Training and Development Commons^™

Transformational Leadership, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is transformational leadership?

Transformational leadership refers to leadership behaviors that transcend the basic employment contract and help motivate followers to achieve beyond expectations (Antonakis et al., 2003; Bass, 1999). Transformational leaders seek to “uplift the morale, motivation, and morals of their followers” (Bass, 1999, p. 9). Through the four facets of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration), transformational leaders help followers create meaning, selfactualize, feel part of a collective, find greater self-worth, and achieve great things (Bass, 1999). The dimensions of transformational leadership are further detailed below.

► Idealized influence: This dimension of transformational …

Impact Of Work After Hours On Organizational Commitment Level And Job Satisfaction: A System Dynamics Approach, Mayuri Dilani, Anuja Shukla, Yamini Pandey

Management Dynamics

Work after hours depend on the working conditions of the organization where positive relationship with the organizational commitment and the employee job satisfaction can be seen. Work after hours depend on the working Aim of the study is to recommend a model for the organizational commitment, Job satisfaction and work after hours’ variables for any organization. Vensim 6.4 version and Stella 9.1.4 software packages were used for the analysis. Casual loop analysis was done to identify the interaction of the variables. Model is developed as fully causal loop analysis based on dimensions found in literature and extracted the applicable model. …

Career Pathways Program Annual Report For Ay 2021/22, Wie Yusuf

Career Pathways

Career Pathways launched in August 2017 as the university-wide initiative to provide graduate student professional development. Career Pathways prepares graduate students for successful transition into thriving careers. It is a gateway to resources, programs, events, and planning tools for ODU graduate students and post-doctoral fellows. Career Pathways encompasses both the Preparing Future Faculty (PFF) and the Preparing Future Professionals (PFP) Certificates. The Preparing Future Faculty Certificate was an existing program, started in 2007, while the Preparing Future Professionals Certificate was launched in 2017 concurrently with Career Pathways. With the Preparing Future Professionals Certificate, specifically, the emphasize has been on filling …

Onboarding Program Eastern Band Of Cherokee Indians - Theory Of Change, Quality Improvement Center For Workforce Development

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During the needs assessment process facilitated by the Quality Improvement Center for Workforce Development (QIC-WD) three areas of need were discussed for possible intervention at Eastern Band of Cherokee Indians (EBCI) Family Safety Program (FSP): 1) team cohesion across the various agency units, 2) unhealthy levels of employee stress and work overload, and 3) inconsistent onboarding practices. For each area, a problem statement was developed, and in-depth root cause analysis and theory of change discussions were conducted. Ultimately, one theory of change was developed to step through the “if, then” logic for implementation of an onboarding program to improve worker …

Frontline Job Redesign Louisiana - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Need

The QIC-WD and the Louisiana Department of Child and Family Services (DCFS) Child Welfare Division (CWD) worked together to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s child welfare workforce practices, including: 1) recruitment, hiring, and retention metrics and processes; 2) organizational culture and climate; and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition.

More specifically, five major types of information were considered: 1) objective administrative data; 2) subjective perceptions of staff and supervisors, gathered through QIC-WD …

Frontline Job Redesign Louisiana - Intervention Background, Quality Improvement Center For Workforce Development

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What is job redesign and why was it selected?

The Louisiana Department of Children and Family Services (DCFS), Child Welfare Division (CWD) partnered with the Quality Improvement Center for Workforce Development (QIC-WD) to develop, implement, and test an intervention to address issues identified in the needs assessment including low employee morale, high staff turnover, and poor outcomes for families and children. A frontline job redesign was selected as the intervention because the agency wished to approach these long-standing challenges in an innovative manner. A job redesign is comprised of activities that alter specific jobs or interdependent systems of jobs in …

A Quick Guide To Workforce Analytics For Child Welfare Agencies, Quality Improvement Center For Workforce Development

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Child welfare agencies continue to seek resources to help them better understand their workforce data. The Quality Improvement Center for Workforce Development (QICWD) developed several valuable resources for public child welfare agencies working to build partnerships between child welfare and human resources (HR) professionals to address child welfare workforce challenges. These resources were created for jurisdictions participating in the QIC-WD Child Welfare Workforce Analytics Institutes 1.0 and 2.0 but can be used by any jurisdiction. These resources aim to help agencies build their workforce data analytics capacity and improve practice. Planning When conducting workforce analytics, agencies are encouraged to adopt …

Great Expectations: Are There Career Transition Prospects For Hospitality And Tourism Workers, Arthur Huang, Mark Baker

Rosen Research Review

Dr. Arthur Huang and Mr. Mark Baker of the UCF Rosen College of Hospitality Management explored skill and workforce development for the services industry, specifically examining the hospitality and tourism sector. Their study uncovered that hospitality and tourism workers possess the soft skills required across various industries. However, while soft skills can support career transitions, the hospitality industry and its workers should invest in developing more technology-focused skills to achieve greater career flexibility, advancement, and resilience.

