Career Development: The Linkage Between Training And Organizational Development

Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations.     

Comparing the Roles,Responsibilities, and Activities of Transactional and Transformational HRD Professionals

HRD professionals engage in one of two potential roles—transactional or transformational. Transactional focuses attention on an activity strategy whose cornerstone is training. Transformational focuses on a results‐driven strategy that is performance‐centered‐a role that helps organizations achieve their strategic business goals and objectives. These strategies differ in their outcomes and contributions to organizations in that the former leads to training for training's sake while the latter seeks to maximize organizational performance and effectiveness. Thus, HRD professionals are challenged to choose either an activity strategy that embraces a business as usual approach or a results‐driven strategy that requires adopting a new and exciting role.     

School psychology trainers' identification of current stressors in the work lives of urban practitioners. A comparison study

The focus of this study is to investigate school psychology trainers' identification of current stressors in the work lives of practitioners. Surveys rating 40 stressors on a Likert‐type scale were completed by 161 school psychology graduate faculty, members of the School Psychology Educators Council of New York State. Survey results were compared to the job‐related stressors identified by New York City Psychologists using an almost identical questionnaire. While there appears to be general agreement between faculty trainers and practitioners on the identification and relative ranking of work‐related stress, the faculty trainers consider those events to be more stressful than do the practitioners. Faculty's recognition of the environmental forces that negatively impact upon the experience of school psychologists should provide impetus for the development of graduate programs that address stress prevention and/or coping strategies. © 1999 John Wiley & Sons, Inc.     

Ratings of severity of life events by ninth-grade students

Special education, basic, and honors students rated the severity of stress for each of the life events on the Source of Stress Inventory (Chandler, 1981). There was a significant positive relationship between the Chandler rankings and the rankings made by the 60 ninth-grade students. Special education students reported they had experienced more of the events than had honors students, and the special education students reported more intense stress for the experienced events. Life experiences considered more stressful by students when compared to the stress values assigned by the Chandler rankings (teachers and mental health workers) include poor grades in school, loss of job by parent, mother beginning to work, birth of brother or sister, increased arguments with brothers and sisters vision problem requiring glasses.