dissertation report on training and development

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Dissertations / Theses on the topic 'Employee development and training'

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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

McCargar, Cindy L. "Development and evaluation of a train-the-trainer program for subject matter experts at Company X." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999mccargarc.pdf.

Seger, Alfiya, and Atoosa Graylee. "Employee development programs: Employee motivation to attend voluntary technical trainings in High-tech companies in Sweden." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-19482.

Zweni, Noluthando. "Employee participation in training and development at a selected municipality in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3029.

Ntile, Zukiswa. "Assessing the personal development of employees in a municipal environment." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020420.

Cox, Lillian Sharon. "Teacher empowerment change and Reading Recovery professional development training /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3137691.

Black, Janice Adele. "The relationship of human resource development manager empowerment to organizational conditions." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-10022007-145213/.

Santos, Miller Amanda Carmin. "Training for the Future| College Student Employee Persistence through Engagement and Development." Thesis, University of La Verne, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13806317.

Purpose. The purpose of this qualitative phenomenological study was to understand the lived experiences of student leader employees in relation to retention through the lens of development via engagement at a small, non-profit private university in Southern California.

Methodology. This study used a phenomenological approach to understand the lived experiences of student employee leaders. The researcher interviewed ten full-time undergraduate student employees who had been working in their leadership role for at least one year. The students interviewed were juniors and seniors.

Findings. The student employee leaders reported building strong relationships with their supervisors and peers as a result of on-campus employment. Students reported that their place of employment was a safe place for them to be and that they enjoyed the convenience of flexible hours and financial stability. The student employee leaders in this study felt supported and connected due to the people they have encountered throughout their employment at the institution. The student employee leaders also faced challenges and growth through their experiences working on campus. Lastly, students learned skills through various training methods.

Conclusion. The student employee leaders in this study reported that their relationships with supervisors and students contributed to their decision to remain at the institution. The students interviewed in this study also felt that what they learned in their place of employment could have longer implications in applying what they are learning to their future careers.

Recommendations. It is essential for student employees on campus to gain valuable experiences while working during college to engage and develop students to prepare for the future. Universities should emphasize for students to work on campus to help them build transferable skills and engage students in meaningful work to make the best of their time while in college.

Tillotson, Kenyon. "An Exploratory Study of Factors Eliciting VA Employee No-Show Behavior In Veterans Affairs Employee Development Courses." Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6417.

Hundley, Katrina M. "A Profile of Current Employee Training Practices in Selected Businesses and Industries in Southwest Virginia." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/28542.

Mitchell, Debora R. D. "The effects of assessment center feedback on employee development." Diss., Georgia Institute of Technology, 1997. http://hdl.handle.net/1853/29848.

Almeida, Rita Loução de. "How training evaluation can be used to potentiate employee development in an organization." Master's thesis, NSBE - UNL, 2014. http://hdl.handle.net/10362/11829.

Teffu, Matome Edward. "Aligning employee training needs and workplace skills plan in the Limpopo Department of Health." Thesis, University of Limpopo, 2014. http://hdl.handle.net/10386/1404.

Dressler, Jacqueline Faith. "Factors which influence employee participation in training and development : a study of clerical staff at McGill University." Thesis, McGill University, 1994. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=22582.

Cole, Jennifer Elizabeth. "Skills development training and its impact on employee self-image : a case study of employee responses to training in the wholesale and retail sector in the Western Cape." Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/8211.

Hobson, Nicole DeJarnett. "Succession Planning and Situational Engagement." Thesis, University of North Texas, 2007. https://digital.library.unt.edu/ark:/67531/metadc5168/.

Tengberg, Fredrika, and Stefanie Forsman. "Effektiv kompetensutveckling : En undersökning av hur olika perspektiv på lärande påverkar effekterna av kompetensutveckling under Training Days." Thesis, Högskolan Väst, Avd för företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-6746.

Shah, Naimatullah. "Determinants of employee readiness for organisational change." Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.

Hiraoka, Calvin H. Wircenski Jerry L. "Influence of pre- and post testing on return on investment calculations in training and development." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-6097.

Bernard, Kevin Lance. "Strategies to Reduce Voluntary Employee Turnover in Business Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5163.

Pierce, Heather R. "Employee development as an exchange process : perceived organizational support, leader-member exchange and perception of benefit." Diss., Georgia Institute of Technology, 2001. http://hdl.handle.net/1853/29897.