Leader-Member Exchange, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is LMX?

Leader-member exchange (LMX) refers to the quality of relationship exchange formed between a leader and their subordinate (Gerstner & Day, 1997). Note that in this context, leaders may include supervisors, not just upper-level leaders such as managers or administrators. LMX theory is based on the idea that leaders develop unique relationships with each follower, and the quality of this relationship then has the power to influence various attitudes and behaviors (Illies et al., 2007). Whereas most leadership theories focus entirely on the role that a leader plays, LMX differs in that it emphasizes the dyadic nature of …

Pilot Development: An Empirical Mixed-Method Analysis, Jonathan Slottje, Jason Anderson, John M. Dickens, Adam D. Reiman

Faculty Publications

Purpose — Pilot upgrade training is critical to aircraft and passenger safety. This study aims to identify variances in the US Air Force C-130J pilot upgrade training based on geographic location and provide a model to enhance policy that will impact future pilot training efforts that lower cost and increase operator quality and proficiency.
Design/methodology/approach — This research employed a mixed-method approach. First, the authors collected data and analyzed 90 C-130J pilots' aviation records and then contextualized this analysis with interviews of experts. Finally, the authors present a modified version of Six Sigma's define–measure–analyze–improve–control (DMAIC) that identifies and reduces the …

The Child Welfare Workforce Crisis – What We’Re Hearing From The Field, Quality Improvement Center For Workforce Development

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The Quality Improvement Center for Workforce Development (QIC-WD) and the National Child Welfare Workforce Institute (NCWWI) in collaboration with the Capacity Building Centers for States, Tribes, and Courts, recently worked with representatives of the Children’s Bureau to listen to concerns of state child welfare and human resources (HR) leaders about the child welfare workforce. This blog post highlights what leaders (representing 29 states) described as their biggest concerns and what strategies agencies have put in place to reduce turnover and improve the applicant pool. We have also included links to information about evidence-informed efforts that could help jurisdictions address some …

Competency-Based Personnel Selection Oklahoma - Intervention Background, Quality Improvement Center For Workforce Development

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What is competency-based personnel selection and why was this intervention selected?

Competency-based personnel selection refers to a hiring process that is rooted in assessment of the required job-related competencies or knowledge, skills, abilities, or other characteristics (KSAOs). Competencies can be evaluated to make hiring decisions using a variety of different methods, including interviews, paper-and-pencil or computer-administered tests, work samples, or situational judgment tests, to name a few. In Oklahoma, a structured interview, typing test, and writing assessment were implemented and pre-employment tests assessing personality, cognitive skills, and attitudes were administered to staff to inform decisions about future …

Supportive Supervision And Resiliency Ohio - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs The Ohio Department of Job and Family Services (ODJFS) partnered with the Quality Improvement Center for Workforce Development (QIC-WD) to conduct a comprehensive needs assessment in nine participating counties, to identify potential issues related to staff retention within the child welfare workforce. A number of data sources were used to inform the process, including: 1) administrative data and metrics provided by the Human Resources representatives in each of the nine agencies, 2) formal surveys of child welfare staff and supervisors in the nine participating counties, and 3) the subjective perceptions and expertise from the QIC-WD and Ohio …

Staff Matters: More Tips For Hiring And Developing A Great Staff, Jodi Schafer Sphr, Shrm-Scp

The Journal of the Michigan Dental Association

Addressing the challenge of hiring staff in the current job market, this Staff Matters column provides insights for dental practices. With a focus on creating an attractive work culture, the article suggests developing partnerships with educational institutions and emphasizes the importance of continuous learning opportunities. The author encourages practices to define key skills, establish clear expectations, and implement training processes for effective communication, conflict resolution, and teamwork. Emphasizing the role of ongoing coaching and mentoring, the column outlines the necessity of investing in training and development to build a skilled and cohesive dental team.

