Research Paper, 2012, 18 Pages
III. The Supporting Role of Needs Assessment during Reorganization
A. Exploring the Stages of Needs Assessment
1. Organizational Support
2. Organizational Analysis
3. Requirements Analysis
4. Task/KSA Analysis
5. Person Analysis
B. The Advantages and Disadvantages of Needs Assessment during Reorganization
IV. Instruments and Concepts used in Needs Assessment during Reorganization
V. Identifying Validity when Measuring a Needs Assessment during Reorganization
VI. Focus-Forward vs. Patched Intervention
This research focuses on human resources (HR) skills training; the purpose is to evaluate the needs assessment process during reorganization. Reorganization is based on observing the areas of lack within the organization. Organizational reconstruction means: (1) exploring the components of needs assessment to see how each interacts; (2) detecting the advantages and disadvantages of needs assessment during reorganization; (3) considering the instruments and concepts used to perform needs assessment, and (5) identifying the validity levels of the Instructional System. Two created perspectives were introduced: focus-forward and patched intervention. These two perspectives relate to both needs assessment and the validity levels of the Instructional System. Overall, in consideration of today’s organizations, reorganization does not happen automatically, and close observation is imperative.
Key Words: reorganization, organizational reconstruction, restructuring, needs assessment, focus-forward, patched intervention
Word Count: 4406 words
A needs assessment serves the purpose of addressing the strengths and weaknesses of organizational training programs. During this process, strategic planning is involved for effective retraining, similar to Hayton’s (1988, January) perspectives on employee retraining—award restructuring and industry restructuring. Cook (2005, September) supports the development and implementation of training procedures through the Learning Needs Analysis (LNA) model. In addition, this process also involves conducting research of how employees, prospective and current, gather knowledge to accomplish goals through completing tasks and gaining knowledge, skills, and abilities (KSAs) (Bentley, 2007; Foley, 2009, February; Bowman, 1987; Dries, Pepermans, Hofmans, & Rypers, 2009). Needs assessment, vital to human resources (HR) skills training, consists of five stages: (1) Organizational Support, (2) Organizational Analysis, (3) Requirements Analysis, (4) Task and KSA Analysis, and (5) Person Analysis. How about when needs assessment procedures are involved when a business is in reorganization?
Foley (2009, February) discussed that reorganization is important in HR skills training towards more career-forward solutions to advancement, although it does not happen overnight. In reorganization, steps are taken to get the organization running towards a futuristic organization-based perspective within training program development. Aside from the explanation of the needs assessment stages, there will be explorations of the impacts and the setbacks of needs assessment during reorganization. Some of the instruments and concepts used for needs assessment during reorganization that will be featured in this research are: (1) the Learning Needs Analysis Model (Cook, 2005, September); (2) the Artful Learning Wave Trajectory Model (Kerr & Lloyd, 2008); (3) Kaufman’s Organizational Elements Model (OEM) (Guerra, 2005); (4) Learning Management Systems (LMS) (Bentley, 2007); and (5) the Training Needs Analysis (TNA) (Bentley, 2007). Using these instruments and concepts to assess a needed organizational change would convey the potential benefits and threats to validity.
As a result of researching the structure of needs assessment in organizations, two perspectives are created: (1) focus-forward, which reflects the long-term goals in an organization; and (2) patched intervention, which reflects the short-term goals of an organization. The end result of the reorganization process involving needs assessment would be the employees easily gaining KSAs from their decision-making experiences.
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