Edible Cookie Dough

Chapter 9 Team 1 Highlights in Training

By: Courtney Heichel, Nick Modas, Garrett Bakos, Hadi, and Alex Thomas

Chapter nine was a very informational chapter but we chose to specifically talk about the four approaches to employee development. We chose to talk about the approaches to employee development because we felt as if it was the most information packed section of the chapter. We also thought it would be a good overview of what would be presented to us in lecture. The four approaches are used across many business platforms and are also easily relatable in our everyday lives. Such as every night we sit in a form of formal education, job experience is all of that history that goes on our resume to help us stand out from other candidates, interpersonal relationships are usually listed on your reference sheet such as a former boss that was a mentor, and lastly the assessment approach helps employer identify what qualities you possess that make you work well with certain people/ companies or not work so well with.

With our project we did two activities as well as an informational review because we thought that reiterating the information and doing an activity would help our fellow classmates remember the activity when it came time to take the exam. We chose to do both a powerpoint and interactive activity (Kahoot). The powerpoint is to help reiterate and review the approaches to employee development and point out some of the main ideas. We also choose to do a Kahoot because Kahoot is a fun and competitive way for students to test their knowledge. When students do a kahoot and get a question wrong they will realise they may not know certain information as well as they thought, encouraging them to go back and look at that section more in depth so they master the information for the exam and future HR careers. We also added a personality test as an activity. The personality test is one that is similar to what employees use and this may give our classmates an idea of assessment they may be asked to complete in their future career. I know for one of my internship processes after my phone screening I had to fill out a personality test. This is also very informational for classmates because it may help them see what kind of environment they would work better in when they graduate and what they might look for in a company. This activity will help our classmates be less overwhelmed by the category being called assessment and hopefully help them remember what types of assessments employers may partake in. Our classmates may also learn more about themselves and personality traits they may not have known they had before taking this assessment.

The goal of our lesson is to teach the class about the four approaches to employment. By the end of the class our classmates should understand the approaches to employment and know what the four approaches are and what they include. We tried putting side notes on our powerpoint that all of our classmates could relate to in hopes to help them remember the four approaches. We hope they learn that formal education, job experience, assessment, and interpersonal relationships are the approaches. I also hope we connected the approaches to easy relatable things that they will remember when they become HR professionals.

1. The topic you choose to present on and why?

The topic to be presented is dysfunctional managers. This is an appropriate topic in these times when many businesses are targeting a bigger market and competition is stiff between companies in the same industry. Therefore, having the best leadership in the company will make it survive in the market and also expand because of choosing the best strategies to move forward. Growth cannot be realized with dysfunctional managers in place and teamwork between the employees and the managers will not be possible. Employee development can be effective to put the managers back on track and make them productive(Libby, et al, 2018).

2. The rationale behind your instructional approach

Development in the workplace focuses on providing formal education, job experiences and assessments of personalities to help the employees of the company to prepare for the future in their careers (Buch, et al, 2016). Dysfunctional managers can be easily recognized by their behavior. Their behavior can drive away productive employees in the company and if not controlled, this can be the downfall of a company (Siverbo, et al, 2019). Some of the dysfunctional behaviors are insensitivity towards employees in which managers can make insensitive comments that may hurt the employees emotionally, inability to be a team player and so some tasks cannot be completed well and the company may remain stagnant.

The managers may also be arrogant and therefore hard for employees to approach them when they feel that something needs to be changed. They may also display poor conflict management skills, inability to meet business objectives and inability to adapt change. It is hard for other companies to work with such managers and also the suppliers of the company.

The companies may take the responsibility to correct the behavior of such managers by using some of the developmental skills such as assessment, training, and counseling (Chen, et al, 2019). Assessment includes a collection of information about the managers and providing feedback on their behavior in the company, communication styles, and skills. This kind of information can be obtained from themselves, customers, employees of the company and also their fellow peers. Assessment tools that can be used include personality tests and assessment centers.

Personality tests can be done on the managers without other people’s involvement while assessment centers would require functional groups and role-plays. This can help identify what is causing the manager's behavioral changes and from there, help can be sought. Such managers can be sent to training facilities where there are specialized programs such as individual coaching for effectiveness. This can equip the managers with the correct skills to lead a company. Counseling can be done to such individuals to increase the productivity of the company.

3. What should the class get out of your lesson?

The main lesson is the importance of good leadership in any organization (Blustein, 2017). It is important for managers to always ensure that they have a good relationship with the employees rather than only giving orders. They need to encourage teamwork between the employees and therefore, the potential of the employees will be realized. Employees also need to feel free in the presence of their managers. This way it will be easier to exchange ideas without fear of being looked down upon. The company will be able to maintain its employees and also grow and expand. The importance of employee development in the workplace should also be realized.

References

Blustein, D. L. (2017). THE PSYCHOLOGY OF WORKING: A New Perspective for Career Development. Career Planning & Adult Development Journal, 33(2). Retrieved from https://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site& authtype=crawler&jrnl=07361920&asa=Y&AN=122474707&h=rAJomzxUQt %2f1M3xgP3JXYjtArGudQEquhuA8%2ftcegQXCYneHvYm6hUra3r3twW mKO52sEEQfD5JcSXlNCp5wXA%3d%3d&crl=c&resultNs=AdminWebAut h&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26p rofile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d073619 20%26asa%3dY%26AN%3d122474707

Chen, H., Genchev, S. E., Willis, G., &Griffis, B. (2019). Returns management employee development: antecedents and outcomes. The International Journal of Logistics Management. Retrieved fromhttps://www.emerald.com/insight/content/doi/10.1108/IJLM-08-2018- 0218/full/html

Dysvik, A., Kuvaas, B., &Buch, R. (2016). Perceived investment in employee development and taking charge. Journal of managerial psychology. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/JMP-04-2013- 0117/full/html

Fiolleau, K., Libby, T., & Thorne, L. (2018). Dysfunctional behavior in organizations: insights from the management control literature. Auditing: A Journal of Practice & Theory, 37(4), 117-141. Retrieved from https://www.aaajournals.org/doi/abs/10.2308/ajpt-51914

Siverbo, S., Cäker, M., &Åkesson, J. (2019). Conceptualizing dysfunctional consequences of performance measurement in the public sector. Public Management Review, 21(12), 1801-1823. Retrieved from https://www.tandfonline.com/doi/full/10