Cruise industry in India Essay Example | Topics and Well Written Essays - 1000 words

Cruise industry in India - Essay Example the stars. SIMPLICITY: Planning a cruise is simple; you're on board, nearly all expenses are pre- paid so vacation becomes hassle-free. FAMILY : Ideal for family vacation. PAMPERING. Regardless of your budget, all cruise lines pamper their guests with first- class service around the clock. SATISFACTION : It's a fact that cruises have a higher percentage of satisfied customers than any other vacation experience The cruise industry is the most exciting and fastest growing segment of the travel industry throughout the world today. The cruise market is strong throughout the world and particularly in the USA and UK. Currently, the Caribbean holds almost 67% of the market share in the total global cruise industry whilst the Far East (Asian Region) holds only 2%. The cruise companies targeting Indian customers feel that the cruise market segment in India is now coming of age. Not yet into the number game in terms of passengers, cruise liners have demarcated their market segments and clientele. Realising the competition and the objective, these companies have set their targets towards capturing the vast potential.The Indian travel industry can be virtually described as a melting pot of possibilities. India with its vast beautiful coastline and long historical and cultural traditions, theatre and performing art can be developed as a popular tourist destination for cruise tourism. The emerging trends like the rise in the standard of living, Modern lifestyle, enhanced economic standards, competitive work culture and the revelation of internet based technology in tourism and travel has made the planning vacation easier. Indian information technology... Indian information technology prowess lead to more economic stability and young and highly paid generation are looking for some unique experience. Cruise as depicted above have every component which gives a wonderful experience in a isolated ambience with first class facilities. The base price for a cruise from a short haul has suddenly opened up this segment to a seemingly infinite market. Eying this potential, cruise liners globally have drawing special strategies for the Indian market. Cruise companies are offering designer packages for their target audience. The promotional and marketing strategies are meticulously designed to suit the Indian consumer. Although the cruise liners had made their entry in the Indian market a few years ago, the operators are optimistic about the growth. The growth would be possible only by creating awareness about the entire experience of cruising as they realize that as a product, cruising is fairly new to the Indian travelers. The level of awarenes s with regards to cruising as a vacation option has increased considerably over the last few years. Cruising was considered to be either for the retired and the elderly or the rich and famous. Now-a-days honeymooners, entrepreneurs, senior corporate executives, adventure traffic and families are all part of clientele.

Robert E. Hall and Charles I. Jones (1999), Why Do Some Countries Essay

Robert E. Hall and Charles I. Jones (1999), Why Do Some Countries Produce So Much More Output per Worker than Others,Quarterly Journal of Economics, 83-116 - Essay Example This diversion away from growth promoting investment takes the form of thievery, unprotected property rights The investigation is based around a hypothesis that these differences in investment in capital accumulation is primarily the result of differences in social infrastructure across countries. Social infrastructure, as a concept used in their research, includes a number of ideas such as institutions and government policies, all of which, they claim, contribute to creating an environment in which capital accumulation is encouraged. A social infrastructure favourable to high levels of output per worker provides an environment that supports productive activities and encourages capital accumulation, skill acquisition, invention, and technology transfer. The researchers claim that creation of this favourable social infrastructure is best done by the government because they have the authority to collect the resources needed to establish the regulations and laws that would create a framework to stop diversion. However, corrupted government, engaging in rent-seeking behaviour, contribute to the diversion of resources away from activities of capital accumulation by creating poor contracts, interfering in production activities, and impeding trade. As such, the paper does indicate that the most appropriate social infrastructure for growth would limit the role of government given government’s propensity for rent-seeking behaviour. A major issue that is developed in their research concerns the direction of causality between social infrastructure and output per worker. Hall and Jones admit that more productive workers, with higher levels of education and income levels, could influence the social infrastructure. As such, countries experiencing low growth levels are unable to provide the resources necessary to create a supportive social infrastructure that would encourage further human and physical capital accumulation, meaning that appropriate

The 32nd President Of The United States Essay Example | Topics and Well Written Essays - 500 words

The 32nd President Of The United States - Essay Example Franklin Roosevelt is considered one of the most influential figures of the 20th century, owing to his popular reforms and measures, to counter the Great Depression and to provide relief to the citizens. Franklin Roosevelt was known for his rigorous employment of the Federal forces and reiterated belief in the federal structure of functioning. He strengthened the hold of the Democratic party and was a hard-core Liberalist.During World War II, he started off his policy of re-armament, wherein he felt that the policy of isolating the US and remaining aloof from the war would do no good. He supported the Allied group of countries and the United States Army became one of the main suppliers of armament to the Allies.In spite of a lot of criticism coming in form those who believed in isolationism, Roosevelt stuck to his policies of preparedness and provision to the Allies. He opposed the Axis powers and also signed the historic Atlantic Charter with Churchill. He provided extensive support to Winston Churchill. The United States couldn’t remain out of the war for too long, owing to the Pearl Harbour attack. In spite of the wave of anger and anguish that swept across the United States, at the wake of the war, Roosevelt stuck to his policy of opposing the Nazi Germany first and foremost. All along, Franklin Roosevelt remained committed to the policy of serving his Allied counterparts to the maximum possible extent and promoted his policies of foreign relations and collaborations, peace talks, and treaties.

