the world is changing more and more rapidly. Managers must face a series of unexpected events. For example, like financial crisis, economic downturn and Arab Spring. Each incident and formal strategic planning approaches in test managers. In the past, plan researchers have not concentrated on uncertain settings. The majority of the existing devices in strategic management unreservedly presume a benign environment that is basic yet not very dynamic. (Harrington, Lawton and Rajwani, 2005). For firms to thrive in an uncertain future, they have to develop realistic strategies on the basis of many options that react to the prerequisites of various likely futures opposed to one strategic guarantee. (Grant, 2003). So how to treat the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments? In this essay, â€Å"A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country†, the nature of the external environment (difference from very uncertain and unstable to certain and stable) will influence the organization structure made by the companies. It is argued that in uncertain and dynamic environments the most effective organization structures start to be more organic when in stable and more certain environments more artificial structures will be received (Keith W. Glaister et al, 2008). Although some studies have found that certain parts of strategic planning are relative with performance, theory also predicts that these relations will be influenced by external environment. If one of the purposes of strategic planning is to point the organization in its association with the external environment, so organizations that precisely project and estimated environmental changes should display an extraordinary or specific level of performance. In this sense strategic planning may be more useful in an uncertain environment than a calm one. So the relative between planning and performance may be stronger in an uncertain environment, and weaker in a calm environment. There exist, however, some opposite arguments that strategic planning is more likely to have a positive influence on firm performance in relatively less uncertain environments where future conditions are easier to anticipate(J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, 2006 ). About a company’s future development, the external environment of the strategic analysis is very important. Robert M. Grant referred this point in his essay â€Å"Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors†, First, a view of the external environment: This typically included guidance as to some characters of energy markets over the planning period? -For demand, supply, prices, and margins? -which were not so much forecasts as a set of assumptions relating to prices and supply and demand conditions that provided a common basis for strategic planning across the firms. Second, corporate management provided most direction to the planning process through a statement of priorities, guidelines, and expectations. A key part of this direction was setting company wide performance targets (e. g. , ‘raise return on capital employed to 12%,’ ‘reduce costs per barrel by 10%,’ ‘a 110% reserve replacement rate,’ ‘reduce the ratio of debt to equity ratio to 25% by 2000’). Guidance often concern to resource allocation, e. g. , ‘to shift investment from downstream to upstream,’ ‘to refocus on core businesses,’ ‘to take advantage of opportunities in China and East Asia,’ ‘to increase the proportion of gas in our hydrocarbon reserves (Grant, 2003). In the process of management of the company, what is the role of analytical formal planning in dynamic environment? Different people have different views; Grant thought strategic planning is a responsible. Increasing volatility and indeterminacy of the external environment was accompanied by two changes in strategic planning responsibilities: first, a shift of decision-making responsibility from corporate to business-level managers; second, a shift of planning responsibilities from planning staff to line managers (Grant, 2003). There is other view; Hamel and Prahalad argue that the role of strategy should be not adapting an existing industry structure but rather to change it. † They see the role of competitive creation as identifying the orthodoxy in a present strategy and redefining the terms of engagement to exploit this orthodoxy. And the emerging Infocom mega-industry provides an interesting laboratory for testing the adequacy of existing frameworks for competitive strategy. They are not designed to deal with the kind of turbulence that we are witnessing in this industry. Strategists may have to assume a low role in dealing with turbulence. When being a pioneer and an innovator will help, it is not enough. Investing in and growing a customer base can strengthen the chances of success, but success in the end is determined by industry forces outside the companies’ control. â€Å"Co with the flow† is not an inspiring strategy but perhaps the best a company can do when face turbulence (Chakravarthy B, 1997). Each method is not a panacea. Although formal strategic planning approaches have many advantages, it also makes limited benefit, like Scenario planning. However, the approach has only been applied in a few companies to date. Therefore, research on a larger scale is necessary to determine the performance of the scenario-based approach to strategic planning (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Evidence of the impact of environmental turbulence upon strategic planning is limited. Cross sectional studies have produced contradictory findings. Long evidence is fragmented, but more consistent: in response to increasing environmental turbulence, strategic planning systems actually have changed from the highly formalized processes of the 1960s and 1970s (Grant, 2003). In conclusion, formal strategic planning approaches indeed have a huge potential advantage. Some famous formal strategic planning approaches include SWOT