Kane-Sellers, Marjorie Laura. "Predictive models of employee voluntary turnover in a North American professional sales force using data-mining analysis." [College Station, Tex. : Texas A&M University, 2007. http://hdl.handle.net/1969.1/ETD-TAMU-1486.

Menze, Menyezwa Nozizwe Mandu. "The impact of stress on productivity of employees at the Education Training and Development practices Sector Education and Training Authority /." Diss., Pretoria: [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-04262007-161101.

Jensen, Vicki J. "Analysis of the capabilities for development of employee extrusion technology training programs within the El Paso, Texas area." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008jensenv.pdf.

Panagiotakopoulos, Antonios. "An empirical investigation of employee training and development in Greek manufacturing small and medium-sized enterprises (SMEs)." Thesis, University of Leeds, 2009. http://etheses.whiterose.ac.uk/1565/.

Makoni, Eric. "Employee Engagement Strategies That Healthcare Managers Use to Increase Organizational Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6730.

Cooper, Jean Henry. "A training programme based on the principles of social constructivism and focused on developing people for the future world of work an evaluation /." Diss., Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-03162005-142319.

Hoepner, Terri Jo. "Marketing training and development activities in Chippewa Valley businesses." Online version, 2003. http://www.uwstout.edu/lib/thesis/2003/2003hoepnert.pdf.

Dowler, Alan Reginald. "A consideration of the effectiveness and efficiency of employee training and development in a range of commercial organisations." Thesis, University of Birmingham, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324172.

Barcus, Sydney Anne. "The impact of organizational learning and training on multiple job satisfaction factors." Thesis, University of North Texas, 2007. https://digital.library.unt.edu/ark:/67531/metadc5202/.

Warman, Mendy L. "A center for training and development." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1077.

Rejdová, Nela. "VZDĚLÁVÁNÍ A ROZVOJ ZAMĚSTNANCŮ." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-205130.

Nhlapo, Tsholo Mzawazi Solomon. "The implementation of human resource development strategy for total quality management within the Department of Correctional Services : focus on Groenpunt management area / Tsholo Mzawazi Solomon Nhlapo." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4831.

Paek, Jeeyon. "A study of training program characteristics and training effectiveness among organizations receiving services from external training providers." Connect to this title online, 2005. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1118351733.

Kunder, Linda Holder. "Employees' Perceptions of the Status and Effectiveness of the Training and Development System and of the Value of Training and Development." Diss., Virginia Tech, 1998. http://hdl.handle.net/10919/30411.

Vanterpool, Maureen Olivia. "Concerns of training managers about the competency standards prescribed by the American Society for Training and Development /." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487330761216806.

Al, Majdalawi Mazen. "Human resource development in Palestinian higher education, with special reference to evaluation of employee development and training at the Al-Aqsa University, Gaza, Palestinian Authority." Thesis, University of South Wales, 2015. https://pure.southwales.ac.uk/en/studentthesis/human-resource-development-in-palestinian-higher-education-with-special-reference-to-evaluation-of-employee-development-and-training-at-the-alaqsa-university-gaza-palestinian-authority(be3c766a-50f7-44c4-8775-6394a7a6f0bd).html.

Tronnier, Julia K. "Development of a valid level one evaluation instrument for ABC Company's Lean Training Program." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009tronnierj.pdf.

Ntlonze, Chapman Mphuthumi. "Project management training for community development." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52418.

Hiraoka, Calvin H. "Influence of pre and post testing on return on investment calculations in training and development." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc6097/.

Knight, FRANCELIA Luis. "Strategies to Retain Employees in the Health Care Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5888.

Krantz, Michelle. "Diversity-Awareness Training Experiences of School of Education Employees." NSUWorks, 2012. http://nsuworks.nova.edu/fse_etd/51.

Van, Heerden Alan Joshua. "The development of a competency based model for training operators within the confectionery industry." Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/83.

Gadu, Thandiswa Constance. "An evaluation of selected skills development programmes in the Amathole District Municipality." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020587.

Rach, Margaret M. (Margaret Mannion). "The Impact of EEO Legislation Upon Selection Procedures for Transfer, Training and Development and Promotion." Thesis, North Texas State University, 1985. https://digital.library.unt.edu/ark:/67531/metadc331995/.