Native Americans in Texas Research Paper Example | Topics and Well Written Essays - 2000 words

Native Americans in Texas - Research Paper Example It is believed that these tribes came from Asia, thus crossing borders to occupy the Northern parts of America. The main tribes which occupied this area are the Apache and the Comanche people. Other than these two tribes, Texas also held many other different communities. This paper seeks to discuss the Native American in Texas and their diverse ways of live, as well as their, characteristics. The most ancient Texan groups comprised of nomadic activity as a main culturalactivity. According Elonera’s records made on Native Americans in Texas, about ten thousand years ago, these groups comprised of few people per holding who practiced hunting activities as a source of food. These people held the Plainviewand Folsom cultures in the present New Mexico regions.2 This is according to studies made in the area. The findings reported weapon points which had knives and scrappers as well as fire places. Some of their characteristics include the art of hunting in groups by the use of weapons such as spears during hunting. These ancient spear heads and weapons were made from carved stone. The hunters used large blocks of stone or flint tomake cores, whereby they selected large pieces of blades to make their spear tips. This art of chipping stone was common amongst the Clovis and Folsom hunters. The tips made by each group are named according to the group which made them, such as Clovis points. As found in most ancient groups, the males did the hunting tasks while the women fended their young ones. The women also did other tasks such as gathering and collecting food and sometimes the minor wild animals.3 They also assisted in preparation of hide and skin for other uses as well as prepare and cook food for their families. These groups practicedthese hunting and gathering activities in well-organized schedules.However,this highly depended on the seasonal trends during the year. These groups comprised of archaens who lived and

The 32nd President Of The United States Essay Example | Topics and Well Written Essays - 500 words

The 32nd President Of The United States - Essay Example Franklin Roosevelt is considered one of the most influential figures of the 20th century, owing to his popular reforms and measures, to counter the Great Depression and to provide relief to the citizens. Franklin Roosevelt was known for his rigorous employment of the Federal forces and reiterated belief in the federal structure of functioning. He strengthened the hold of the Democratic party and was a hard-core Liberalist.During World War II, he started off his policy of re-armament, wherein he felt that the policy of isolating the US and remaining aloof from the war would do no good. He supported the Allied group of countries and the United States Army became one of the main suppliers of armament to the Allies.In spite of a lot of criticism coming in form those who believed in isolationism, Roosevelt stuck to his policies of preparedness and provision to the Allies. He opposed the Axis powers and also signed the historic Atlantic Charter with Churchill. He provided extensive support to Winston Churchill. The United States couldn’t remain out of the war for too long, owing to the Pearl Harbour attack. In spite of the wave of anger and anguish that swept across the United States, at the wake of the war, Roosevelt stuck to his policy of opposing the Nazi Germany first and foremost. All along, Franklin Roosevelt remained committed to the policy of serving his Allied counterparts to the maximum possible extent and promoted his policies of foreign relations and collaborations, peace talks, and treaties.

