Effective Training and Development in Bahrain Petroleum Company - Case Study Example

Effective Training and Development in BAPCO Effective Training and Development in BAPCO Introduction The Bahrain Petroleum Company (BAPCO) provides oil products for the local and international markets. The government owned company operations deliver social, economic, and political empowerment to the country’s population through revenue provisions in diverse categories. Following the provision of an employment opportunity in the petroleum company, it is essential to describe the significant areas, which need tactical and skilled labor force in order to accrue beneficial returns in the various sections of operations. The ideal strategic plans devolved in the organization’s structure should embrace human resource programs that lead to sustainability and sufficiency in exploration, refinery, and other production divisions. The study will delve and establish the theoretical strategic process of ensuring the input processes acquire the desired output through the organization’s workforce. Analysis of BAPCO’s Practices According to the company’s layout, it is notable that the employees abide by the management’s set of objectives in the production activities. Such plan could hinder progression in an organization in the absence of other human-related values. Therefore, the consideration of incremental personnel theories could form a workforce whose activities seek to steer the company’s product quality and competitiveness throughout the various fields of production (Blanchard & Thacker, 2013). The essence of describing training and development programs for use in the company emanate from the evident stagnation in production activities. Arguably, the drilling and production department asserts its strategy as drawn towards the optimization of production activities with a focus to the increment of the overall output. Despite the country’s rich production of oil and gas resources, it is advisable for the petroleum industry to provide concurrent and democracy-driven training forums that would deliver information to the various groups of employees and other people in the managerial departments. The credibility of theories such as the expectancy defines the extent at which an organization could acquire profitable performance as all the vital parties contribute positively towards the establishment of every strategy (Blanchard & Thacker, 2013). It is arguable that the expectancy theory fits in BAPCO’s training and development program, though its descriptive format, which highlights the inevitable approach of including employee contribution towards the creation of positive relations with the decision-making and managerial teams. The alternative theory describes a base for the formulation of training and development sessions that would create valuable instruments for the contribution of strategic human resource approaches at the end. Presumably, the incorporation of the Expectancy Theory in the process leads to the implementation of intrinsic rewards to the affected population (Blanchard & Thacker, 2013). Despite the description of the top management as comprising professional and zealous individuals, it is evident that BAPCO has a team of male managers; hence, it is obvious that the current workforce performs its duties in the absence of intrinsic motivation, a reward that could result from the inclusion of the female gender in the top management. A second aspect noted in the company’s practices relates to the lengthy promotion and remuneration protocol towards the competent employee population. According to the expectancy theory, the company needs to initiate motivating factors in order to ensure that the employees are motivated. For example, the company can introduce reward systems in the form of monetary and non-monetary rewards. The company can introduce these types of rewards as they will serve as intrinsic factors. The evidence showing the company’s past and present information provokes an understanding that the managerial structure comprises a team whose decisions seek the maximum implementation of skills and expertise towards the maximization of the petroleum products’ output (Blanchard & Thacker, 2013). On the contrary, it is vital for the management to reconsider its plan and include financial, managerial, and skill diversification. The incisive idea remains crucial to the creation of a wide array of expertise among the employees with the notion that such would empower the society with the affected groups bearing the ability to oversee, undertake, and establish innovations hence affecting the country’s product and service industries. The ultimate training and development program would create a labor force whose diverse skills and motivation levels remain vital in the economic and social growth of the organization. Experts have highlighted that workforce diversity can serve as a strength for an organization. Therefore, introducing diverse training programs will serve to ensure that different employees have varied skills. Design Phase BAPCO remains the most competitive firm in remuneration of employees in the country. Expert analyses define the company’s strategy and structure as tools drawn to the development of desirable outcome in the revenue margins. According to the outcomes established in the analysis phase, it is notable that the training practices deviate from the ideal and modern criteria (Blanchard & Thacker, 2013). Therefore, the design phase realizes the inevitable need of incorporating human-resource agendas for the implementation of a streamlined input to process and output environment. Since the planning and control criteria in the company highlight various steps of importance, the design of the training procedure describes a plan whose implementation shall abide by the structural and strategic model. Ideally, the exploration and development department would be subject to the training process after the management teams. The third approach shall comprise of employees in the drilling and production sections of the organization. It is identified that the storage and marketing teams relate to the production department; hence, the assumptions influence the implementation of the training programs to formulate a network of sessions that would deliver appropriate knowledge and skills to the three groups. Personally, it is realistic that the existing training and development team fails to form the desired outcome in innovation and idea-based progression in the company’s departments (Blanchard & Thacker, 2013). With