.

Monday, February 25, 2019

Evaluation of Leadership Development Plan of Maersk Oil in Qatar

1.0 Introduction cardinal of the biggest challenges of the modern rail line era is the retention of a talented and good men for vexation practice-ups, and the phylogeny of future lead within a beau monde. personal credit line validations argon required to employ a dynamic dodging to respond to the needs and aspirations of their workforce. A smart, headspring-designed employee study political platform can turn a profit a pipeline organization to great extent in this take care and shape the future of the high society by separately shaping the leaders of the future. Prior question indicates that employee education course of instruction is linked to higher levels of act and output. It can create a reservoir of knowledge that can modify business organizations to do better than their competitors. The almost central wear outment human face of any employee is training them in leadership skills which can benefit the business as a whole. Transformational Leade rship is a framework which, according to Barling, Christie and Hoption, promotes the qualities of see influence, inspirational motivation, intellectual stimulation and individualized consideration (reference). By displaying motivational qualities and attitudes a leader can improve the efficiency, proficiency and well-being of employees. The labour of the proposed dissertation would be to investigate employees leadership ontogeny course of study at Maersk vegetable oil, particularly in reference to transformational leadership training. Maersk Oil has been operate in Qatar since the 1990s as a major oil company. It deeds on the Al-Shaheen Field which produces significant summation of petroleum. The companys genuine production level stands at 300,000 barrels of oil per day. As a result of that, Al-Shaheen Field is predicted to be the biggest contributor to oil production in Qatar, making the company significant for the Oil industry and the overall saving of the country. Maers k Oil is a multinational company which is part of A.P. Moller Maersk Group, operating in various parts of the world. Like any major multinational firm, Maersk Oil Qatar has a diverse workforce belonging to various nationalities (Maersk Oil, 2012). The diverse workforce present in the organization needs to be managed in an competent and stiff manner. The dissertation examinationament try to identify the importance of a leadership development intent, investigate the current practices of the company, measure out its effectiveness, and identify frequent obstacles for employees leadership development externalize at the company. The dissertation bequeath also propose some recommendations based on its findings for creating a workable improvement to the leadership development program. The dissertation exit be shared into louvre chapters. The first chapter will be comprised of the introduction, overview of the seek, background, and research objectives. The second chapter will detail the research orderology. The third chapter will present a writings review and theoretical background of the research. Fourth chapter will present the findings and give out the selective information. Finally, chapter five will present the results and conclusions of the research.1.1 Research ObjectivesInvestigate to what extent does the company care for its employees by means of its leadership development cast Identify the import of employees leadership development plan Investigate practices of employees leadership development plan Evaluate the effectiveness of employees leadership development Identify most familiar barriers for employees leadership development plan 1.2 Research Questions What is the employees attitude towards the company regarding its transformational leadership development program? Is transformational leadership more efficient than other forms of leadership? How does the transformational leadership benefit the objectives and goals of the company? What is the significance of the transformational leadership development plan for both the company and its employees? To what extent do the employees consider the development plan at the company efficient? What are the common barriers associated with the transformational leadership development plan at the company?1.3 Rationale for the Current ResearchAlthough thither is a large array of literature on human vision development, practiti atomic number 53rs much come beneath criticism for doing very little to pass judgment the acquisition and development solutions that imbibe been designed to deliver whereby significant and often scarce options are allocated blindly in development plans that are considered to be effective (Harisson, 2005). When undergoing financial stress, organizations often downsize human resource development budgets. clement resource development personnel undergo tight scrutiny in justifying their expenditures and are required to prove the effectiveness of their e mployee development plans. Thus military rating of employee leadership development plan is a viable solution. The importance of evaluation in further signified as the instruction and development speculation and practices in the modern day is undergoing a considerable change in order to keep up with new circumstantial requirements. In fact, one of the major changes occurring nowadays and in the upcoming years is the organizational changes goaded by higher integration between coaching, organisational development (OD) and performance direction (CIPD survey, 2010 pg.6). Similarly Sloman (2007) made some(prenominal) important propositions regarding the ongoing change in the employee development practices and costes (see appendix 1). The shift in the learning and development approach and employee development practices signifies the importance of evaluating the current practices of an organization to see whether they are abreast with the prevailing ruff practices. Additionally, emp loyee development approaches and practices of the oil and gas rich affectionateness Eastern countries