Leadership of Howard Schultz Essay Example for Free

Leadership of Howard Schultz Essay Howard Schultz for President? . Howard Schultz, who is a founder CEO of Starbucks has showing concern about the future of Americans. His recent activities including boycott the political donations, until Washington, D. C coming up with some real effort to reduce the debt ceiling. Disappointing with the U. S political leaders as they failing to act appropriately while Americas confidence is faltered. By looking at the past, the Starbucks CEO has indeed achieved a remarkable milestone, from a sales person in Xerox Corporation in 1979 and to today, a massive green giant astonishing leader. All this footprint certainly is not coincidence or miracles. In the past, economy volatility, US recession, consumer demand instability struck his business beyond all recognition. Despite all this pitfalls, this premium coffee maker able to embrace the resistance and continue serving quality coffee every corner till today. Looking at his context ,all these demonstrates that his business understands the concept of ostrich syndrome, meaning by burying their head in the sand when facing criticism. And such, Howard now challenge the leadership style adopted by the U.  S government by not hearing the heart of the Americans. The question here is, Can his leadership style fit perfectly in the political field? Many critics claimed this is total different ball game, not just about coffee bean. As Howard apparently lack of political experience, this has put his entrepreneur leadership into challenge. Howards leadership however substantiated by evidences, well, at least from business perspectives. In his business history , this captain well aware that customer response and satisfaction is the best business performance thermostat. But to achieve this corporate desire , will require tremendous effort, starting from top management down to every barista in Starbucks. In such circumstances, to him, everything matters, and this is not something hard to observe. This modern leadership are well played by Howard and his team throughout Starbucks business. Sourcing from Joseph Michelli- Starbucks experience, this coffee business having the capability of motivating people through powerful, emotionally engaging visions and reconciling the people needs around their organization. Starbucks management has even establish a Mission Review Committee that govern leadership behaviors and ensure commitment by their partners by listening their concern. They makes a point of listening and responding to the ideas and suggestions of partners. Clearly, Howard adopt Situational Leadership here, whereby attend the perception of the followers and to indicate how efforts directed towards wider organizational goals could align with calculations of follower self-interest. His leadership style, changes our perspectives towards leadership. Is the U. S President not doing sufficiently to address the needs of his people? Dont get me wrong. Both also are transformational leaders, is just that Howard Schultz is practicing authentic leadership, this largely due to his father losing jobs because of medical problems, since then he became passionate about a company’s need to care for its employees. On the flip side, President Obama has proved to be a very good Senate majority leader by convening committees to do the work and intervening at the end. One of this strength is tends to see issues from several vantage points at once, so maybe it is natural that he favors a process that involves negotiating and fudging between different points of view. But particular in this debt ceiling settlement, he seems to be passive. Further from the above, so what setback is facing by the President? According to the award winning author, John Kotter, in his book Our Iceberg is melting, somewhat is similar to President Obama of failure in producing short-term wins. Failure in creating some visible, unambiguous successes to his fellow Americans all these while. This eventually causing Americans losing faith and trust in his leadership. This weakness of President Barrack Obama allowing Howard Schultz leadership ability become more prominence. Howard now ultimate intention is to create more job opportunities inside U. S, which he believe will turn things around. This similar challenge faced by all the leaders around the world, no exception of the increasing unemployment rate in my country. In my opinion, to resuscitate the economy, unparallel creative leadership style is needed. Perfect example from Sternbergs propulsion model of creative leadership, Re-initiation leadership style, whereby a leap in the dark from the familiar to meet perceived opportunity, and findings ways of removing constraints to uplift current country economic condition. This is certainly not easy. Especially the effort of satisfying the needs of millions citizen in Malaysia. Perhaps, respective leaders need to learn from the green giant leader on how to surprise and delight like what he did to his Starbucks customer. This is what we hope from our leaders, an effort to put a smile on everyones face.