Onboarding Program Eastern Band Of Cherokee Indians - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The Quality Improvement Center for Workforce Development (QIC-WD) worked with EBCI Family Safety Program (FSP) to establish an implementation team to lead the development and implementation of their intervention. The implementation team included the FSP Manager, the individual unit supervisors, and the Site Implementation Manager (SIM)/Data Coordinator (the same person fulfilled the role of SIM and Data Coordinator), leadership from throughout the Public Health and Human Services Division, and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). The SIM and Data Coordinator positions were partially funded by the QIC-WD and all other …

How Useful Do You Think This Diversity Training Is? The Impact Of Training Type And Individual Differences On Pre-Training Perceived Utility Of Diversity Training, Nicolette A. Rainone

Dissertations, Theses, and Capstone Projects

The effectiveness of diversity training has been debated by researchers, practitioners, and policy makers. This debate illustrates the varied perceptions regarding the utility of diversity training and suggests that many trainees enter these programs with the expectation that they are not useful. Uncovering the drivers of pre-training perceptions of utility will provide a deeper understanding of employee buy-in to such initiatives. It would also allow researchers and practitioners to unpack a key element of the training context to inform the design and delivery of diversity training programs. I examined diversity training type (i.e., whether the training is awareness-based, skills-based, or …

Betting On Talent: Examining The Relationship Between Employee Retention And Onboarding Programs, Jonna B. Blount

Engaged Management ReView

The expectations of employees in the United States continue to evolve as generational shifts occur in the workforce. The already raging war for talent has been fueled by the 2020 pandemic, which introduced new ways to work and different types of work opportunities. As a result, employees are re-evaluating their options and seeking ways to extract more value from their professional lives. In these circumstances, employee retention is a competitive advantage, and companies must consider how to retain their most desirable talent. Research in the organizational behavior domain shows that when employees hold values like those of their employing organization, …

The Antecedents And Consequences Of Individual Adaptive Performance: A Systematic Literature Study, Widya Nandini, Aurik Gustomo, Dedy Sushandoyo

BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi

The emergence of industry 4.0 and the dynamic changes in the market have urged organizations to be more agile. An organization demands that its employees have a high adaptive performance to be agile. Existing research on individual adaptive performance, however, emerges from various contexts, including the context of an employee’s develop-ment process and organizational capabilities. Thus, a systematic literature study to identify the topics addressed in the existing studies and the research gap as the foundation for future research direction is scarce and needed. This study analyzes fifty-nine highly relevant papers based on the topics and research approaches/methods. From the …

Drivers And Outcome Of Motivation To Improve Work Through Learning: Evident From South East Asia, Nor Shamri Ithnin, Md Daud Ismail, Azman Ismail, Ahmad Faiz Tharima

The South East Asian Journal of Management

Research Aims: This study aims to examine the influence of social support on training transfer and investigate the mediating effect motivation to improve work through learning has on this relationship.

Design/Methodology/Approach: This study used a quantitative design, utilising a cross-sectional survey via self-administered questionnaires, with experienced firefighters as respondents. Out of the 500 questionnaires received, 395 were valid responses and were further analysed using statistical analyses, such as confirmatory factor analysis and structural equation modelling.

Research Findings: While peer support is a strong driver of training transfer, supervisor support has no significant influence on training transfer. Also, …

Examining And Exploring Social Constructs, Conflict Management Style, And Workplace Conflict Among Workers In The United States, Keith Boyd

Dissertations

This mixed-methods study explored social constructs, conflict management style (CMS), and workplace conflict among workers in the United States. Workers do not understand the connections between social constructs, CMS, and workplace conflict. A lack of information on workers' experiences and representation in conflict literature supports the gap in understanding (Aquino, 2000; Bourdieu, 1986; Hayes, 2008; Herr & Anderson, 2005; Lin, 2001; Long, 2007; Meng et al., 2019; Mertens, 2003, 2009, 2018; Sosa, 2019). The study used a transformative-emancipatory explanatory sequential design focused on workers. There were 82 convenience sample participant surveys and 12 purposive sample low-level cooperativeness CMS participant interviews …

Examining Workplace Elearning Programs Using Persuasive Learning Design: A Hermeneutic Phenomenological Study, David Akanbi

Dissertations

eLearning platforms have become the primary method for employee development in organizations (Dellagiacoma et al., 2020). This shift from the in-person approach has increased resources and budget allocation for authoring software applications needed to develop interactive eLearning programs (Kshirsagar et al., 2020). Despite spending a considerable amount of money on eLearning authoring software, there are concerns that most workplace eLearning programs do not achieve the desired outcomes (Jones, 2016; Patel, 2017; Sidhu, 2019). Although studies show that eLearning programs have effectively enhanced learning transfer, the same studies suggest that employees do not retain information in some eLearning programs (Dellagiacoma et …

How To Identify Employees That Need Reskilling, Richard D. Busby, Welearn, Chicagoland Learning Leaders, Cna Insurance

Publications & Research

Around 1.4 million workers will need reskilling by 2026. As the pandemic accelerates existing work from home, automation, and digital transformation trends, up to 25% more workers than were previously expected might need to switch occupations to prepare for the future of work. Many of us know the Importance of Reskilling Your Workforce including:

• Fill skills gaps
• provide growth opportunities
• increase engagement
• foster creativity, productivity, and morale

But before rolling out reskilling programs and initiatives, it’s necessary to know who needs them most and where to start.

