Research of Wenan’s human resource training and developing policy

1. Introduction

On the research of Wenan’s human resource training and developing policy, several crucial parts are included in this project. To begin with, 40 out of 50 employees in Wenan Investment Consulting Co., Ltd, Harbin, China are interviewed to support us to collect primary information. In the first part of the report, company background will be introduced including general information such as the history of this company, how the company is founded, who is the person in charge and general description of the staffs, etc., company mission and present organizational structure. The second part of the report focuses on information collection methods, in which both primary data collection and secondary data collection methods will be used. In primary data collection, interview, questionnaire and observation are used, in which 40 employees in Wenan from the four departments particularly the human resource department, academic department and marketing department. The collected primary information including both 12 pieces of questionnaires and 12 pieces of interviews are appended in the appendix of this report. The secondary data collection method in this report includes textbooks, academic works and online data which provide theory and academic support for the research on Wenan’s human resource training and developing policy and suitable recommendations.

The third concern in the report laid on human resource training and developing policy will be developed, general information such as introduction on training and developing needs analysis and appraisal, training and developing methods description included. In this concern, both the strengths and weaknesses of the human resource developing and training policy will be analyzed. The most important strength of human resource training and developing in Wenan is its immediate effect to help employees solve the urgent problem. And one of the obvious weaknesses of the developing and training policy in Wenan is its narrow and short sight which will be justified in the following. The fourth concern of this report is several problems caused by the human resource developing and training policy such as low future development potential and imbalance in investment and return. The next concern is some alternatives for Wenan to remove these problems, which include team building alternative to strengthen team cohesiveness and improve members’ productivity, diversifying training and developing methods to make training and developing programs more attractive and effective and enlarging the scope for training and developing programs to make the training needs analysis more accurate and then promote the training and developing outcomes with the most expected level. And the last concern is recommendation part which recommends enlarging the scope for training and developing programs for Wenan to remove these problems, which will be justified clearly in the following.

2. Company background

2.1 General information

Wenan Investment Consulting Co., Ltd, Harbin, China is a young but energetic firm focusing on immigration, study and investment on property in Malaysia for Chinese citizens. Under its umbrella, its official website (www.mm2hland.com) is an electronic service platform to give visitors a comprehensive introduction on its major services including Malaysia My Second Home program (mm2h), study in Malaysia and invest properties in Malaysia program for Chinese people in Chinese mainland (Wenan 2011).

From the information obtain in its official website (Wenan 2011), Wenan as a new company engaging in foreign business, it is set up by young women, Miss Chai Anqi, whose has a study and working experience in Malaysia during 2008 to 2010. The beautiful natural landscape, modest cultural environment, goods with high quality but reasonable price and high quality education system all become the factors for Miss Chai to found this company. And then, the study experience in Malaysia becomes the other factor for her to set up this company, which makes her possessing the proper background to work as a consultant to give customers the suggestions and introduction based on her studying experience and knowledge on Malaysia as a Chinese. Such kind of advantage helps her to attract many customers are intended to invest or study in Malaysia.

In terms of the 50 individual employees in Wenan, many of the staffs own the oversea study or living background, such as in Malaysia, Singapore, Japan and other countries in Southeast Asian. These people owning the oversea living and studying experiences is the other useful tool for Wenan to persuade more customers into their business under their professional knowledge and personal experience, which are so persuasive than employees in other companies who don’t have the experiences like people in Wenan (Wenan 2011).

2.2 Company mission

Wenan Investment Consulting Corporation is aimed to make customers to enjoy the high quality property, good business environment, international education system and agreeable environment for retirees and cheaper travel and tourism fees with budget airline (Air Asia) in Malaysia under the considerate service and cheapest consulting fees from Wenan (Wenan 2011).

Its ultimate mission is to provide a better life for Chinese people by emigration program, studying abroad and investment program with their full support under the deepest understanding of the life in Malaysia (Wenan 2011).

2.3 Organizational structure

Daft (2010) pointed out that organizational structure functions as the framework for companies such as Wenan to determine how to divide tasks, how to allocate resource and how to make each department to cooperate with each other. Also as the network in the company, organizational structure for Wenan facilitate this company to connect their tasks and their position together to work for the corporate objectives.

Since, organizational structure is so important for a company, the organizational chart for Wenan is as below for us to understand the organizational structure clear.