Implementing and Measuring Effective Organizational Training

Implementing and Measuring Effective Organizational Training Training and development programs have been found to be essential to organizational effectiveness. However, a training program that cannot demonstrate improved organizational effectiveness is a waste of valuable time and money. This paper reviews the literature concerning critical elements of an effective organizational training program. Practical methods are presented in the areas of planning, implementation, and evaluation. Specific guidelines for developing an organizational analysis and training needs assessment are provided for consideration in the planning phase. Guidelines for providing training objectives, a favorable training and learning environment, effective training techniques, and strategies that ensure effective transfer of training are provided for consideration in the implementation phase. Recommendations for thorough training evaluation procedures are provided for consideration in the evaluation phase. Implementing and Measuring Effective Organizational Training and Development Organizations are composed of people with varying knowledge, abilities, skills, attitudes, and social behaviors that are utilized to move the organization towards its mission and goals. In order for organizations to improve and grow, the people who make up the organization must also improve and grow. Knowledge, skills, and attitudes must be developed in order to maintain a workforce that remains competitive in todays marketplace (Cascio Aguinis, 2005). Training and development programs have been found to produce positive results in industrial development and organizational performance and have been shown to produce an increase of employee productivity, wages, and employment longevity (Huselid, 1995; Colarelli and Montei, 1996; Kitching and Blackburn, 2002; van Eerde, Tang, Talbot 2008). Organizations that provide ongoing opportunities for employee development and growth place themselves at a distinct competitive advantage over those that do not. They recognize that training is a necessary component of corporate culture, where commitment to training and development is shared from the top down, and necessary time and funds are invested as needed. They ensure that training is linked to organizational objectives and strategies, and is designed to positively affect the companys bottom line. Continuous feedback is provided through structured quality improvement practices, and the organization remains flexible to restructure systems that improve performance (Cascio Aguinis, 2005). Training within an organization costs valuable time and money. Billions of dollars are spent by organizations each year in formal and informal training programs. Like everything else in business, it is essential to develop an organizational training and development program that provides the grea test possible return on investment (Cekada, 2010). This paper will present a review of the literature to explore three phases of an effective organizational training and development program: the planning phase, the implementation phase, and the evaluation phase. The planning phase includes completing an organizational analysis, task analysis, and a person analysis, and utilizing a training needs assessment to determine specific training needs that are in sync with the organizations mission, goals, and cost constraints. The implementation phase includes the design of the training program that will most effectively meet the needs assessed. The evaluation phase includes the development of criteria and use of comprehensive evaluation models to determine the trainings validity and effectiveness. Phase One: The Planning Phase Training Utility Training utility refers to the benefit that the training program has on organizational effectiveness. Training has been shown to be beneficial to an organization. However, if what is trained does not improve organizational effectiveness, it becomes at best a poor investment and at worst detrimental to progress. A training program is beneficial to the organization to the extent that it meets the assessed needs of the organization (van Eerde, Tang, Talbot 2008). Organization-Task-Person-Demographic and Values Analysis The first task of an effective organizational training program is to determine the specific needs of the organization. A comprehensive analysis of organizational systems and their workforce is necessary to determine relevant training needs and develop a training system to meet those needs (van Eerde, Tang, Talbot 2008). Morano (1973) recommends indentifying and surveying key leaders in each area who are as he describes are in the best position to know what training is needed most in their prospective areas. Morano goes on to suggest conducting a manpower analysis and an organizational analysis to determine needs that could be met through training. Although Moranos recommendations are broad scoped, he grasped the importance of conducting a thorough analysis of what is needed and how those needs could be met through training rather than simply providing training for trainings sake (Morano, 1973). The core model for assessing training needs has not changed much since McGehee and Thayer (1961) developed their Organization-Task-Person framework. The organizational analysis is designed to determine how training personnel can help the organization reach its goals and fulfill its mission (McClelland, 1993). Two major themes of the organizational analysis are linking training to corporate strategy and maintaining the workforces technical relevance (Latham, 1988). The task analysis determines what personnel must learn in order to execute their job well, and the person analysis determines who will need training and for what reason (van Eerde, Tang, Talbot 2008). The emphasis of a task analysis should also be on what is required by the employee in the future to be effective. In addition to the organizational-task-person analysis, Latham recommends performing a demographic analysis to determine the needs of specific subgroups to include age, gender, and management levels (Latham, 1988) . Prior to evaluating organizational strategies such as company philosophy, mission statements, objectives, strengths and weaknesses, organizational design, and programs that implement the strategies, OReilly and