Paul Arhewe

 The Impact of Strategic Management on Organizations’ Human Resource Development (A case study of Language Resource Center (LRC) Inc.). Acknowledgements The completion of this project would not have been successful without the valuable inputs and encouragements from some wonderful people of whom I am expressing my gratitude. Foremost, I want to appreciate my wife and four children who have given me the moral support, the strength and inspiration to complete this work. I also owe my gratitude to all staff of Language Resource Center Inc. and especially to my company's supervisor Ms. Luisa M. Paredes, BA. My university supervisors have painstakingly guided me to ensure I came out with a good report. For this I say thank you to Mr. P.C.J. Verschoor and Mr. A.M. Ostè. Lastly, I had promised my dad in 2012 to complete my studies and graduate at Rotterdam University of Applied Sciences. I wish to dedicate my thesis to my father who passed away in 2012. He is a role model I will forever appreciate and cherish in life. Abstract Using the case study, Language Resource Center Inc. (LRC) the survey analysis has revealed that for a service-structured organization on-the-job training is best in increasing workers’ productivity. Getting practical training will delivery services to customers’ makes workers get the experience to effectively apply those acquired knowledge during the training sessions. A quantitative research method was utilized where data were generated from 98 respondents in testing the five research questions. Among the findings for the study is lack of job security will truncate the process of effective human resource development, and level of diversity in workers’ background does not affect human resource development in organizations. It is thus recommended that management of organizations should give equal priority to strategic plans that aims for the growth of the organization those that have to do with human resource development. Table of Contents Acknowledgements2 Abstract3 1.Chapter 1: Introduction6 1.1.Context: Organisation Characteristics of the Client6 1.2.Management Issue7 1.3.Thesis Objectives8 1.4.Research Objectives8 1.5.Research main Questions9 1.6.Ishikawa (Fishbone) diagram10 1.7.Structure of the report11 2.Chapter 2: THEORETICAL FRAMEWORK12 2.1.Introduction12 2.2.Literature Review (Per research question/theme)12 2.3.Theory Relevance Tree24 2.4.Summary25 3.Chapter 3: METHODOLOGY26 3.1.Introduction26 3.2.Research Questions26 3.3.Research Strategy and Data Collection28 3.4.Sampling Technique and Sample Size29 3.5.Planning and Execution of the Research30 3.6.Summary30 4.CHAPTER 4: RESEARCH FINDINGS31 Introduction31 4.1.Research Justification31 Research Question 1:33 Research Question 2:35 Research Question 3:37 Research Question 4:39 Research Question 5:40 4.6. Chapter Summary42 5.CHAPTER 5: CONCLUSION AND RECOMMENDATIONS43 Introduction43 5.1.Conclusion43 5.1.1.Ishakawa diagram44 5.2.Recommendations45 5.2.1.Recommendations Per Theme45 5.3.Chapter Summary47 6.CHAPTER 6: STRATEGIC IMPLEMENTATION48 6.1.Implementation48 6.2.Time of Implementation48 6.3.Financial Overview49 6.4.Risks49 6.5.Chapter Summary49 7.CHAPTER 7: REFLECTION50 Introduction50 7.1.Reflections on Competencies50 7.2.Lessons Learned Throughout the Process50 7.3.Improvement Points50 7.4.Eligibility of BBA Degree50 7.5.Chapter Summary51 Bibliography52 Appendix: Questionnaire55 1. Chapter 1: Introduction 1.1. Context: Organisation Characteristics of the Client Language Resource Centre Inc. (LRC) is a leading interpretation and translation service provider in the United States. It has services ranging from interpretation and translation via online, over the phone (OPI) and video remote interpretation (VRI) services. The services are done in over 190 languages, in addition to sign language interpretations. The clients for the organizations include individuals and organizations from healthcare sector, government institutions and ministries, legal, commercial and educational institutions. LRC’s intrinsic value to its customers in measured on how deadlines are met, quality and clarity of transcribing services, error free output and value worth of services to the amount paid. It has an operational website, written in English Language and operates at the international level. The corporate headquarter office of LRC is based in Charlotte, North Carolina. It has other operational units in Manassas, Virginia. Through its website and phone, video devices the company operate global interpretation and translations services. The research work is focused on how Language Resource Center Inc. (LRC) workers are trained and developed in making them more productive. Also, it has carried out analysis on how the development of human resource impacts on the company's strategic management. It is interesting to research on the pattern of workers training and development for an organization that provides interpretation and translation services to clients. How would the training and development process be structured? How would this training and development program affect the strategic operations of LRC? These are some of the questions that the study provided solutions. 