Figure 1 Organizational structure

Source: Wenan Investment Consulting Co., Ltd

From figure 1, the organizational structure of Wenan is relatively simple. There are three major department in this company, human resource department, marketing department, academic department and finance department under the charge of its general manager Miss Chai. And under the shared corporate mission, people in the three departments work together to attract more customers and gain market shares to achieve the best financial performance (Wenan 2011).

3. Data collections

3.1 primary data

Burns and Bush (2000) proposed primary data is collected by researchers, which isn’t collected by others before. This type of data will be more suitable for the research purpose as it is conducted and collected directly under the guide of the research purpose. Although primary data collection may be more costly and time consuming than secondary data collection, we still use primary data collection in this research to investigate more clear and accurate sources related to our research purpose that finding out the problems in human resource development policy and offer suitable recommendations based on collected data from interview approach, questionnaire approach and observation approach from 40 people in the sample population from Wenan as below.

3.1.1 Interview approach

Rubin and Rubin (2005) implied in dept interviewing is a useful tool for qualitative research described as a conversation with special purpose. In the research on Wenan, there are three focuses composed by the adopted interview approach on the ground of standpoints from Wengraf (2001). The primary one is the focus on the previous experience of interviewees. The next focus is on the interviewees’ present experience. And the last focus is to join both the previous and current experience of interviewees in this research in order to get a suitable description on the essential experiences in Wenan related to the human resource development.

Depending on suggestions from Riessman (2002), the researcher will first outline the expected information and design interview questions to help the conversion with special purpose go on successfully to get the adequate and accurate data. For examples, with full consideration of the research time and task on the human resource development policy of Wenan, the interview is designed to develop a conversation between staffs from human resource and marketing departments mainly. And with previous preparation from secondary data on this firm, the interview questions are designed to find out the evaluation of employees in Wenan on the human resource development policy and its practical functions. And in order to facilitate Wenan to improve the developing and training effects, related suggestions are inquired in the interview as well. And considering the time limit, four questions are designed in the interview conversation with special purpose, which are showed in table 1 as below.

Table 1 interview question for Wenan

Please give the description on your job content and position in your firm. How do you evaluate your current working effectiveness?

Are there any human resource development programs in your company? If any please point out and then give evaluations on the most impressive development program for you.

How do you evaluate the HR training and developing program for your department or team to improve the cohesiveness aimed to improve the performance?

Please give some suggestions on human resource development issue in your company on the ground of the current situation. Please give simple justification.

Collins et al. (2005) proposed the primary benefit of interview approach for researcher is to make the explicit focus depending on the proper designed questions to interviewees with face to face communication by the close focus of the body language, gestures of people interviewed to get the original data, which is also the factor for us to make use of this approach.

3.1.2 Questionnaire approach

Questionnaire approach in the research on Wenan’s human resource develop condition is worth mentioning, which is a list of carefully designed questions to collect data on the research topics from respondents (Oppenheim 2000).

And to get effective responses and answers in a cost effective manner, we keep the research aim in mind when designing questions on how it can help to get valuable information from respondents. Under this guide, closed ended questions are designed including yes or no question, multiple choice, scale questions etc. to collect information in a certain standard to make the collected information more objective and correct (Oppenheim 2000).

3.1.3 Observation approach

Observation approach is the third primary data collection manner in this research for us to discover some complicated information or behaviors related to the human resource development condition in Wenan by observing and record data as an insider without too much reliance on respondents’ willingness to offer data accurately to us. And this approach is used as the supplementary method for interview approach and questionnaire approach to remove biased information provided by respondents to our research questions, which makes us work more objectively and accurately (DeWalt & DeWalt 2001)

3.2 Secondary data

Cooper and Schindler (2000) stated unlike primary data, secondary data is the data which has been collected by others and available from many types of resources, academic works, newspapers, website, etc. although secondary data may be not fit for the research topic completely, it is cheaper and available quicker than primary data to save time, efforts and expenses. In the research on human resource development condition in Wenan, secondary data collection way is used to make up some shortage of primary data collection and make the information obtained by primary data more accurate and adequate with comparison. For this purpose, textbooks resource, online resource and academic articles are used to collect secondary data.

3.2.1 Textbooks and academic works

Textbooks and academic resources used in this study are mostly theories including definitions of research methods, suggestions to deal with problems for the study, other theory related information in this research, etc.