and the Gulf Nations is an under-researched area in HRM literature. Moreover, the available literature regarding employee development practices universalizes the Middle East and the Arab World rather than addressing individual countries or companies (Harry, 2007). The existing gap in the literature pays way for the current proposed study to evaluate the leadership development plan at Maesrk Oil in Qatar.2.0 literary works Review 2.1 Definition of employee leadership developmentEmployee development plans have been be as a set of planned efforts by an organization which facilitates the learning and acquaintance of knowledge, specific skills and behaviors for its employees all of which are essential for them to be winning in their current jobs (Goldstein, 1993). Dotta (2009) defines it as a sequence of concurrent activities, initiatives and programs that an organization is involv ed with to maintain, improve and enhance the skills, capabilities and performance levels of its workforce and other lag members. Employee development plan encapsulates various individual development plans. A leadership development plan goes one step further than this as well as providing all of the support listed above the employee is also being expert for a management role through the subtle development of the most desirable qualities. According to Department of Defense of USA (2006), an individual employee development plan is a tailored written plan developed by the supervisor and employee outlining the employees developmental objectives and the developmental activity for achieving these objectives. The subprogram of an employee development plan is to increase the current proficiency, development, and progression of the employee through a dictatorial development plan. The personal progression of an employee can solo be realized if they have been instructed in the transformati onal leadership qualities which will optimize the business as a whole. Based on aforementioned definitions, several important points can be stated Employees development plan is aimed at enhancing the capabilities and competencies of an organizations workforce. Employees development plan is also crucial for the progression of a career path. Through leadership development it is common for organizations to train and develop their employees to occupy critical positions in future. A transformational leadership development program helps employees to take in the notice roles of leadership and develop qualities which will make them an inspirational motivator to their workforce.2.2 Significance of transformational leadership developmentIn todays business environment, which is characterized as multi-faced, highly complex, extremely competitive, and dynamic, organizations are required to be very flexible and accommodateable in order to survive and succeed. Employee development, a practice t hat seeks to assist organizations in meeting their business goals through uninterrupted learning and development (Harisson, 2009) is a critical element for achieving that flexibility and adaptability. So much that often human resource development personnel are qualified as agents of change (Harisson, 2009). It is only through continuous, effective learning and development of employees that modern day organizations can acquire the essential competencies to adapt to a new conjuncture. Transformational leadership is significant as it not only benefits the leader in question, but also the morale of the employees. Candidates for the development program will be taught the traditional methods of leadership, such as how to take tariff and effectively manage a team, while also being taught to be motivational, inspirational and influential among their colleagues (Barling, Christie and Hoption).2.3 Best Practices in Employee Development Plannumerous studies have recommended several successfu l approaches towards employee development programs. There is a general consensus among researchers regarding the foremost need for an organization to conduct an analysis of its existing needs and requirements (Jacobs and Jones, 1995 Clegg et al, 2005). According to Jacobs, (1995) an employee development can be rendered meaningless if it does not respond to the organizational needs. Existing needs and requirements can be place through an effective market analysis, analysis of existing and future projection trends. (Clegg et al, 2005). Since every organization needs to secure its future in the business industry it stands to reason that leadership is a high priority in the organizations needs, and transformational leadership can arguably give the best opportunity for employees to go and develop along with the requirements of the company. Apart from the needs assessment, several best practices have been identified by human resource practitioners and researchers. A survey of best prac tices of 71 companies practicing employee development activities identified tierce underlying factors important for an effective employee development plan. These are (1) individual development plans should be developed for key and high potential employees with the ability to become future leaders (2) the individual development plans and practices should be strictly aligned with organizational strategies and goals, with the future of the company in mind and (3) the entire workforce should be facilitated for its progression through the developmental process (Reynolds, 2005).3.0 Research Methods and apostrophize 3.1 Research PhilosophyIdentifying a research school of thought is imperative for designing a viable research method as it determines the manner in which information regarding a research problem/question is collected, evaluated and applied. Researcher have identified mainly three research philosophies namely positivist and interpretivist and realist (Galliers, 1991). A posit ivist research philosophy perceives domain as a constant phenomenon something that can be comprehend objectively (Levin, 1988). It is a stance of a natural scientist. According to Hirschheim (1985 p.33), favorableness has a long and