How can inservice training and development support employee retention Dissertation

How good deal inservice discipline and development support employee retentivity within the communication team - Dissertation Example.............................................................................. 4.3 Linking findings with theory..................................................................................... 5.1 decision and recommendations............................................................................. References Appendices EXECUTIVE SUMMARY This look study aimed to close the gap in research knowledge regarding the government agency of inservice prepare in the organisation as a potential support tool for improving retention in communications teams. In the organisation, communications teams ar set up to facilitate more telling communication between organisational actors, often involving employees, managers, and executives. These teams are responsible for reinforcing mission and vision, communicating policy changes and organisational adaptation s, and facilitating the technologies and methodologies for effective discourse and interactions between organisational actors. In HR, retention relates to the ratios by which an organisation is able to reduce turnover and intention to leave, through the establishment of policies and strategies geared at employee felicity and job role motivation. Because there are significant gaps in knowledge literature supporting whether inservice dressing can serve as a prognosticator for better retention, this study aimed to signalise the tangible and intangible factors (intrinsic versus extrinsic) that could potentially lead inservice training to be a predictor of positive retention outcomes. Inservice training represents training provided to current employees, either short- or long-term, that provides new knowledge on systems, technologies, or behavioural changes needed to efficaciously facilitate a changing job role and... These teams are responsible for reinforcing mission and vision, communicating policy changes and organisational adaptations, and facilitating the technologies and methodologies for effective discussion and interactions between organisational actors. In HR, retention relates to the ratios by which an organisation is able to reduce turnover and intention to leave, through the establishment of policies and strategies geared at employee satisfaction and job role motivation. Because there are significant gaps in knowledge literature supporting whether inservice training can serve as a predictor for improved retention, this study aimed to identify the tangible and intangible factors (intrinsic versus extrinsic) that could potentially lead inservice training to be a predictor of positive retention outcomes. Inservice training represents training provided to current employees, either short- or long-term, that provides new knowledge on systems, technologies, or behavioural changes needed to effectively facilitate a changing job role and organisational/co mpetitive environment. The best practices in developing and delivering inservice training are not widely available in research literature, thus this project intended to identify these best practices or structural obligations of creating effective inservice training to determine how this might impact attitudes or behaviours of those in the communications team that are exposed to inservice training processes and content. The study was primarily desk-based, analysing large volumes of secondary research data in areas of psycho-social characteristics in employees, the functional and structural designs of inservice training, the nature of communications team development, as advantageously as communities of practice as a development tool associated with inservice training.