3.2.2 Online data

Online data such as information from the official website (www.mm2hland.com) to help us get company background and some online academic works such as journals are used in this study to make our research implemented in a more adequate manner.

4. Human resource development

4.1Human resource developing and training information

Stone (2011, pp.338) pointed out human resource development include training and development, career planning and performance appraisal, whose focus is on the acquisition of the required attitudes, skills and knowledge to facilitate the achievement of employee career goals and organizational strategic business objectives. For Wenan, the human resource development is to convey employees with the message that the skills and knowledge from developing and training program can promote the fairness and justice environment in their firm and enhance the job security to facilitate the improvement of organizational performance.

To begin with, as a new born company, Miss Chai and the human resource department of Wenan try every means to improve the developing and training effectiveness, by the performance appraisal to high lighten the training and developing needs. It makes Wenan know what are the specific weaknesses or deficiencies for employees in the range of skills and knowledge in their job (Werner & DeSimone 2009). On the ground of data from primary and secondary sources, we can figure out the performance appraisal and training needs analysis figure as below in figure 2.

Figure 2 Wenan’s performance appraisal and training needs analysis figure

In job analysis, human resource development and the other two departments cooperated with each other closely to get a thorough analysis on what should be accomplished and how to accomplish at the present. For example, one of the urgent affairs for Wenan is to prepare a suitable investment proposal on Malaysian residential real estate on the strength of mm2h program for a customer from the north China. On this current condition, related employees are taking part in the special designed training and developing program referring to the current task to prepare a satisfactory investment proposal. When the job description of offering satisfactory proposal and job specification that related sales consultants and other marketing staff are required to develop the mm2h related knowledge including the house price in different state of Malaysia, the property investment perspective in Malaysia, related favorable policy for investment, study, medical care, etc. and the skills or ability to communicate and persuade people are analyzed, training and developing program toward this urgent task in Wenan are implemented. This program is to arm related employees with mm2h related information including culture, language, entry requirement, application process, incentives such as house purchase, car purchase or import, education, investment and business, working, etc (Malaysian Ministry of Tourism 2009). And some useful communication skills including nonverbal communication skills (body language) to assist the verbal communication, presentations and public speaking skills to help employees work more professional when communicate with customers, marketing skills to market the product and services of Wenan, writing skills, etc.

Next, in the training and developing course involving the selected training methods and learning rules, Wenan chooses two types methods, classroom activities and on the job experience training method. Dowling et al. (2008) introduced classroom teaching method is a formal training approach to reach a mass audience in an economical way, which provides a stage for employees in Wenan to exchange their views and experiences on these necessary knowledge and information on Wenan’s products by adopting its manager as the lecturer. On the job experience training method treats experience as the basis for learning (Swanson & Holton 2009). In Wenan, to make what learned from the training and developing program transferred to real situation smoothly, the real work in real time is used as the training basis.

4.2 Strengths and weaknesses

4.2.1 Strengths

The training and development process in Wenan has some immediate effect to help employees solve the urgent problem. For example, the training appraisal and needs analysis towards the investment proposal on Malaysian residential real estate on the strength of mm2h program for a customer from the north China facilitates the case related employees to be equipped with necessary knowledge on mm2h program, investment environment and related policies in Malaysia to sign this contract with that customer more efficiently. In the course of training and developing for employees, the classroom teaching methods and on the job training methods are efficient to promote the shared information learning environment in Wenan to facilitate this company to work more like a learning organization in its future development. (Dowling et al. 2008; Swanson & Holton 2009)

4.2.2 Weaknesses

The training and developing issue in Wenan also has weaknesses. In the performance appraisal and training needs analysis, these steps may be too simple to acquire the accurate information on the exact training and developing needs. The absence of performance comparison between the required performance and actual performance of Wenan’s employees makes the results of training and developing analysis incomplete to give employees the most required knowledge and skills in the training and developing programs. This kind of ignorance may easily make some picky customers feel unsatisfactory and doubt the professional image of Wenan.

In the evaluation process, Wenan also tries its best to measure how well the training and developing program met Wenan’s business objectives but these training methods are too narrow to cover all the training needs for employees to get all side information and knowledge necessary in their job.