rich historical tradition. It is so embedded in our society that knowledge claims not grounded in positivist thoughts are solely dismissed as ascientific and therefore invalid. Interpretivism, on the other hand, seeks to understand reality from a subjective perception in order to make sense of motives, actions and intentions of those that they study. They emphasize the social construct of the reality (Husserl, 1965). Interpretivists contend that reality and its perceptions can be better understood by placing people in their social contexts (Hussey and Hussey, 1997). Realists believe that the existence of reality is independent of human thoughts, emotions and beliefs. The research philosophy underpinning the proposed research is interpretivism. The res earch aims to evaluate the employee leadership development plan of Maersk Oil through the perceptions, attitudes and beliefs of its employees, managers, and executives thus it aims to succeed subjective insights for evaluation.3.2 Research Approach and StrategyA research approach can be all deductive or inductive. The premise of a deductive approach is to test a hypothesis, explain casual relationships and enable generalization of a theory. On the other hand, inductive approach focuses upon building a theory by understanding a phenomenon seeking an dissolving agent for a question. The approach espouse for the proposed research is inductive, as this study will look to identify the weaknesses or strengths or the current employee development plan at Maersk Oil Qatar, and answer several proposed questions pertaining to its evaluation. The research scheme for this study will be searching as it will aim at providing insights and understanding of the nature of the phenomenon under st udy in new light. Within the exploratory approach, this study will utilize both qualitative and quantitative data. On one hand, statistical analysis will carried out for the survey responses which will be distributed among the employees of a company, whilst interviews will be conducted with some senior officials and employees in order to gain insights regarding the evaluation of the employee development program. It will complement the understanding gained through the data analysis results.3.3 Data CollectionAccording to Yin (1994), there are five ways of collecting data these are experimental, surveys, archival analysis, history, and case studies. This research will utilize a survey system. According to Kelley et. al, (2003) the survey strategy refers to the selection of a relatively large sample of people from a pre-determined population, followed by the collection of data from those individuals. The researcher therefore uses information from a sample of individuals to make some i nference about the wider population. For the purpose of evaluating the employee leadership development plan, a questionnaire will be prepared, reviewed, and distributed to a ergodic sample of Maersk Oil Qatar employees and people in leadership roles. Survey strategy will allow the researcher to collect a large amount of data within in short time with minimum be and efforts (Naresh et.al, 2003). Interviews, the qualitative form of collecting data within survey method will be used concurrently. Semi-structured interviews will be designed and conducted of several senior officials at the company.ReferencesCIPD (2010), Annual Survey Report Learning and genius Development, leased establish of Personnel and Development, onlinehttp//www.cipd.co.uk/NR/rdonlyres/BC060DD1-EEA7-4929-9142-1AD7333F95E7/0/5215_Learning_talent_development_survey_report.pdf (cited on thirteenth September, 2012) Clegg ,S. et all, 2005 Managing Organizations An introduction to Theory and Practice. Sage Cohen N., 2002? soliciture on AP Moller to Be Open, Australasian Business Intelligence, April 23, Department of Defense of USA (2006) The individual development. online http//www.usuhs.mil/chr/idp.pdf (cited on thirteenth September, 2012) Dotta, P.(2009) What Is an Employee Development Plan? online http//www.ehow.com/about_5161579_employee-development-plan.html (cited on 13th September, 2012) Goldstein I. L., 1993 Training in Organizations (3rd Ed.) Pacific Grove, California Books Cole Harrison, R. (2005) Learning and development. 4th ed. London Chartered Institute of Personnel and Development. Harrison, R. (2009) Learning and development. 5th ed. London Chartered Institute of Personnel and Development. Harry. W (2007) Employment Creation and Localization. The crucial human resource issue for GCC. Int Journal of Human Resource Management. Vol. 18, no.1, pp 132-146. Husserl, E. (1965), Phenomenology and the crisis of philosophy, New York Harper Torchbooks. Hussey, J. & Hussey, R. (1997), Busi ness Research A practical guide for undergraduate and post-graduate students, London MacMillan Press Ltd Jacob, R L and Jones, M J. (1995) Structures on Job Training- Unleashing Expertise in the Work Place. San Francisco. Berrett Koehler. Kelley, K., Clark, B., Brown, V., and Sitzia, J (2003) Good practice in the conduct and reporting of survey research. Int. Journal for Quality in Health Care. Volume 15, air 3 Pp. 261-266. Levin, D. M. (1988). The opening of vision Nihilism and the postmodern situation. London Routledge. LSA globular (2008) Top 10 training best practices for effective learning and development programs. online http//jobfunctions.bnet.com/abstract.aspx?docid=375846 (cited on 13th September, 2012) Maersk Oil (2012) About Us online http//www.maerskoil.com/ABOUTUS/Pages/AboutUs.aspx (cited on 13th September, 2012) Naresh,M. et.al.,(2003) Methodological issues in cross-cultural marketing research. International Marketing Review. 13 (5) 7-43 Reynolds, S.(2005) Training and development managers share best practices and courseware through LearnShare. Toledo Business Journal. 5(2) 155-163. Sloman, M. (2007) The ever-changing world of the trainer emerging good practice, Oxford Elsevier Butterworth-Heinemann. Yin, R. K. (1994) Case assume Research. Design and Methods. Thousand Oaks Sage Publications, Inc.

No comments:

Post a Comment