Pfeffer (2000) recommend beginning with defining the organizations basic principles and values. The next step is to evaluate management practices to determine the extent that those principles and values are modeled and reflected throughout the organization. Practices that do not embrace these basic principles and values are changed or discarded. This process helps to align the companys objectives with its basic principles and values as well as with the emotional and intellectual behavior of its employees in a way that can be used on a day-to-day basis (OReilly III Pfeffer 2000). Training Needs Assessment A needs assessment is a structured way to determine organizational needs that can be met through training. The function of the training needs assessment is to determine why training is needed, what exactly should be trained, and who should receive it in a way that creates the greatest benefit for the organization. One of the purposes of a training needs assessment is to ensure that the training process actually is designed to meet organizational goals and needs that are assessed so that training is most likely to increase the probability of organizational performance (van Eerde, Tang, Talbot 2008). A training needs assessment is necessary to define goals, determine who will make up the assessment group, determine resources and financial commitment needed, review and recommend the most effective assessment methods and tools, determine time frames, schedule and implement assessment procedures, gather and analyze feedback, determine conclusions, and present findings and recommendations to the organizational leaders (McClelland, 1993). It is a structured and thorough way of determining organizational training needs. A good training needs assessment is the first step in creating an effective training program. A training needs assessment will clarify organizational goals and needs, stimulate creative thinking, formulate effective training strategies within budgetary constraints, provide increased management and participant commitment, and illuminate the most effective methods for determining and providing the training and development needed (Cekada, 2010). An effective needs assessme nt may also identify problems that may not be solved through training but instead require adjustments to policies, procedures, or practices (Brown, 2002). An effective training program is not one that provides the most training hours but one that is aligned with the organizations needs as defined by a thorough training needs assessment (van Eerde, Tang, Talbot 2008). Data collection can be accomplished through a variety of methods. Surveys and questionnaires are inexpensive, can be completed in a short time frame, and are easy to summarize. Interviews can reveal attitudes, problems, and potential solutions. Performance appraisals can identify skill deficiencies and training needs. Observations can provide data in vivo without interrupting the workflow. Tests can assist in determining deficiencies in knowledge or skills and are easily quantifiable and reportable. Assessment centers can assist in determining management training needs. Focus or discussion groups can increase participant interaction and commitment to change. Document reviews can help determine needs and can easily be collected and analyzed. Advisory committees can utilize key players to provide inside information and needs (Brown, 2002). Teams and supervisors can be utilized to provide ongoing data collection and submit results on a regular basis to HR for training recommendations (v an Eerde, Tang, Talbot 2008). Phase Two: Training and Development Create Training Objectives and Sequencing Upon the completion of a thorough training needs assessment, the identified needs can be translated into clear behavioral training objectives. A key to successful training involves creating training objectives that guide the training process and specify measures that accurately evaluate results. Training objectives should clearly describe the desired behavior to be learned, the context in which the behaviors should occur, and the behavioral criteria that can be observed and measured upon completion of the training. Objectives should be listed in sequence as they are needed on the job or by importance. Reasons for sequencing should be made clear to the learner at the beginning of training (McConnell, 2003). In other words, if a particular task requires several sub-tasks to complete, it is important to sequence learning objectives for each sub-task first before working on the overall task (Cascio Aguinis 2005). Create an Effective Training and Learning Environment With the development of internet and intranet technologies, computer-based instruction has provided an alternative to the traditional brick-and-mortar classroom instruction. Most companies today use the Internet to provide various levels of employee training. In a study of use of the Internet for organizational training, it was found that learners in blended learning environments that involved on-line and face to face interactions had more control over where and when they engaged in the learning process and had a wider variety of learning tools. As a result, students were more motivated to learn, and achieved higher scores over those in a traditional face-to-face classroom (Klein, Noe, Chongwei, 2006). Virtual team training is relatively new and has not demonstrated the same success. In fact only 7% of respondents in a survey of over 400 human resource professionals reported current virtual team member and leader training to be very or extremely effective. More effective training is needed to provide skills necessary to select and use appropriate communications technologies, and to lead and manage virtual teams (Rosen, Furst, Blackburn, 2006). However, whether training is conducted in a traditional classroom, on the internet, or on the job, certain principles should be in place to ensure a productive learning environment. For instance, trainees should have a clear understanding of the training objectives and the expected outcomes. Training content should be meaningful and relevant to the job currently being performed. Trainees should be provided a variety of materials that stimulate various learning modalities. A sufficient amount of practice must be provided. Trainees should receive and be able to provide feedback on what