Evaluating the effectiveness of the employee retraining program with special reference to the property management industry in Hong Kong

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Evaluating the effectiveness of the employee retraining program with special reference to the property management industry in Hong Kong


Author: Li, Wai-yee
Title: Evaluating the effectiveness of the employee retraining program with special reference to the property management industry in Hong Kong
Degree: M.Sc.
Year: 2000
Subject: Occupational retraining -- China -- Hong Kong
Real estate management -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Dept. of Management
Pages: ix, 142 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1568952
URI: http://theses.lib.polyu.edu.hk/handle/200/5219
Abstract: The purpose of this project was to evaluate the effectiveness of the retraining program in Hong Kong. Since the economic recession of Hong Kong in the nineties, unemployment rate rose up considerably, from 2% in 1994 to 6% in 1999. The Employees Retraining Board (ERB) was established in 1992 to retrain the displaced workers with new knowledge and skills, and assist them to get employed in the job market. In this research, the property management industry was chosen to illustrate the evaluation as it was the second largest in terms of number of retraining classes and reemployment rate. This research comprises hypotheses testing, identification of the most important factor in the retraining program, evaluation of the training effectiveness, suggestions to the existing retraining programs and job context, cost and benefits analysis. Both qualitative and quantitative methods have been employed, in which all the stakeholders, ERB, training bodies, trainers, retrainees, supervisors and employers, were approached through questionnaires and interviews. In the previous research of Wong (1998), only trainers and retrainees got involved in the evaluation. This research involved more stakeholders, however, the comments of the general public have not yet been included. Further research should be put on these areas in a larger research scale and longer time frame. This research concluded that the five independent variables, namely, Meeting the Training Needs of Retrainees, Administration, Input, Process and Communication were strongly correlated with the two dependent variables, Reaction and Learning. These two dependent variables were firstly identified by Kirkpatrick (1958) for the satisfaction and learning condition of the trainees. Moreover, the job context, in addition to the Reaction of the retrainees, also strongly correlated with their Behavior. It was further suggested by trainers, retrainees and supervisors that modules of practice at their real working positions and experience sharing were significant to be added to the program as it would better equip them to take up the post. After attending duty at work, retrainees also needed the support of their supervisors and the management of the company. It included opening up communication channels among the retrainees, supervisors and the management, support from supervisors who should also be well prepared for the company change and a fair and equal reward system. The retraining programs, both Tailor-made and General Programs, were generally good and well received by the retrainees. Learning conditions and behavioral change of retrainees was also satisfied by the retrainees, trainers and supervisors. Besides, extra value was created to retrainees as the program recovered their confidence to get employed in the job market after new knowledge and skills learnt. However, there were also drawbacks to the retraining program. The placement rate of the retrainees was not as high as publicized by the ERB as part-time jobs, temporary jobs and jobs not relevant to the training subject were also counted. As the counting basis was on the number of jobs being occupied rather than on headcount, it would be double counted if a retrainee was employed in two part-time or temporary jobs. The turnover rate of the retrainees was also high, which deduced the contributions of the retraining programs. In addition, all stakeholders did not conduct cost and benefits analysis to their retraining programs, which failed to justify their value of existence and if the benefits outweighed the cost incurred.

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