5. Existing problems

5.1 Low future development potential

In the human resource developing and training program of Wenan, nearly all of the training and developing programs are designed for the short term development. For example, the performance appraisal and training needs analysis in Wenan is too simple to support the long term development. There are many problems existing. O’Driscoll and Taylor (1992) pointed out once the basis level of competence or ability is reached by employees through training and developing program, further training and developing activities should provide additional skills and knowledge for employees companied with their future development needs. While in Wenan, training and developing is only limited in the urgent issues such as the preparation for a proposal for Malaysian residential real estate on the strength of mm2h program for customers or other current developing purpose. Although this type of human resource developing strategy will facilitate the current performance and success of some urgent plans, the deficient of future planning and development may hinder the progress of Wenan.

Moreover, in performance appraisal and training needs analysis, some important procedures are omitted such as performance comparison, feedback analysis, audit etc (O’Driscoll & Taylor 1992). But these omitted procedures are the keys to the success of the training and developing program for Wenan. In a nutshell, when comparing the required performance and actual performance of employees, Wenan can make it more clearly on what the needs of employees on the professional skills and ability on the ground of analysis results. Nevertheless, omitting these procedures will limit the real effect of the training and developing needs analysis to discount the effect on the training and developing practices.

Furthermore, Wenan’s training and developing methods are narrow. Only two kinds of training and developing methods including classroom teaching and on the job training may not sufficient enough to meet the training needs for employees. For example, classroom teaching method using the manager as the lecturer sometime may make employees feel uncomfortable to show and communicate their own perspectives. Moreover, classroom teaching methods in Wenan is often implemented too frequently which even become a routine. This situation makes training and developing programs in Wenan own more appearance than real connotation to create good results. Again, on the job training in Wenan lacks of depth and the breadth, just staying on the surface. For instance, trainees in on the job training program just act as auditors rather than act as the inside to give suggestions and share ideas with other members. So this kickshaw in training and developing programs makes the gains of trainees less, which doesn’t match the human resource development objective in Wenan.

5.2 Imbalances in investment and benefit

Kumpikaite (2008) held the idea that any investment or input will have a cost, so the training and developing practices in Wenan also have a cost. Either the using of different methods including class teaching and on the job training or training needs assessment, training design and implementation will have a cost for Wenan. Although the investment in employees’ training and developing are necessary for companies to enhance their competitiveness to meet changes in economic, technical, organizational, social, legal and other types of changes, it is also essential for Wenan to keep a watchful eye on the investment return. The training and developing designs may be too narrow and short sighted. Over-emphasis on short term interest while neglecting the long term interest in human resource development may lead to an insufficient reserve force for employees’ future development in Wenan, which may slow down the developing momentum as a whole (Kumpikaite 2008).

In conclusion, the amount of investment on training and developing programs for employees is possible to be larger than the return, which may halt the progress of both Wenan’s employees and the entire company.

6. Alternatives

6.1 Team building

From the book of Daft (2010), team development strategy is a suitable alternative for Wenan to enhance the training and developing effectiveness and the comprehensive quality by improving the cohesiveness of employees in teams. First of all, Wenan is offered to build working teams such as marketing teams to promote sales, academic teams to focus on special cases and human resource teams focusing on employee recruitment or employee training and developing etc.

The first stage is forming stage for Wenan to build several cohesive working teams to enhance the overall competitiveness. In forming stage, Wenan is advised to break ice for each team member to show them chances and challenges in their positions and jobs under the comprehension of common business goals, during which it is essential for Miss Chai to facilitate interchanges in society for each team members (Daft 2010). For example, resorting to forming stage, people in Wenan with different background can develop a common objective to facilitate the healthy operation. The forming stage is capable to get each team member in academic team of Wenan to understand each other better with removing some communication barriers. The second storming stage to develop and train employees as teams is likely to support Miss Chai to clear up conflicts and disagreements by encouragement of the participation and communication. This stage facilitates Wenan to increase the training and developing effectiveness by the support of shared objectives and unified actions of members in each team (Daft 2010).