analysis, Balanced Scorecards, Scenario planning, PEST analysis and STEER analysis have many advantages. If companies do not have strategic planning, it is bound to be about to disappear. If companies ignore the strategic planning, it is bound to be lagging behind the development of enterprise. According to previous research and study about strategic planning, strategic planning can mobilize workers to actively increase the cohesion. It also can make enterprises competitive mechanism enhanced. Strategic planning can be summed insufficient and the shortfall, it is an important measure in the steady development of enterprises. I’ve used a lot of evidence fully proved these points. About the formal strategic planning is of limited benefit to organisations operating in uncertain and dynamic environments, I also have used many evidences and examples to prove it. In general, with the development of the times, companies as an open system, it focuses on the external environmental factors there will be more and more, more and more diversified development trend, and thus the external environment faced by the enterprise will become more complex and uncertain. Even Scenario planning, Torstenwulf Philip Meissner and Stephan Stabner have pointed it had many potential advantages. They also said,in an increasingly complex, dynamic and volatile world ,Scenario planning has only been applied in a few companies to date (Torstenwulf Philip Meissner and Stephan Stabner , 2010). Finally, I must emphasize once again, in the environment of globalization, the world is changing more and more rapidly. Managers must face a series of unexpected events. In a word, formal strategic planning approaches indeed have many potential advantages; it is of limited benefit to organisations operating in uncertain and dynamic environments. References J. Richard Falshaw, Keith W. Glaister, Ekrem Tatoglu, â€Å" Evidence on formal strategic planning and company performance† (2006) Management Decision, Vol. 44 Iss: 1 pp. 9 – 30 Hugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie, â€Å"Strategy under uncertainty†. (1994) Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet Demirbag, Selim Zaim, (2008),†A causal analysis of formal strategic planning and firm performance: Evidence from an emerging country†, Management Decision, Vol. 46 Iss: 3 pp. 365 -391 Robert M. Grant â€Å"Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors† Strategic Management Journal, Vol. 24, No. 6 (Jun. , 2003), pp. 491-517 Selsky et al. , 2007. Contrasting Perspectives on Strategy Making in Hyper Environments. Organization Studies, 28(1), pp. 71-94. J. Scott Armstrong (1986). â€Å"The Value of Formal Planning for Strategic Decisions: A Reply† Strategic Management Journal  7: 183–185. Chakravarthy B, ‘A New Strategy Framework for Coping with Turbulence’ Sloan Management Review, Winter 1997 Torstenwulf Philip Meissner and Stephan Stabner â€Å" A scenario-based Approach to Strategic Planning-Integrating Planning and Process Perspective of strategy† (2010) http://www. scenariomanagement. de/fileadmin/user_upload/Scenario-based_strategic_planning_WP. pdf Harrington, D. , Lawton, T. Rajwani, T. 2005. Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus. European Management Journal, 23(4), pp. 450–457. Bibliography Johnson G, Scholes K, Whittington R, Exploring Corporate Strategy 8th Edition, 2008 – Chapter 2 Campbell D, Edgar D, Stonehouse G, Business Strategy 3rd Edition, 2011, Palgrave – Ch 3 How to cite Despite the Potential Advantages, Essay examples

The Responsibility Of The HR Team Of An Organization †Free Samples

Question: Discuss about the Responsibility Of The HR Team Of An Organization. Answer: Introduction Human Resource management is one of the most essential departments in an organization and it paves way for creating an efficient workforce for the organization (Cascio 2018). The responsibility on the HRM team is huge and the line manager has to look towards the entire process of the HRM team and formulate the steps that will be followed (Alfes et al. 2013). In case of a dearth of employees, if new ones are taken in then it is mandatory that the entire process is systematic and with a routine. The chosen organization for the report is Author Abode (imaginary), which is an organization for writers and the report will present the recruitment process it uses for the organization. It is an organization that deals with clients who order for essays on various topics to the company and the essays are both academic and creative in nature. Discussion Recruitment and Selection The company posts advertisements on the online space and when CVs are submitted, they are evaluated and then the selected candidates are contacted. The job advertisements are also given out to the various employment agents or consultants and candidates apply from such sources. The selected candidates are called up to the office premise for an interview and writing tests in order to understand the writing skills they have. As it is a writers agency, the most emphasis is given on the writing skills of the candidates and the grasp they show over the grammatical aspects of the language. The interview is taken after the candidates pass the written test and in the interviewer then assesses the candidate based on how the individual answers during the interview. The recruitment is done after this stage is complete and candidates are taken into service by a selection call that goes from the company to the candidate in the next 48 hours (Berman et al. 2012). Induction The induction is a process that is an essential part of the entire HRM system that is prevalent in an organization. The process is actually a presentation session that is taken up with the new recruitments on their first day of work. This presentation session briefs the new comers about the company and the history of the organization (Le 2015). The organizational chain is explained to them and the hierarchies of the posts