Omar, Abduljabar A. "Perceptions of Role Conflict, Role Ambiguity, and Job Satisfaction among Selected Human Resource Development Practitioners." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc278527/.

DeLozier, John. "Community College Grow Your Own Leadership: A Phenomenological Study of Employee Perceptions of Individual and Organizational Leadership Development." Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etd/3623.

Alhassan, Joy Ukwo. "The relationship between employee perceptions of training, organisational commitment and their impact on turnover intentions: a survey of selected SMMEs in the Cape Metropole Area." Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/1728.

Ntlebi, Nontsikelelo. "Training and development in South African local government :the case of the Helderberg municipality." University of the Western Cape, 2003. http://etd.uwc.ac.za/index.php?module=etd&amp.

Hires, Teri Meadows. "An Analysis of the Utilization of Needs Assessments by Training and Development Professionals." Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc331728/.

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HR Project Report on training and development

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Overtime, study had shown that to be relevant in any field of work there is need for continuous learning through training and development. The study is aimed at finding out the need for employees training and development in an organization. The need for improvement to change the phenomenon of low productivity and poor service delivery attributed to the employee’s in-adequate experience, calls for investigation on how effective training and development of employee can facilitate improved corporate performance using the banking industry as a field of discuss.. The study concluded that training and development brings about career growth for the employees and bankers thus the study recommended that all organization must do induction training at entry point into the banking sector.

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Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through human resource development. Employee training is the important sub-system of human resource management. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. In other words training improves, changes, moulds the employee’s knowledge, skill, behavior, aptitude, and attitude towards the requirements of the job, and organization. While the former refers to training given it employees in the areas of operations, technical and allied areas, the latter refers to developing an employee in the areas of principles and techniques of management, administration, organization and allied areas .This paper aims to attempt the need of training and development programmes in respective organization and examine the methods and evolution of training programmes was discussed.

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Training plays an important role in the effectiveness of organizations and to the experience of people in work. Training has implications for productivity, health and safety at work and personal development. All organizations employing people need to train and develop their staff. Most organizations are cognizant of this requirement and invest effort and other resources in training. Indian organizations have realized the importance of training as a tool to achieve their strategic goals. It is not viewed by the organization as a cost any longer but as an investment on one of its most dynamic assets, namely, employees. Many organizations consider training as a strategic employee retention tool. It helps the organization create a smarter force capable of meeting any situation and challenges

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AI + Machine Learning , Analyst Reports , Azure AI , Virtual Machines

New infrastructure for the era of AI: Emerging technology and trends in 2024

By Omar Khan General Manager, Azure Product Marketing

Posted on April 1, 2024 4 min read

• Tag: Azure confidential computing
• Tag: Generative AI
• Tag: High-performance computing
• Tag: Virtual Machines

This is part of a larger series on the new infrastructure of the era of AI, highlighting emerging technology and trends in large-scale compute. This month, we’re sharing the 2024 edition of the State of AI Infrastructure report to help businesses harness the power of AI now. 

The era of AI is upon us. You’ve heard about the latest advancements in our technology, the new AI solutions powered by Microsoft, our partners, and our customers, and the excitement is just beginning. To continue the pace of these innovations, companies need the best hardware that matches the workloads they are trying to run. This is what we call purpose-built infrastructure for AI—it’s infrastructure that is customized to meet your business needs. Now, let’s explore how Microsoft cloud infrastructure has evolved to support these emerging technologies.

The State of AI Infrastructure

An annual report on trends and developments in AI infrastructure based on Microsoft commissioned surveys conducted by Forrester Consulting and Ipsos

Looking back at Microsoft’s biggest investments in AI infrastructure

2023 brought huge advancements in AI infrastructure . From new virtual machines to updated services, we’ve paved the way for AI advancements that include custom-built silicon and powerful supercomputers.

Some of the highlights of Microsoft AI infrastructure innovations in 2023 include:

• Launching new Azure Virtual Machines powered by AMD Instinct and NVIDIA Hopper graphics processing units (GPUs), optimized for different AI and high-performance computing (HPC) workloads, such as large language models, mid-range AI training, and generative AI inferencing.
• Introducing Azure confidential VMs with NVIDIA H100 GPUs—enabling secure and private AI applications on the cloud.
• Developing custom-built silicon for AI and enterprise workloads, such as Azure Maia AI accelerator series, an AI accelerator chip, and Azure Cobalt CPU series, a cloud-native chip based on Arm architecture.
• Building the third most powerful supercomputer in the world, Azure Eagle, with 14,400 NVIDIA H100 GPUs and Intel Xeon Sapphire Rapids processors and achieving the second best MLPerf Training v3.1 record submission using 10,752 H100 GPUs.