Being the third stage, norming stage in Wenan’s team training and development supports this firm to establish orders and cohesion and build up the harmonious and united working atmosphere by removing differences. For example, in human resource teams, such as the employee recruitment team, norming stage facilitates Miss Chai to unite members in recruitment team together to carry out more suitable recruiting strategy with Wenan’s characteristics (Daft 2010). The performing stage for Wenan to build and develop employees in teams is also likely to support Wenan to solve problems and accomplish appointed assignments. The final stage for Wenan to build and develop people in teams named adjourning stage to disband teams when some certain assignment or tasks are accomplished. In this stage, one important point is to comfort members’ sadness on disbandment and motivate their working morale and enthusiasm for following task or assignment (Daft 2010).

Mitsch and Mitsch (2010) also disclosed the advantages of team development for firms, which is also suitable for Wenan. The team building and training strategy offered for Wenan is likely to promote its productivity to balance the investment and returns from training and developing programs. In addition, this strategy is possible to make working individuals to boost their communication skills to improve the effectiveness and efficiency on solving problems so that the processing speed of Wenan can be improved.

6.2 Diversifying training methods

Beyond on-the-job-training and classroom training, more training methods are necessary to make up shortage and loopholes of the two mentioned methods in Wenan. So first, simulation method as a training device designed to reproduce a real world situation in a risk controlled learning environment is chosen (Stone 2011, pp.351). On account of the costs and risks involved in training and developing programs or strategies in Wenan, project assignments which is likely to provide trainees with exposure to several specialist tactics and knowledge to support employees to develop skills by working with other members in a cooperation environment and behavior modeling or observational learning, which is to offer employees training and developing experience by offering chances for employees to not only observe others’ activities in Wenan and acquiring some mental pictures of these activities and their consequences but also develop and retain employees’ own imitation and interpersonal skills (Stone 2011). Additionally, as Stone (2011) indicated, case study is also a good choice for Wenan to train and develop its employees with life like scenario to make employees sense what have happened and how to solve problems in their real jobs. Furthermore, role play method owns the same function as case study, which has a sense of reality for employees. In this method, trainers in Wenan design roles or characters and then assign to trainees with the support of information regarding the situation. Role play method for Wenan is a cheap but suitable method to improve the interpersonal communication and improve the professional ability for employees (Bowman 2010).

All in all, Wenan is offered many training and developing methods to make its training and developing programs attractive, lively and effective to make the gains on training and developing programs exceed the investment to enhance the comprehensive quality of employees to the highest level.

6.3 Enlarging the scope of training and developing programs

On the ground of some collected information both from primary source and secondary resource, the scope designing for training and developing programs in Wenan is short sighted and narrow to ignore the future development of employees. To make up this shortage, a wider scope for training and developing programs for Wenan is offered described in figure 3.

Figure 3 Modified figure for Wenan’s performance appraisal and training needs analysis

Source: Daft, R.L.2010, New era of management, 9th edn, South-Western, Ohio

In figure 3, larger scope are added in Wenan’s performance appraisal and training needs analysis with thorough consideration of the current training and developing situation of Wenan, several inadequate points may be modified. For example, with the added steps, performance identification, performance measurement, performance comparison, review and evaluation included, more accurate information may be collected such as the information on the exact training and developing needs, what the most suitable training methods are with the most effective time and money investment by the support of performance comparison and evaluation steps (Daft 2010).

Additionally, the current training and developing programs are somewhat short sighted from our research in Wenan, the modified training needs analysis and appraisal from figure 3 may help Wenan to extend the function of training and developing program to a more far sighted character. First of all, by performance identification and measurement, Miss Chai and Wenan’s Human resource development are possible to stand on the height of the whole to focus both the current and future and find out the equilibrium point more easily. And then, with performance review, Wenan is more likely to realize the strengths and weaknesses of employees’ performance to carry out more feasible training and developing plans. Finally, by the evaluation step to assess the outcomes of training and developing programs, further measures or plans may be designed to work more adequately for the future development of employees (Daft 2010).

For example, in future training when encountering the same case as training employees to be more professional to come up with investment proposal on Malaysian residential real estate on the strength of mm2h program for customers of mainland China, training and developing activities may be designed to be more comprehensive to cover both the current and future needs to aim to enhance the comprehensive capability of employees to own the ability to both solve the current problem and the future headache. Briefly, with more focus on the future needs and overall requirement of this company, Wenan’s investment on training and developing programs may be more effective to produce more expected outcomes to practically enhance the competitiveness of employees both for today and for the future to make the overall quality of Wenan reach a new stage.

