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Benchmarking of training policies and programs for the local food chains in the Philippines / |
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Imelda Rendal Abante. |
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Thesis (Ph.D.) -- Pamantasan ng Lungsod ng Maynila, 2008.;A dissertation presented to the faculty of the Graduate School of Management in partial fulfillment of the requirements for the degree Doctor of Business Administration.;Includes bibliographical references. |
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This study intended to develop a framework towards benchmarking the training policies and programs in the selected local food chain. The study sought to answer to answer the following questions: 1. What are the existing training policies and program features of the respondent firms, and how do this firms assess the differences of these policies and program features as far as the following are concerned: 1.1 Competency-based integration; 1.2 Customized Solutions; 1.3 Flexible Learning and Powerful Blending 1.4 Built-in Assessment and Evaluation; 1.5 Proven Effectiveness; and 1.6 Constant Upgrading? 2. Is there a significant difference in the assessment made by the group of respondent firms on the policies and program features as far as these aforementioned factors 1.1-1,6 are concerned? 3. What factors influenced the HRD training programs of the respondent firms in terms of: 3.1 Organizational factors; 3.2 Training and Development Factors; 3.3 Societal Environmental Factors; and 3.4 Task Environmental Factors And, is there a significant difference in factors that influence the respondent firms? 4. How do the respondent firms implement their training programs especially as to methods used for their: 4.1 Management Trainees; and 4.2 Frontline Crew 5. How do the respondents assess the efficiency of the training program features in 1.1 to 1.6 and is there a significant difference in the assessment of the group of respondent firms in terms of those factors cited in 1.1 to 1.6? 6. What problems beset the respondent firms in the implementation of their trai8ning programs for their management trainees and frontline crew, and is there a significant difference these problems? 7. How do the respondents view their organization's future in terms of utilizing their present training policies and programs for their management trainees and frontline crew and is there a significant difference in the respondent's views? 8. Based on the findings of the study, what measures may be proposed to strengthen the training policies and programs for the local food chains in the country? The research focused on the four (4) selected local food chains, namely: Jollibee, Chowking, Goldilocks and Red Ribbon. The study used the descriptive method of research. As primary data, the study covered 200 respondents of the selected food chains who are regular employees and are working with the company for at least six (6) years to ten (10) years. An informal interview with the managers, training officers and employees was also done to make clarifications on the issue raised by the respondents and to gain substantial concepts and validate the survey. Purposive sampling was used for the survey. A structured questionnaire was prepared to guide both the Researcher and the respondents. The Likert Scale Approach and the Ranking Scale were used in the questionnaire. Weighted Arithmetic Mean was also used to effectively render judgment by getting the mean of set of values wherein each value or measurement had a different weight or degree of importance. Phone interviews or computer links were also conducted in situations where data gathering was impossible due to time constraint. The information and data gathered were carefully analyzed, evaluated and interpreted to answer the specific objectives. On the secondary data, the Researcher used details of the existing training programs and practices generated from the main offices of the local food chains. The use of Internet was employed by the researcher in order to acquire the latest data and development about the topic under study. The information gathered from these materials was selected and recapitulated to render a more accurate and systematized judgment. Conclusions The study has established that the management trainees and frontline service crew from the four selected fast food companies viewed the existing training policies and programs of their respective companies as guide in attaining company's goals and objectives. The respondents felt that the 21st century training programs should include Competency-based Integration where HR people can identify key competencies and the entire training program designed around those competencies, and that customized solutions should be formulated to meet particular business needs. Training programs were also seen as lacking greater flexibility both in content and delivery options (Flexible learning and powerful blending). The respondents also saw the need for the effectiveness of any training program, in terms of building job-related competencies and promote positive behavioral changes, should first be proven prior to implementation. There was also a need to incorporate built-in assessment and evaluation, as respondents saw these feature as being neglected in the comprehensive leaning programs. Incorporating such a feature help a firm determine the training needs, assess post-training behavioral changes and evaluate the direct impact to the organization. Lastly HR people should continuously do research, evaluate and revise training programs to keep pace with societal trends, providing the organization with tomorrow's solutions. Organizational factors were found to have more influence than Societal Environment factors, Training and development factors and task environment factors. Specific influencers like Communities, Marketing and Sales Efforts, Strategy/Goals were among the top influencers across food chains. The study isolated the variables useful in the conceptualization and