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Essay / Research Paper Abstract
A 7 page paper discussing salient points regarding employee development and retention using training as a tool. The paper discusses the reasons for pursuing employee development and retention and offers a training plan using an approach similar to that already in use by the 84th U.S. Army Reserve Readiness Training Command, and it shadows the approach of both online and on-ground universities, as well as corporate training programs. LMS-centered applications are well developed and lend themselves well to employee development training within the U.S. Army. Bibliography lists 9 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KSmilEmpDev.rtf
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Unformatted sample text from the term paper:
need for "numbers" combined with pressures to "rightsize" the military for some time has led the quest for recruiting the right people and developing those already present to their maximum
potential. Career development in a military setting brings all of the benefits as it does in the private sector, for both sides. The Army retains the benefits of
extensive training combined with real-world experience; the individual begins to realize s/he is valuable to the organization and not merely a warm body filling an open position. The purpose
here is to create a "plan for effectively training, developing and retaining employees" in the U.S. Army. Developing for Maximum Effectiveness The goal
of getting "the right people on the bus" has become a faddish catchphrase in recent years; one authors concern is that the quest for getting the "right people on the
bus" also may be used for failing to develop those already present (McFarland, 2005). Though every organization certainly needs the right people involved within it, it is not enough
merely to ensure that the "right people" are present. They also must be occupying the "right seats on the bus" if the organization is to gain the greatest effect
possible. Additionally, the right people also must be in the right positions so that they want to remain where they are, growing and expanding with the organization rather than
leaving for greater opportunity (or less) elsewhere. Simons (2005) discusses job design in terms of continua that he calls spans. Four of
these spans affect job design and determine the level of effectiveness that those filling jobs can attain given the structure of the spans affecting individuals. These spans are "control,
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