7. Recommendations

In the upper alternatives, all of the three are valuable for Wenan to resort to. But by comparison and analysis, enlarging the scope of training and developing programs is recommended the most. Primarily, team building alternative is likely to help Wenan to improve the cohesive and working morale and then the overall performance of employees may also be improve via full cooperation and communication among each team members (Mitsch & Mitsch 2010). Meanwhile, the high cohesion formed by team building may not often bring positive outcomes, which may often result in low performance. Shin and Park (2006) proposed high cohesive of teams sometime result in the same behaviors, viewpoints, values and production efficiency. With the homogeneous behaviors and perspectives in team members, it may decrease the creativity and innovation of employees in Wenan. For example, if the result of team build is high cohesive inside teams, employees in the marketing department of Wenan may rely on each other too much and limit the creativity when working at the marketing plans to attract customers. Finally, not all the individual employees are fit for team work, so only resorting to the team build method may also limit the development of some potential employees and hinder the well development. Briefly, as the team building requires so good management to balance its advantages and disadvantages, Wenan is recommended to consider the strengths and weaknesses of team building fully and adopt team building method later when it has complete plan.

In addition, diversifying training and developing methods owns its drawbacks except for its advantages for Wenan. The reason is that if Wenan only adds more training methods, the training and developing results may also not be so expected. For one thing, without the suitable analysis and assessment on the required performance and the real performance of employees, using different training methods blindly may only result in less return. If so, it isn’t a good choice for Wenan to improve the investment return and the comprehensive quality of employees by training and developing programs.

On account of the disadvantages from team building method and diversifying the training and developing method, enlarging the scope of training and developing programs is recommended for Wenan to overcome the problems such as low future development potential and imbalance in investment and return etc. In the first place, enlarging the scope of training and developing programs may extend the scope of training and developing design to make training and developing programs more meaningful to improve the outcomes than the other two methods. In the next place, when the training design and implementation focusing both the current and future needs, the comprehensive quality of employees will be improved at the same time.

Briefly, the alternative of enlarging the scope of training and developing programs in Wenan is the most suitable choice for this firm to train and develop its employees to overcome the current problems and strengthen the good qualities.

8. Conclusion

This paper is a report on one of human resource management policy in Wenan, which focuses on the human resource developing policy. To make this report more accurate and meaningful, a large amount of information has been gathered through several sources such as interview, questionnaire, observation, textbooks, academic works and online sources, etc. to make this report more trustworthy, the related materials such as questionnaires and interview records are also attached.

With the full support of Miss Chai and other staff in Wenan, this report find out some management problems related to human resource development issue in this newly born company. And several pertinent suggestions are given to Wenan to support it future development in human resource developing aspect to remove these side effects and improve its healthy life circle.

Finally, we sincerely hope this report can facilitate Wenan’s human resource developing to go on more and more smoothly and successfully.

Reference

Burns, A.C. & Bush, R.F. 2000, Marketing research, 5th edn., Pearson Education Group, New Jersey,

Collins, M., Shattell, M., & Thomas, S. P. 2005, Problematic interviewee behaviors in qualitative research, Western Journal of Nursing Research, vol.27, no.2, pp.188–199,

Cooper, D.R. & Schindler, P.S. 2000, Business Research Methods, 7th edn, McGraw Hill, New York,

Daft, R.L.2010, New era of management, 9th edn, South-Western, Ohio,

DeWalt, K. M., & DeWalt, B. R. 2001, Participant observation: A guide for fieldworkers, AltaMira Press, Walnut Creek,

Dowling, P.J., Festing, M. & Engle, A.D. 2008, International human resource management: managing people in a multinational context, Thomson Learning, London,

Malaysian Ministry of Tourism 2009, Incentives, Ministry of Tourism, Malaysia, viewed 5 February, 2012, <http://www.mm2h.gov.my/incentive1.php>

Oppenheim, A.N. 2000, Questionnaire design, interviewing and attitude measurement, Continuum International Publishing, London,

Riessman, C. K. 2002, Analysis of personal narratives: Handbook of interview research, Sage, Thousand Oaks,

Rubin, H. J., & Rubin, I. S. 2005, Qualitative interviewing: The art of hearing data, 2nd edn, Sage, Thousand Oaks,

Swanson, A.R. & Holton, E.F. 2009, Foundations of human resource development, 2nd edn, Berrett-Koehler Publishers, Inc., California,