is being learned, and should be able to observe and interact with other trainees (Noe Coquitt, 2002). Others principles include providing for trainees with diverse skill levels, ensuring commitment and buy-in to training on all levels of management, and utilizing commitment strategies to increase participant buy-in and motivation (Tall Hall, 1998). Utilize Effective Training Techniques A multitude of training methods or techniques exist and those chosen should be based upon the training needs assessment. Examples of training methods include group training, team training, coaching, mentoring, self-paced learning, e-learning, computer-assisted learning, distance learning, self-study, simulations, lectures, job shadowing, job rotation, and behavioral modeling. Group training occurs when three or more employees are engaged in learning common objectives. Many organizations provide group training to review HR policies and procedures and safety practices. Team training is comprised of members of a particular team with objectives on how to effectively work together as a team in order to fulfill the teams objectives. Coaching is a training technique often used in on the job training and is usually more individualized to the employee. Mentoring occurs when more experienced employees train newcomers to adapt to the organizations culture or environment. Self-paced learning is comprised of self-contained units of instruction that the employee can review and complete at their own pace. Self-paced learning can also be computerized so that employees can complete units of instruction at their own pace via their own computer. E-learning is on-line instruction that can be utilized individually or as a group. Distance learning is utilized to provide instruction from teachers who are in other parts of the world. Distance learning can occur through video conferencing, telephone conference calls, or internet access. Simulations are provided in a laboratory or on computer and simulate the actual job that is to be performed and are usually complete with immediate feedback mechanisms to enhance learning. Job assignments and rotations often occur on the job for a specified amount of time. The shadowed employee is able to learn various aspects and multiple components of the job by asking questions and observing effective modeling in vivo from the job shadower (McConnell , 2003). Both formal and informal on-the-job type training are important for training objectives to be acquired and generalized (Verhaest Omey, 2010). Behavior Modeling The behavior modeling technique based upon Banduras (1977) social learning theory is one of the most commonly used and researched learning methods used in organizational training. Behavior modeling involves providing clear behavioral objectives, using a model or models to demonstrate undesired and desired behaviors in various contexts, providing opportunities for learners to practice what was modeled, providing learners with clear feedback and reinforcement, and implementing procedures that ensure maximum transfer of what is learned to the actual job. A meta-analysis of 117 studies found that although declarative knowledge decreased over time, skills and behaviors remained the same and often increased with the use of behavior modeling. Skills increased when the full use of behavior modeling technique was utilized, learning points were emphasized, and training time was longer. Desired behavioral transfer to the job increased when both negative and positive models were utilized, behavi or modeling contexts were created and practice by trainees, both trainees and managers were trained in the behavior model process, and effective behavioral contingencies were applied in the actual work environment to reinforce learned behaviors (Taylor, Russ-Eft, Chan, 2005). Ensure Effective Transfer of Training Transfer of training refers to the how well an employee utilizes and generalizes what was learned in training to the actual job where it is needed (Cromwell Kolb, 2004). If behaviors learned in training cannot effectively be demonstrated and increased on the job where they are needed then the cost and time spent in training was wasted (Velada, Caetano, Michel, Lyons, Kavanagh, 2007). Cromwell Kolb (2004) found significant transfer of training occurs when training is supported throughout the organization, supervisors are supportive during and after the training process, and trainees participate in peer support networks for a period of at least one year. Lack of time, supervisory support, and managements commitment to the process are noted as barriers to an effective transfer of training (Cromwell Kolb, 2004). General considerations that will help to ensure transfer of training include: Organizational and management support of training and transfer of training. Training contexts should match job contexts. As much experiential training as possible should be provided. Supervisors should recognize and reward learned behaviors when demonstrated on the job. A peer support system should be developed that encourages and demonstrates support for the use of behaviors learned in training that are demonstrated on the job (Machin, 2002; Martin, 2010). Include self-management as part of training to reduce relapse of old ineffective behaviors. Self-management training involves setting personal goal, identifying attitudes and behaviors that interfere with or enhance success, creating plans to overcome interfering obstacles, developing self monitoring systems that provide observation of progress towards the plan, and the utilizing personal contingencies that reinforce effective behaviors, block ineffective behaviors, and increase motivation to utilize behaviors learned in training (Wexley Baldwin, 1986; Gist, Bavetta Stevens, 1990). Recognize that self-efficacy, self-management, and performance levels may drop significantly after training, but increase to the same levels after training about one year later. Allow at least one year to transpire before evaluating transfer of training effects (Cromwell Kolb, 2004; Vermeulen  Ãƒâ€šÃ‚  Admiraal, 2009). Phase Three: Evaluation Training evaluation should occur throughout the training process. Evaluation provides information necessary to adjust, or improve effective training elements, and eliminate ineffective elements of current programs. On a practical note, a successful evaluation