Leading Learning & Development (L&D): Ele Leader Members Test-Drive Josh Bersin Academy, Richard D. Busby, Josh Bersin Academy, Nomadic Learning

Publications & Research

ELE would like to recruit members to create a 5-week cohort to experience semi-synchronous collaborative learning. As learning professionals, we’re faced with a largely new landscape and increasing demand for our work, as organizations begin to see why learning is now a business imperative. The Leading L&D Program by Nomadic Learning explores these changes and offers tools for developing new strategies that align with what both employees and organizations need to thrive. In the Leading L&D program, learners will get hands-on, practical guidance and time-tested wisdom from peers, and will explore together:

1. What is the benefit of learning in cohorts …

Can Technology Reduce The Stress Of The Child Welfare Practitioner?, Quality Improvement Center For Workforce Development

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Information and communication technology (ICT) “has the potential to dramatically shift and enhance social work practice,” according to Berzin, Singer, & Chan (2015). ICT includes tools that allow users to both communicate with colleagues and clients and access, store, transmit, and manipulate information (Perron et al., 2010). Such technology integration can create practices that are more flexible, on-demand, and individualized not only to the families served, but also to the practitioner. Mobile technology, as well as other technologies (e.g., gaming, social media, robotics, wearable technologies) will enhance practice gains and result in more timely, accurate, and targeted services (Berzin, Singer, …

Assessing Your Workforce Needs, Quality Improvement Center For Workforce Development

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You know you have a workforce challenge… but do you know what is causing it? Many child welfare agencies have expanded recruitment efforts through social media, started using telework and flexible work schedules, and even increased wages and provided hazard pay to build and strengthen their child welfare workforce. But sometimes even the best strategies don’t fix the problem because they aren’t aligned with the underlying cause of the problem. When your child welfare workforce is understaffed or overwhelmed it is tempting to want to find an immediate fix because the need to expand the workforce is urgent. However, it …

Organizational Change Process Milwaukee - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Division of Milwaukee Child Protective Services (DMCPS) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered: 1) objective data from various agency databases and reports; 2) subjective perceptions of staff and supervisors, …

Onboarding Program Eastern Band Of Cherokee Indians - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Eastern Band of Cherokee Indians Family Safety Program (FSP) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s child welfare workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered: 1) objective administrative data; 2) subjective perceptions of staff and supervisors, gathered …

Case Study Of Otis: Diversity, Equity, Inclusion, Belonging, And Mattering In Onboarding Practices, Caitlin Skolasky

Management Undergraduate Honors Theses

It was during the Summer of 2021 that I completed a sales internship at Otis Elevator Company in Nashville, Tennessee. Throughout this time, other interns and I conducted a project regarding the diversity, equity, inclusion, belonging and mattering (DEIBM) aspects of onboarding. After presenting ways that their company could improve the process, I wanted to dive deeper into the many different topics that this can cover for all organizations. It is important to note just how crucial the onboarding process as well as the variety of applicants that employers should understand the pain points of is when it comes to …

Implementing A Micro-Business Internship Program In Dangriga, Belize, Shaadee Shojai

Management Undergraduate Honors Theses

Over the Summer, I was able to work with Peacework in Belize through the University of Arkansas. While I was unable to physically go to Belize due to the COVID-19 Pandemic, I feel that I was still able to learn about the culture, in both the casual and business workplace, as well as help the people of Dangriga. The goal of my project was to help consult with the Tourism Department of Dangriga to help develop their small business into businesses that were more appealing to tourists. Unfortunately, most people who own small businesses in Dangriga can’t support themselves with …

Competency-Based Personnel Selection Oklahoma - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Oklahoma Department of Human Services (DHS) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s child welfare workforce practices, including:

1. recruitment, hiring, and retention metrics and processes,
2. organizational culture and climate, and
3. other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, training, and employee recognition.

More specifically, four major types of information were considered: 1) objective data from various agency databases and reports; 2) subjective perceptions of staff and supervisors, gathered …