such information, the design of training focuses on the implementation of new teams whose activities shall influence future training programs. For example, the company can introduce a diverse range of programs that different employees can adopt. The company should also introduce career progression advisors who can provide employees with guidelines on the most appropriate programs that can diversify their skills and competencies. After assessing the firm’s remuneration practices, it is apparent that the dissatisfaction exhibited by the employees and dealers is borne from a different course. The recommended remedy to retain the employees in the company would be possible to the extent that the management and the training program would engage in the implementation of motivational practices (Spector, 2012). Notably, the company needs to minimize employee turnover by offering training and development, which will contribute to increased job satisfaction hence retaining more employees. For instance, employees who benefit from training and development programs are more likely to feel efficient when handling their tasks, registering higher levels of productivity. In addition, training and development programs will lead to both personal and professional growth, making employees experience higher levels of achievement. Development Phase The design phase would implement the Herzberg’s Hygiene theoretical approach that asserts the need for the management to identify the sources of dissatisfaction and the alternative measures for satisfaction (Rizzi et al., 2013). It is critical for the BAPCO’s top management to accept and focus on the training program’s decision to ensure that retention and recruitment processes overcome challenges from the harsh conditions exerted to the workforce by other managers, whose workforce relationships restrain the entire management from questioning the ill practices (Blanchard & Thacker, 2013). Therefore, the eradication of the ill-advised regulations that cause unfriendly working conditions and high employee turnover through motivational practices related to appraisals for the individual performance, recognition of achievement, and personal growth is necessary (Leekha and Sanjeev, 2014). The management of the training session could resolve to the application of self-regulation theory as a remedy that would enable the employees to set their personal goals for the benefit of the organization. The identified solutions will establish a lasting solution to the reported high rate of turnover while still enhancing retention of the workforce (Spector, 2012). For example, employees are more likely to have positive outcomes when they develop their own goals compared to the case when the organization develops training goals and objectives. Examination of Stressors and the Possible Solutions The human resource director of the Bahrain Petroleum Company is subject to criticism with the employees and dealers exiting the firm while condemning him for his unethical policies. Further, the increment in the rate of extrinsic motivation, for example, monetary and vacation offers highlight the existence of an unending situation of employee turnover. The training development phase realizes the need for the professionals to intervene, and evaluate whether such outcomes could result from the workplace conflicts between the managers and the employees. The prospects indicate the probability that the different managers have been delegating irrelevant duties to the personnel, a practice that leads to increased individual workload, subsequent absenteeism, and eventual exit from the firm (Blanchard & Thacker, 2013). The development phase distinguishes the management’s need to conclude that the highlighted practices have led to the evolution of unhealthy working conditions and discontent among the workforce. It is important to acknowledge that the stressors would compel potential individual from seeking employment opportunities in the firm after learning the negative practices existing in the firm’s workplace. Secondly, the employees’ quality of performance could stale or reduce in future as the majority opt seeking alternative employment opportunities in the competing private firms at the expense of public petroleum producer. The management of the training phase relating to implementation focuses on reviewing the rules and regulations formulated in the long-range plan, and assessing the existing managerial practices towards the workforce. The process shall remain essential and salient to the eradication of the unethical practices that contradict the original regulations and policies. It is notable that the implementation of these strategies is a remedy to restructure the workforce policies (Spector, 2012). The framework of the training program seeks to implement a recommended measure that would create friendly and ethical policies for the restoration of confidence levels in the workforce; thus, elevating the levels of competence in recruitment and employee retention. According to information provided by the management, it is evident that the petroleum firm’s workforce faces challenges from the internal stakeholders. After conducting an intense survey from an independent platform, it is apparent that the management planning and decision-making criteria is influential to the occurrence of setbacks presented in the human resource. For instance, the human resource managers might have been pressurizing the employees to an extent of exiting their employment positions (Blanchard & Thacker, 2013). Further, the petroleum company affiliates complain that the firm’s management is incompetent because of the poor training and development programs and performance of the production department (Chen and Ting-Peng, 2011). The independent consultancy report establishes the need for the management to enforce Herzberg “Motivation-Hygiene” and Bandura’s “Self-Regulation” theories in reconstructing the firm’s affected workflow for the achievement of the set organizational goals (Blanchard & Thacker, 2013). Implementation Phase It is realistic that the hygiene and self-regulation theories seem necessary factors for petroleum firm’s management to identify the causes of dissatisfaction while still offering the imminent solution towards employee retention. It is known from the review conducted by the organization that the petroleum company has suffered intensely from the loss of employees to the competing firms in the market (Blanchard & Thacker, 2013). The reality is that the firm’s job satisfaction would solve issues affecting