Stone, R.J. 2011, Human resource management, 7th edn, John Wiley & Sons Australia, Ltd, Milton Old, pp.338,

Wenan 2011, About us, mm2hland.com, viewed 3rd February 2012,
<http://mm2hland.com/ABOUT.ASP?classID=11>

Wengraf, T. 2001, Qualitative research interviewing: Biographic narrative and semi-structured methods, Sage, London,

Werner, J.M. & DeSimone, R.L. 2009, Human resource development, South-Western Cengage Learning, Ohio,

Appendix

Interview questions for Wenan Investment Consulting Co., Ltd, Harbin, China

( Record version)

Please give the description on your job content and position in your firm. How do you evaluate your current working effectiveness?

Are there any human resource development programs in your company? If any please point out and then give evaluations on the most impressive development program for you.

How do you evaluate the HR training and developing program for your department or team to improve the cohesiveness aimed to improve the performance?

Please give some suggestions on human resource development issue in your company on the ground of the current situation. Please give simple justification.

 

Questionnaires for Wenan Investment Consulting Co., Ltd, Harbin, China

The following questionnaire is designed to help you to evaluate the performance of training and developing programs in your company. On this evaluation, we are concerned with getting your feedback on how well the programs was prepared ad presented and related problems.

(Directions: Rate some of the following program elements on a scale of 1 to 5)

  1. What department are you working in Wenan?

A. Marketing B. Academic C. Human resource D. Financial

2. How clear were the objectives in training and developing programs you attended?

1

2

3

4

5

Unclear

Fairly clear

Very clear

3. How relevant to your job was the material taught in training and developing programs you attended?

1

2

3

4

5

Totally irrelevant

Some relevance

Highly relevant

4. Were the learning activities designed to lead from the simple to the more complex?

1

2

3

4

5

Never

Usually

Always

5. How much interest did these training and developing programs generate for you?

1

2

3

4

5

None

Some

A great deal

6. What value will these training and developing programs be to you in your job?

1

2

3

4

5

Useless

Somewhat helpful

Highly valuable

7. What kind of training techniques are employed in training and developing programs you attended?

A. Classroom activities B. Simulation C. On-the – job experience

D. Action earning E. Competency based learning

F. Apprentice training G. Diversity training H. Off-the job training

8. Do you think more training methods should be involved in the training and developing programs, please choose the ones your appreciate.

A. Classroom activities B. Simulation C. On-the – job experience

D. Action earning E. Competency based learning

F. Apprentice training G. Diversity training H. Off-the job training

9. How appreciate were the training techniques employed?

1

2

3

4

5

Inappropriate

Generally appropriate

Very appropriate

10. How well did the seminar leader know the material?

1

2

3

4

5

Minimally

Satisfactorily

Expertly

11. Apart from the leader’s knowledge of the subject how was their ability to impart understanding?

1

2

3

4

5

Poor

Satisfactory

Excellent

12. How much interest did the program generate?

1

2

3

4

5

None

Some

A great deal

13. How would you rate the facilities?

1

2

3

4

5

Unsatisfactory

Satisfactory

Excellent

14. What kind of knowledge do you prefer to learn in the future training and developing programs?

A. About mm2h program B. Studying in Malaysia C. Working in Malaysia

D. Property information in Malaysia E. The history and cultural essences of Malaysia F. Marketing skills G. Interpersonal skills

15. Which method do you suggest most to measure the training effectiveness in Wenan?

AQuestionnaire B. Interview C. Performance rating D. Oral examination

E. Third party feedback (e.g. customer feedback)

16. Problems in training and developing programs of Wenan often include:

A. Weak competitiveness for future development

B. Training investment outweighs its return

C. Time and money consuming

D. Ineffectiveness

17. Suggestions to make training and developing programs in Wenan more effective should include:

A. Teaming building B. Diversifying training methods C. Enlarging training scope

D. Improve training investment E. increase training time

18. What I liked most about the training and developing program was

  1. Time sensitive for present issue

  2. Far sighted

  3. Effectively to improve the overall performance

  4. Suitable for my development

19. What I liked least about the training and developing program was

A. Short sighted

B. invest outweighs return

C. Time consuming

D. Boring

20. How would you rate the training and developing programs in your company?

1

2

3

4

5

Unsatisfactory

Satisfactory

Excellent

 

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