in the office are explained to them. The newcomers are introduced with the managers in the organization and they are informed of the various policies that are prevalent in the organization. Human resource managers are responsible for the redundancies, grievance issues, disciplinary issues, compliance, employment law, industrial relations, benefits, compensation, career development, training, recruitment. The main job of a human resource manager is to stay up to date with the recent changes in the employment law and the latest employment trends (Bratton and Gold 2017 ). Training The new candidates who are appointed are provided a training week so that they can understand the work which they will be dealing with once they complete the training process (Keep 2014). The training is very essential as it ensures that the newcomers are efficient in their work and know all the basics of the tasks that will be allocated to them. Author Abode is an agency of writers and they work on writing essays for various clients. The essays have selective structure and format and hence the training process teaches the newcomers about the various formats and styles that are used in the company. The training ensures that once the new recruitments start handling clients on their own, they deliver the best of the solutions to them so that the company retains the good reputation it has in the existing market (Ford 2014). Posts involved For the entire selection and recruitment process to take place, it is essential that specific duties are assigned to some of the employees in the organization. The HRM team is provided with added responsibilities and the task is divided between them. The breakdown of the posts involved in the entire process are provided below- Human Resource manager The most important and active role has to be played by the HR manager of the organization and the individual has to be very effective in bringing in new talents that will incur profits to the organization in the future. The HR manager is the individual who is responsible for posting the advertisements online and making up the calls following the CVs that are submitted on for the job. Each of the CV that has been submitted needs to be evaluated and then the selection process shall start after a concrete list of individuals are made whose CVs are deemed suitable for the job. There are one or more HR managers in an organization; it is based on the size and scale of the operations of the organization. Author Abode has 3 HR managers in working and each of them has a different role to play in the entire recruitment process. While the head of HR deals with process that follow the selection stage. The other two of the managers are assigned with the duty to select the candidates and take thei r written tests before the interview. The head of HR is the person who takes the final round of interview after the candidates clear the written test. The head HR questions them and checks the confidence and knowledge depth of those candidates before finally appointing some of the bests in the organization among the others. The head of HR is also the one who is responsible for taking the induction session with the newcomers and make them aware of the various rules and regulation of the company. The complete description of the work process and official part of the work is explained to them by the HR in the induction process (Armstrong and Taylor 2014). Trainer The trainer is assigned with the most responsible duty of making the new recruits aware of the entire work style and process of the job they had applied for and were selected to do. The trainer is an experienced part of the company and it is the duty of the individual to make sure that each of the newcomers is trained in accordance to the work pattern that is being followed in the organization (Sung and Choi 2014). Author abode is an organization that offers writing services to its clients and hence the trainer has the added responsibility of making the new comers aware of the quality of work which they are expected to deliver. The trainer helps the candidates to work on various assignments and makes sure that they get acquainted with the work and learn from the mistakes which they will be doing in the initial days (Jeffcoat and Kelly 2014). Conclusion The responsibility of the HR team of an organization is enormous and the line manager is responsible for creating the action plan of the team. The works of both of them have to be well aligned in order to achieve the organizational goals and objectives. The people who are recruited have to be of some quality and this has to be kept in check by the HR managers who are endowed with the responsibility. Ultimately it is the production of the organization that will reach out to the market and hence the people who will be appointed for the purpose should actually be productive and bring in the best of resources into the company. The success of a company largely rests upon the kind of human resource strategy they use and the progress they make in recruiting the best from the rest. References Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement.Human resource management,52(6), pp.839-859. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R., 2012. Human resource management in public service: Paradoxes, processes, and problems. Sage. Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave. Cascio, W., 2018.Managing human resources. McGraw-Hill Education. Ford, J.K., 2014. Improving training effectiveness in work organizations. Psychology Press. Jeffcoat, H. and Kelly, K., 2014. Training the trainer. Incite, 35(4), p.21. Keep, E., 2014. Corporate training strategies: the vital component?.New Perspectives, pp.109-125. Le, P.T., 2015. Human resources development: induction programs-difficulties, impacts and solutions. Sung, S.Y. and Choi, J.N., 2014. Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations.Journal of organizational behavior,35(3), pp.393-412.