How does Learning and Employee Development contribute to Essay - 1

How does Learning and Employee Development contribute to organisational success and performance within social care services - Essay ExampleFurthermore, the dissertation has make use of questionnaires and interview techniques to collect data from line managers at a voluntary sector social service provider, namely Loretto Care. The main findings of the interrogation are The managers at Loretto Care are of the view that investment in tuition, development and on the job training can be directly ripe and can lead to success at personal (employee level) as well as at the organisational level and the main barriers to learning and the effectiveness of training as identified by the managers at Loretto Care include workload, time pressures and lack of internal motivation. The respondents have pointed out a need to encourage registration with and coincidence of training programmes and employees with the SSSC requirements to ensure standardisation and monitoring the effectiveness of these p rogrammes. The main conclusion is in that locationfore that development and learning programmes for employees can effectively enhance organisational performance if there is robust planning to meet the needs and requirements of the organisation and are culturally embedded via appropriately qualified line managers in undertaking their role. Keywords Training and development, SSSC Registration, build of line management CONTENTS Abstract Chapter 1 1.1 1.2 1.3 1.4 1.5 1.6 Introduction Purpose and rationale of the study Scope of the Study Aims of the Research Significance of Study stage of the Dissertation Conclusion of the Chapter Page 1 2 4 5 6 7 9 Chapter 2 2.1 2.2 2.3 Literature Review Outline of the Chapter limited research in the Social Care Sector Conclusion of the Chapter 10 10 11 19 Chapter 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 Methodology Introduction to research design Research see Research Methodology Sample, time and Site for study Research instrument Research Pilot Que stionnaire Ethical and Validity issues Scope and Limitations of the Design Conclusion of the chapter 21 22 23 23 25 26 27 28 30 31 Chapter 4 4.1 4.2 4.3 4.4 4.5 Results and Findings Findings Theoretical Framework legislative Context Discussion Conclusion of the chapter 32 32 44 55 62 85 Chapter 5 5.1 5.2 Conclusion Recommendations Final Conclusion 86 92 93 References Appendices Appendix 1 Ethical Approval Appendix 2 SSSC Codes of Practice Appendix 3 Interviewee information and consent Appendix 4 Questionnaire results and data List of Tables, Graphs and Diagrams Figure Description Page 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 Summary of job roles of the Participants Qualification of post holders Qualifications of the staff Summary of responses of the L&D strategy Effectiveness of the learning and development strategy Overall job satisfaction relating to L&D Learning and development activities undertaken by managers Learning and develo pment opportunities for team members Impact of enactment with SSSC Experiential Learning Model Kolb and Fry Developments on Experiential Learning Jarvis Learning at Work and Human Resource Development - Slotte Skills demonstration by employees not qualified as per SSSC Skills demonstration by employees qualified as per SSSC Training needs analysis collation methods Factors in the positive contribution of L&D Promotion of L&D Perceived barriers to providing L&D opportunities Learning and