analytical framework for guiding training content decisions. These 5 variables (Ps) identified are: Place that refers to the location decisions, as well as equipment and other facilities criteria; Product that focuses on issues such as the purpose, methods and logistics of training; Promotion which contains its main objective of building a relationship of trust; Price that focuses a budgetary considerations and; Plan that considers the organization's objectives and functional strategies to serve the best interest of its stakeholders. Indeed, training policies and programs pave the way in developing skills, motivating people and providing them with the tools they need to work effectively and efficiently. Policies should be aligned with the company's overall goals/objectives and different training methods should be tailored depending on job positions. There should also be an evaluation at the end of the training period or the likes. Research on Training and development of the food chains should be a continuous process, since there is a constant need for updates of the programs to identify and build the latest competencies with a pattern commencing from orientation, training, re-training, upgrading and updating. Intensity of traing depends on people who9 facilitate the training and they should utilize variety of aids and techniques to facilitate learning in a non-intimidating and more enjoyable environment. The frequently implemented training programs among food chains are: New Employee Orientation, New Assignment Orientation with Performance Management, Planning/Goal Setting and Time Management considered at par among them. Four levels of training evaluation were established in the statistical process as a vital content of the training programs. These were: Reactions, Learning, Behavioal Change and Impact to organization. The problems encountered by the selected food chains were calculated based on seriousness. Collective development before implementation was encouraged so employees participated resulting to a good motivation. Limitation of the design and changes address actual needs were properly reviewed as it is a proven influencer of the training programs. Cross cultural differences were taken into account to establish acceptable level of practices. Problems identified were arrested through the evaluation process identified and as such can serve as a Training Program Evaluation Model for the local food chains. As to the future of the organization, knowledge and performance were seen to be very important, implying that competencies will continue to burgeon; eventually leading towards the position of the right people with the right competencies in the right jobs. |
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Largely, all findings endorsed the use of a benchmarked framework for local food chains in the Philippines. Objectives should be based on the top-ranked statements indicating that the training policies and programs, to fit for the future, should: ensure that the right people with the right competencies are in the right jobs; enhance performance on the employees present job; prepare the people for a beter job; boost the people's morale; and help the people at all levels in their career planning. In general, all the strategic measures o address the problems of the food chain industry should indicate a thorough evaluation of their existing training policies as well as a strong call for setting a more effective and efficient training programs that will improve their operations. The benchmarked framework formulated in this research will give the food chain industry a guiding point in their training policies and programs o achieve the company's goals and objectives. |
| Uniform Resource Identifier |
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| -- |
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| Record control number |
|
| International Standard Serial Number |
|
| 773 ## - HOST ITEM ENTRY |
|---|
| Main entry heading |
|
| -- |
|
| Place, publisher, and date of publication |
|
| Related parts |
|
| Material-specific details |
|
| Title |
|
| Edition |
|
| -- |
|
| Relationship information |
|
| Abbreviated title |
|
| 775 ## - OTHER EDITION ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| International Standard Serial Number |
|
| 776 ## - ADDITIONAL PHYSICAL FORM ENTRY |
|---|
| Uniform title |
|
| -- |
|
| Main entry heading |
|
| Place, publisher, and date of publication |
|
| Edition |
|
| International Standard Book Number |
|
| Relationship information |
|
| Title |
|
| International Standard Serial Number |
|
| Physical description |
|
| Qualifying information |
|
| Record control number |
|
| 780 ## - PRECEDING ENTRY |
|---|
| International Standard Serial Number |
|
| -- |
|
| Main entry heading |
|
| Related parts |
|
| Title |
|
| Record control number |
|
| 785 ## - SUCCEEDING ENTRY |
|---|
| Title |
|
| -- |
|
| Record control number |
|
| Main entry heading |
|
| International Standard Serial Number |
|
| 787 ## - OTHER RELATIONSHIP ENTRY |
|---|
| International Standard Serial Number |
|
| -- |
|
| Place, publisher, and date of publication |
|
| Related parts |
|
| Relationship information |
|
| Title |
|
| Record control number |
|
| 800 ## - SERIES ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
|
| -- |
|
| Dates associated with a name |
|
| Language of a work |
|
| Date of a work |
|
| Title of a work |
0 |
| Fuller form of name |
|
| Volume/sequential designation |
|
| 810 ## - SERIES ADDED ENTRY--CORPORATE NAME |
|---|
| Corporate name or jurisdiction name as entry element |
|
| -- |
|
| Subordinate unit |
|
| Date of a work |
|
| Title of a work |
|
| -- |
|
| Volume/sequential designation |
|
| 830 ## - SERIES ADDED ENTRY--UNIFORM TITLE |
|---|
| International Standard Serial Number |
|
| -- |
|
| Uniform title |
|
| Name of part/section of a work |
|
| Number of part/section of a work |
|
| Language of a work |
0 |
| Volume/sequential designation |
|
| 942 ## - ADDED ENTRY ELEMENTS |
|---|
| Institution code [OBSOLETE] |
|
| -- |
lcc |
| Item type |
Book |