Demonstrated Effectiveness of Training within the Workplace to Improve

The Quality Management Plan at Club Nova reflects two core quality improvement plans: House Cleanliness and Employee Retention. Club Nova collects member and staff satisfaction data at least semi-annually in order to analyze that data and to make headway in finding a remedy for these two issues. Alas, no solution has been found. Staff turnover rate is at an all-time high, with 6 of 10 staff having left Club Nova since July 2011. For the members, I recognize that losing valued and favored staff will result in decreased member participation and attendance, strained interactions with new staff, and overall dissatisfaction with the functioning of Club Nova. My solution is simple. Club Nova should invest in its staff. According to Nowack’s research (2011), 42.6% of those within his study reported that career growth and learning opportunities were a significant factor in their continued employment at a given job. Staff who are more knowledgeable about the Clubhouse Model and who receive various on-going training will operate a more efficient program, will experience less frustrations in dealing with the organizational style within Club Nova, and will enjoy their work significantly more thereby reducing staff turnover and improving member satisfaction. Which Staff & Members Do We Offer Training? Club Nova is a unique environment in which all members and staff function along-side each other to complete the tasks during the work-ordered day. Trainings should not be any different in this model. Tanvir, Hussain, & Janjua, (2011) defined training as the â€Å"attainment of the skill, ideas and attitudes to obtain the desired performance and results.† Given that the responsibilities of the day fall on both members and staff, each pe... ...nd Stress.† Envisia Learning, http://abstracts.envisialearning.com/78-abstractFile.pdf Olivero, G., Bane, K., & Kopelman, R. (1997). â€Å"Executive coaching as a transfer of training tool: effects on productivity in a public agency.† Public Personnel Management, 26(4), 461-469. â€Å"Schedule,† Retrieved from http://www.fountainhouse.org/content/schedule Smith, A., Oczkowski, E., & Smith, C. (2011). To have and to hold: Modelling the drivers of employee turnover and skill retention in Australian Organisations. International Journal of Human Resource Management, 22(2), 395-416. doi:10.1080/09585192.2011.540162 Tanvir, M., Hussain, A., & Janjua, S. (2011). A Remedy based Concept: Impact of Encounter Service, Culture and Employees Training on Customers Satisfaction of Hospitality Industry. Interdisciplinary Journal of Contemporary Research In Business, 3(2), 1237-1247.