Question1
(a)
The term employee development gets defined as the process where an employee with his or her employee support undergoes training programs to have his or her skills enhanced and acquire new skills and knowledge (Al Karim, 2019). On the other hand, training programs help an employee get to learn specific skills and expertise to have performance improved in his or her current roles. Therefore, the difference between employee training programs and employee development is that development is expansive more and has focused on the growth and future performance of the employee. In contrast, training programs focus on the immediate job role and have retention among employees increased (Al Karim, 2019). For example, interpersonal skills training and sensitivity or diversity training are among the types of employee training programs. Employee development includes things like continuing education and professional organizations’ participation.
(b)
Training programs play a critical role when it comes to employee development at workplaces. Training programs present a prime opportunity when it comes to expanding the employees’ knowledge bases (Lakornsri & Namwong, 2019). Training programs, like problem-solving, improve the performance of the employees. When an employee receives the required training, he or she is more able to perform in their roles. It is because training gives an employee a greater understanding of his or her responsibilities within the task, and in turn, confidence gets built (War et al. 2020). Employee development involves improving the performance of an employee, and training programs aid in this by addressing weaknesses. An employee can have some gaps in his or her workplace skills. A training program allows one to strengthen these skills that are needed by the employee to improve
(c)
Career planning is a process that enables an employee to focus on where to want to be when it comes to professional life. With the long-term goals and short-term goals in place, career planning can aid in plain the employee journey in his or her professional life (War et al., 2020). For example, employees might have an interest in interpersonal skills development. The main focus for development and training programs is equipping and improving an employee with specific skills, but the plans have additional benefits (Lakornsri & Namwong, 2019). Development and training programs aid in enhancing employee satisfaction, which increases retention among employees, and also employee engagement, get increased.
Question 7
(a)
Sexual harassment involves unwelcomed sexual advances sexual favors requests, and other sexual physical or verbal actions, and all get considered to be illegal (Mohamad & Suhaimi, 2020). It can also refer to remarks or comments which are offensive that gets made about the gender of a person. When this conduct occurs specifically in a work environment of a person, it gets viewed as a type of employment discrimination (Mishra & Stair, 2019). The two main types of sexual harassment are “quid pro quo” sexual harassment and hostile work environment sexual harassment.
“Quid pro quo” sexual harassment involves individuals who act as supervisors to another worker requesting him or her for sexual favors for them in exchange for some benefit in terms of employment. For example, “quid pro quo” sexual harassment can happen when a lower-ranked employee gets requested by a supervising employee to do forms of sexual favors for them (Mohamad & Suhaimi, 2020). The supervising employee, in return, receives a perk like more seniority within the organization. Hostile work environment sexual harassment happens when an individual working at an organization does things like making threatening or intimidating comments, repeated sexual advances impacting the employee’s ability to do his or her job correctly. Examples of such forms of sexual harassment include the creation of statues, images, or dolls that are sexual (Mishra & Stair, 2019). If an individual experiences any sexual harassment form in the workplace, he or she should contact an employment attorney. The fast an individual brings a claim of sexual harassment, the better one’s chances are of it becoming a success.
(b)
The organization is committed to providing its workers with a safe environment free from harassment and discrimination when working, including sexual harassment. The firm operates on a policy of zero tolerance for any sexual harassment at work, treating all incidents with seriousness and investigates all sexual harassment allegations (Tenbrunsel et al. 2019) promptly. The human resource manager at the organization is where sexual harassment gets filed. Any individual found harassing another sexually will face disciplinary action, which includes dismissal from employment. Therefore, all the sexual harassment complaints at the organization get taken seriously and treated in confidence and concerning the human resource manager. Employees are trained on providing information regarding sexual harassment through the right channel and promptly, whether it happens to them directly or indirectly. No person will get victimized for making a complaint like that.
Sexual harassment at the workplace can get reduced by first informing employees that any form of harassment is prohibited. Also, sexual harassment can get prevented through identifying an individual whose employees should contact to discuss harassment concerns or questions (Tenbrunsel et al. 2019). Sexual harassment can get prevented by ensuring managers have an understanding of their responsibility to address, prevent, and stop the harassment.
Question 8
Security is among the essential aspects that people look in workplaces before joining an organization. The organization must provide a working environment that is secure to its employees (Philpott, 2019). Therefore, workplace security is the process to protect employees from work-related injury and illness and make workplace security from intruders. An employer can minimize the risk of bullying and workplace violence by ways such as fostering a climate of respect of trust among workers and between management and employees to eradicate a corrupt culture of harassment or bullying (Gray & Lindsay, 2019). An employer should also establish avenues and procedures for workers to report threats or other violence or if there exists imminent danger.
Other security concerns an organization face include personnel security, information security, and physical security. Information security involves securing information contained on computers and related systems of the company. Threats come from hackers and competitors’ efforts to obtain corporate or personal information contained on the system and might be of great value to others and can get prevented through establishing strong passwords and programs’ updating regularly (Yoon & Jung-Choi, 2019). Physical security includes keeping the facilities of a company safe from theft. Such issues get prevented through having security guards at gates and fire suppression systems. Personnel security is simply the security of the employees, which can be from internal and external threats (Gray & Lindsay, 2019). Such risks include establishing avenues and procedures for employees to report such threats.
References
Al Karim, R. (2019). Impact of different training and development programs on employee performance in Bangladesh’s perspective. International Journal of Entrepreneurial Research, 2(1), 8-14.
Gray, G., & Lindsay, K. (2019). Workplace Violence: Examining Interpersonal and Impersonal Violence among Truck Drivers. Law & Policy, 41(3), 271-285.
Lakornsri, T., & Namwong, S. (2019). The Effects of Training Program on Employee Training Satisfaction: A Case Study of Inter-Hotel in Bangkok, Thailand. Dusit Thani College Journal, 13(1), 202-217.
Mishra, V., & Stair, E. (2019). Does Power Distance Influence Perceptions of Sexual Harassment at Work? An Experimental Investigation. Psychological Studies, 64(2), 235-246.
Mohamad, M., & Suhaimi, S. A. (2020). Measuring an Interaction of Sexual Harassment and Employee Job Satisfaction. Asian Social Science and Humanities Research Journal (ASHREJ), 1(1), 19-26.
Philpott, D. (2019). The workplace violence prevention handbook. Rowman & Littlefield.
Tenbrunsel, A. E., Rees, M. R., & Diekmann, K. A. (2019). Sexual harassment in academia: Ethical climates and bounded ethicality. Annual review of psychology, 70, 245-270.
War, M. S., Maheshwari, D., & Wani, R. A. (2020). Impact of Training and Development on Employee Productivity. Studies in Indian Place Names, 40(71), 2445-2451.
Yoon, Y. G. & Jung-Choi, K. (2019). Systematic Review on Research Status of Workplace Violence. The Ewha Medical Journal, 42(4), 56-64.
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