design has the potential to justify the existence of an organizations training and development department (Tsang-Kai, 2010). A thorough training evaluation requires collecting and analyzing training data and results in a manner that will effectively instruct future training and development content and practices. Because this type of evaluation costs considerable time and money, many organizations revert to utilizing trainee responses from post training surveys. However, this is only one dimension of a thorough training evaluation and should not be used alone to determine training effectiveness. An effective training evaluation requires the establishment of controls, accurate methods of measurement, educated evaluators, statistical analysis, and clear evaluation criteria to determine the effectiveness of training transfer. A common problem associated with comprehensive training evaluations is that many organizations perceive them as being more theoretical than practical. In fact, one study showed that it is common for most companies to evaluate employee reactions. However, only half evaluated employee knowl edge, about a fourth evaluated the transfer of training to the workplace, and only a small percentage evaluated the actual impact of the training on the organization (Tsang-Kai, 2010). The Evaluation Design It is commonly held that training in and of itself does not guarantee improved productivity, satisfaction, longevity, or organizational effectiveness in the workplace. Effective transfer of new knowledge, skills, and attitudes requires a variety of structural contingencies to reinforce effective behaviors and practices and to prevent relapse of ineffective habits. Training evaluators must develop outcome criteria that will accurately forecast intended results and inform future training activities (Dionne, 1996). The evaluation design must attempt to determine the extent of change demonstrated in the level of performance that has occurred and to what extent that level of performance meets the organizational need. Standard outcomes of the study may require the use of formal experimental designs that measure statistical significance and effect size for example between an experimental and control group posttest means (Sackett Mullen, 1993). It is important to determine whether the requirements of the evaluation call for the measurement of change, the measurement of achievement, or both. Measuring change may be used to estimate the utility of training, provide evidence of training effectiveness, or demonstrate the monetary value of training by pairing past training with past success. The measurement of achievement involves comparing the efficacy of two different training programs to see which is more effective. If the training is only offered once, the program designers do their best to estimate the most effective approach given the budgetary and time constraints. If the training is offered repeatedly, the long term costs and constraints make comparative research more worthwhile. Finally, the evaluator who wishes to contribute to the global literature of understanding the training processes may wish to utilize a formal experimental design. Regardless of the design and methods of evaluating the training program, it is imp ortant that the evaluators sell organizational leaders on a thorough and useful evaluation of the training process (Sackett Mullen, 1993). Criteria for measuring training and job performance success One particular model that has endured with widespread popularity, perhaps because of its practical simplicity, is Kirkpatricks (1959) four level training evaluation criteria model. This model has been utilized by organizations as a guide for the evaluation of training programs since it was first introduced in the late fifties (Alliger Janak, 1989). Thirty years later Kirkpatrick (1996) maintains the value of his model, and continues to recommend his procedure for measuring the utility of the training program. Kirkpatricks model measures four levels of training: reaction, learning, behavior, and results. On the reaction level, the goal is to measure participants feelings about the training experience. By asking questions regarding participants reactions, the organization demonstrates that they are interested in the employees needs and are willing to do what it takes to meet those needs. Evaluating reactions to training provides a way to attend to participants motivation to learn. Fai lure to attend to motivation can easily create failure of learning, and thus failure of the training program. The second area to measure is learning. Did training create and/or increase the desired knowledge, skills, abilities, or change in attitudes? The third area to measure is behavior. Did the training create the desired change of behavior in the specific context of the work environment where it is needed? The final area to evaluate is the results. This is a measure of the effect that training had on the organization such as increased sales, higher productivity, improved quality, increased employee satisfaction, and decreased turnover. The evaluation process becomes more difficult at each level (Kirkpatrick, 1996). Some researchers have noted problems regarding unclear training evaluation criteria in Kirkpatricks model and recommend revision, while others argue for entirely different models. One concern is that the framework of the model is not based upon modern theories of learning. Another concern is that Kirkpatrick over simplistically treats multi-dimensional constructs such as trainee reactions as one dimensional. Further concerns exist regarding basic assumptions suggested by the level model. For instance it is assumed in the model that evaluation levels should be arranged in ascending order for maximum effectiveness. It is also assumed that each level is causally linked to the other, and that each of the levels is positively intercorrelated. However, despite these and other concerns, the model remains one of the most utilized approaches among practitioners and researchers. (Alliger Janak, 1989). A meta-analysis of 34 studies and 115 correlations demonstrated significant reliabilities between training criteria using an augmented framework for training criteria based on Kirpatricks model. Trainee reactions were shown to be important. However, simply liking training did not necessarily transfer to