Understanding the state of AI and demand for new infrastructure

2024 is shaping up to be an even more promising year for AI than its predecessor. With the rapid pace of technological advancements, AI infrastructure is becoming more diverse and widespread than ever before. From cloud to edge, CPUs to GPUs, and application-specific integrated circuits (ASICs), the AI hardware and software landscape is expanding at an impressive rate.

To help you keep up with the current state of AI, its trends and challenges, and to learn about best practices for building and deploying scalable and efficient AI systems, we’ve recently published our Microsoft Azure: The State of AI Infrastructure report. The report addresses the following key themes:

• Using AI for organizational and personal advancement AI is revolutionizing the way businesses operate, with an overwhelming 95% of organizations planning to expand their usage in the next two years. Recent research commissioned by Microsoft highlights the role of AI in driving innovation and competition. Beyond mandates, individuals within these organizations recognize the value AI brings to their roles and the success of their companies. IT professionals are at the forefront of AI adoption and use, with 68% of those surveyed already implementing it in their professional work. But it doesn’t stop there—AI is also being used in their personal lives, with 66% of those surveyed incorporating it into their daily routines. AI’s transformative potential spans across industries, from improving diagnostic accuracy in healthcare to optimizing customer service through intelligent chatbots . As AI shapes the future of work, it’s essential for organizations to embrace its adoption to stay competitive in an ever-evolving business landscape.
• Navigating from AI exploration to implementation The implementation of AI in businesses is still in its early stages, with one-third of companies exploring and planning their approach. However, a significant segment has progressed to pilot testing, experimenting with AI’s capabilities in real-world scenarios. They’re taking that next critical step towards full-scale implementation. This phase is crucial as it allows businesses to gauge the effectiveness of AI, tailor it to their specific needs, and identify any potential issues before a wider rollout. Because of this disparity in adoption, organizations have a unique opportunity to differentiate themselves and gain a competitive advantage by accelerating their AI initiatives. However, many organizations will need to make significant tech and infrastructure changes before they can fully leverage AI’s benefits. Those who can quickly navigate from exploration to implementation will establish themselves as leaders in leveraging AI for innovation, efficiency, and enhanced decision-making.
• Acknowledging challenges of building and maintaining AI infrastructure To fully leverage AI’s potential, companies need to ensure they have a solid foundation to support their AI strategies and drive innovation. Like the transportation industry, a solid infrastructure to manage everyday congestion is crucial. However, AI infrastructure skilling remains the largest challenge, both within companies and in the job market. This challenge is multifaceted, encompassing issues such as the complexity of orchestrating AI workloads, a shortage of skilled personnel to manage AI systems, and the rapid pace at which AI technology evolves. These hurdles can impede an organization’s ability to fully leverage AI’s potential, leading to inefficiencies and missed opportunities.
• Leveraging partners to accelerate AI innovation Strategic partnerships play a pivotal role in the AI journey of organizations. As companies delve deeper into AI, they often seek out solution providers with deep AI expertise and a track record of proven AI solutions. These partnerships are instrumental in accelerating AI production and addressing the complex challenges of AI infrastructure. Partners are expected to assist with a range of needs, including infrastructure design, training, security, compliance, and strategic planning. As businesses progress in their AI implementation, their priorities shift towards performance, optimization, and cloud provider integration. Engaging the right partner can significantly expedite the AI journey for businesses of any size and at any stage of AI implementation. This presents a substantial opportunity for partners to contribute, but it also places a responsibility on them to ensure their staff is adequately prepared to provide consulting, strategy, and training services.

Discover more

To drive major AI innovation , companies must overcome many challenges at a breakneck pace. Our insights in The State of AI Infrastructure report underscore the need for a strategic approach to building and maintaining AI infrastructure that is agile, scalable, and capable of adapting to the latest technological advancements. By addressing these infrastructure challenges, companies can ensure they have a solid foundation to support their AI strategies and drive innovation.

• Annual Roundup of AI Infrastructure Breakthroughs for 2023

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