the petroleum firm’s set objectives. In a detailed argument, the petroleum firm would anticipate increased performance after establishing friendly policies and eradicating the unethical ones. The implementation plan would involve the management’s approval for the trainer and the research and development team to conduct a research survey in the environment and market. During the process, the firm would gain necessary information about the consumer behavior and the perceived market outcomes (Blanchard & Thacker, 2013). In the second step following the petroleum company’s approval to engage the internal population with the strategy, the company would assess the outcomes and the rate at which the human resource would indicate growth in its operations. Lastly, the training and development of the company would conduct a post-event analysis to assess the outcome of the strategy in the departments and the anticipated growth under the strategy. Psychologists view job satisfaction as ideal to stimulating improved quality and performance in the workforce. The training program deciphers that the management should embrace the motivational factors identified in the theories to create a friendly workplace environment. Such decisions would restore the loyalty of the workforce from the perception that the management is concerned with their individual welfare. Apparently, the satisfied workforce would engage in competitive and ethical performances, a practice that is salient to elevating mutual benefits for the best of the organization’s long-term objectives and plans (Goetsch and Stanley, 2014). The satisfied group of employees after the training would concentrate on their tasks in the organization after perceiving the prevalence of job security. Therefore, the management would achieve its retention objectives, as the workforce will desist from venturing into job searching endeavors (Blanchard & Thacker, 2013). Evaluation Phase The training procedure is vital in restructuring the operations’ department to assess and correct counterproductive employee behavior and alternative remedies to reduce the occurrences. The petroleum firm’s employee fraternity seems unsatisfied with the existing managerial practices. Since the policies are controversial to the original plan of regulations, the employees have sought to exit the organization without articulating their grievances to the management. The aspect is relative to the vice of counterproductive behavior, as the ideal course of action should dictate the employees to address the management for the implementation of a solution to the unethical policies (Spector, 2012). Further, the sustainability and growth alternative of using training and development approaches would be evident solutions in the human resource since they would influence the individuals to join the highlighted strategies and objectives models (Blanchard & Thacker, 2013). It is evident that the company’s workforce comprises skilled and professional individuals; hence, the training would influence the firm’s competence as the approaches seek to implement diversification of expertise at reduced cost plans. On the other hand, the competitors would fail to influence the workforce, and the outcome would propel performance and revenue growth. Such credentials indicate that the extension of the training and development services would influence the different types of employee teams to engage in the company’s petroleum production programs over those of its competitors citing the fast and unprecedented security of the model towards the populations’ employment. It is realistic that the alternative decision would enhance the corporation’s ability to influence petroleum clients within the market and outside the region at the extent that the corporation would diversify its service network. Secondly, the counterproductive behavior is evident in the relationship between the workforce and the managers who have been delegating extra job responsibilities other than those cited during recruitment. The vices are negatively affecting the organization; hence, the need to implement alternative measures to restructure the relationships. The recommended solution for alleviating counterproductive employee behavior is the establishment of an open-door policy whereby the workforce will address their grievances in the absence of obstacles from the vertical channel (Blanchard & Thacker, 2013). According to the perceived alternatives of yielding the necessary Asian client population towards the acquisition of the forecasted revenues, an extension of the petroleum production services would serve to deliver the target objectives. Arguably, the training program services would influence the workforce and the Asian society to perceive the approach as a fast model of petroleum production activities regarding the establishment of eco-friendly and other social services. Conclusion The study has indicated the necessity for the petroleum firm’s top management to review its departments’ practices towards the employees. Further, the consultancy has reported the need for the implementation of motivational factors that would enhance job satisfaction within all levels. The intensive and independent study recommends such solutions in the absence of influence and bias. Therefore, the management’s adoption of the highlighted solutions in the various categories is critical towards the establishment of a lasting solution. Presumably, petroleum firm will restore its workforce and subsequently build a healthy relationship that will in turn affect the quality of performance and enhance the achievement of the long-term objectives. ReferencesTop of Form Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices. Boston: Pearson Education.Bottom of For Chen, D. N., & Liang, T. P. (2011). Knowledge evolution strategies and organizational performance: A strategic fit analysis. Electronic Commerce Research and Applications, 10(1), 75-84. Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. pearson. Leekha Chhabra, N., & Sharma, S. (2014). Employer branding: strategy for improving employer attractiveness. International Journal of Organizational Analysis, 22(1), 48-60. Rizzi, M., Ciocchini, N., Montefiori, A., Ferro, M., Fantini, P., Lacaita, A. L., & Ielmini, D. (2013). Intrinsic retention statistics in phase change memory (PCM) arrays. In Electron Devices Meeting (IEDM), 2013 IEEE International (pp. 21-7). IEEE. Top of Form Spector, P. E. (2012). Industrial and organizational psychology: Research and practice. 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