performing what was trained in the workforce. However, although positive reactions to training do not guarantee transfer, negative reactions have been shown to have a significant negative affect on the training department. Questions on utility appeared to provide the best indicators of training transfer, and attentiveness to content validity was shown to be important when developing criterion strategies to minimize the potential for misinterpreting criterion relationships (Alliger, Tannenbaum, Bennett, Traver Shotland, 1997). An alternative measurement model was developed by Kraiger (2002) to overcome the deficiencies of Kirkpatricks (1959) four level model (Kraiger,). This model is based upon Kraigers earlier theoretical model of learning, and addresses three distinct learning outcomes: cognitive, skill-based, and affective. According to Kraiger, cognitive outcomes should measure verbal knowledge, knowledge organization, and cognitive strategies. Skill-based outcomes should measure compilations of proceduralization, composition, and automaticity. Affective outcomes should measure attitudinal outcomes and motivational outcomes such as motivational disposition, self-efficacy, and goal setting (Kraiger, Ford, Salas, 1993). In his later developed evaluation model, Kraiger makes a clear distinction between evaluation targets and data collection methods. Evaluation targets include training content and design, changes in learners, and organizational payoffs. Targets and methods are linked to available measurement tools. Evaluation targets focus on the implementation of the training design, training delivery, and validity. Measurement tools include the use of advisory panels, established methodologies, judgments from experts, and course ratings. For changes in learners targets the focus of implementation is on specific cognitive, behavioral, and affective change. Measurement tools include written tests, work samples, interviews, and surveys. For organizational payoff targets the focus of implementation is results, performance, and transfer. Measurement tools include cost-benefit analysis, ratings, and surveys. Each of the three target areas of evaluation informs the other in an interactive feedback loop (Kr aiger, 2002). Analyzing the benefits and costs of training Organizational leaders may become concerned about training costs when there appears to be no increase in revenues or particularly when revenues appear to be declining. They may need to see that training programs are producing some sort of rate of return on their investment. In order to clearly demonstrate to administrators that the benefits of training outweigh the cost, it is important to include a cost analysis in the presentation of the training program evaluation (Clarke, 2002). The cost-benefit analysis is the most widely used method of calculating return on investment (ROI). Using this method, return on investment is calculated by dividing the monetary value of benefits incurred by training with the actual costs of training. If the ratio exceeds 1, then the benefits are shown to outweigh the costs of the training program. Another model used to calculate ROI subtracts the monetary costs of training from the monetary value of benefits incurred. In this method, the ROI increases proportionately to the increase in the difference between calculated benefits and costs of the training program. Some organizations recommend anywhere between a 20-40 percent ROI, while others suggest that training benefits should at least outperform the rate of inflation. The net present value (NPV) is yet another method to evaluate training investment. In this method, training benefits are assigned an expected rate of return. If the net benefits are positive after deducting training costs, the training is considered successful (Murray Efendioglu, 2007). A thorough cost analysis should seek to clearly demonstrate that the training program provides a net value to the organization in areas such as increased employee satisfaction and productivity, decreased employee turnover and recruitment costs, decreased penalties for compliance violations, and reduced insurance premiums (Clarke, 2002). Summary Training and development programs have been found to be essential to organizational effectiveness. However, a training program that cannot demonstrate improved organizational effectiveness is waste of valuable time and money. This paper has reviewed the literature concerning critical elements of an effective organizational training program that include thorough planning, implementation, and evaluation. The planning phase is designed to avoid training simply for trainings sake and to ensure that the training program meets the assessed needs of the organization. The planning phase should include a thorough analysis of the organization, tasks to be learned, people that need to learn them, important demographic concerns, and values. A thorough training needs assessment is a valuable tool to determine training needs through a systematic evaluation of each of these areas. The training and development phase is designed to create specific training objectives and sequential learning opportunities. It is important in this phase of development to create a favorable training and learning environment and utilize the most effective training techniques that will provide the maximum potential to transfer objectives into outcomes in the workplace where they are needed. Because training without transfer is a waste of time and money, the training development phase should design and implement strategies that will ensure the effective transfer of training. Training evaluation should occur throughout the training process. Evaluation provides information necessary to adjust, or improve effective training elements, eliminate ineffective elements of current programs, and justify the existence of an organizations training and development department. A thorough and systematic evaluation design is necessary to ensure that what was trained increased the effectiveness of the organization. The design should provide target measurements for training content and design, changes in learners, and organizational payoffs that analyze the benefits and costs of training. Further research is needed to provide more accurate, practical, and cost effective methods to measure organizational training and development programs.