1.2. Management Issue The company aims to improve its productivity and ensure customers satisfaction. The reason for this organisation’s objective is to generate increased projects and increase its clients’ list. The industry has periods of peck and low demands for services. Therefore, having the right workforce that delivers high quality service to customers will attract more demands for the company’s services. Hence, it wants its strategic operations to align with development of its human resources. This is aimed at ensuring that workers have the necessary training and expertise to implement the organization’s strategies for it to attain the aforementioned objectives of increasing productivity and customers’ satisfactions. Strategic management involves a rational planning process directed towards achieving clearly defined coherent goals. The strategic approach adopted by management of organizations may goes on to either boost human resource development or hinder the process which may turn out to affect productivity rate. According to Wilson (1999, p. 27) “An alignment between strategy and training and development is now commonly regarded as a good business sense in all corners of the globe”. This is as a result of the limited resources and finance to aid an organization in the attainment of its goal. Thus, HR development will go a long way in the organization to attain effectively set goals in the most efficient way. The following problems have prompted the researcher’s interest in wanting to proffer solution to them: i. The environment where business organizations operate is very dynamic, thus the internal and external environments of an organization are affected by, sometimes, phenomenon outside the control of the management of such organizations. This sometimes has direct or indirect influence on the speed in developing human resource in an organization ii. Job security has always being the fear of workers in the course of organizational transformation, as it grows. How strategic management can be carried out in order to alley this fear from their existing workers, as the organization play for their development. iii. Conflict of culture among workers, as per their background and social, political affiliation may cause a hindrance in organization program drawn for HR development. How can these diversities in organization cultures be managed and combined to promote a cordial and peace atmosphere in the newly merged organization iv. How would the business strategy of organizations be conducted so as to take into cognizance the hitherto strategy each organizations had carried out so that it won’t be dysfunctional to the effective and efficient management of the business organization. 1.3. Thesis Objectives The following are the objectives which the study intends to achieve 1. Analyze the existing gaps workers development in LRC, including best method to implement in training workers, approach to execute corporate general policy in such a way that will not obstruct the effective training and development of workers. 2. To analyze and assess the existing pattern of workers training and development in LRC. To see if the organization’s current on-the-job training programme if the best for its staff. 3. To analyze how the existing workers development and training program has impacted on LRC’s strategic operations. LRC measures its productivity according to the feedbacks and reviews from clients and the volume of projects it gets within a particular time. Hence, when workers have increased productivity, it can measure to their performances based on the aforementioned indices. 4. To recommend ways of improving the training and development programs being implemented in LRC 1.4. Research Objectives The following under listed are the objectives that this study is focused on achieving: 1. To evaluate if the organization has effective strategic management that would assist in workers training and development. A good strategic management will not hamper the scheme drawn out by organisation in training and developing its workforce. 2. To determine the best pattern of structuring training program form LRC in such a way that would match its organisational structure and profile. 3. To establish if the organisation has in the past embarked on constant strategic management and policies changes that could affect its human resource training and development. 4. To determine whether when employees have no job security their productivity would be affected and this will also hamper training and development programs organised for their growth. 5. To estimate how diversity in cultural, behavioural pattern, and groups affiliation affect the organisation’s HR development. 1.5. Research main Questions The following are the main questions that will lead the study in proffering feasible solutions to the managerial problem aforementioned in the initial part of this chapter. 1. How strategic management in LRC would affect training and development of workers? 2. What training program would best suit LRC and increase productivity? 3. How changes in strategic management in LRC affect the rate of its human resource development? 4. How does job insecurity affect effective human resource development within an organization? 5. How do the differences in workers’ cultural background affect their training and development programs in an organization? Questionnaire and interview are adopted tools for data collection from selected members of the LRC.  In the course of conducting this research, both primary and secondary data were utilized; the primary data is generated from self-administered questionnaires to the respondents. The questionnaires have two sections. Sections A, would have the bio-data of the respondents, while section B would have questions relating to the study and the research questions. The questionnaires would be were sent through e-mail and postal mail to reach wide areas and prevent the restriction of selecting the respondents to a particular area. This has also safe the cost of reaching respondents in distant areas. The choice for selecting questionnaire as the instrument for data collection is because it allows for less complication and difficulty in data collection. Also, respondents are freer to give answers to the questions using this data collection tool. The secondary data are derived from textbooks, journals and reputable online sources. 1.6. Ishikawa (Fishbone) diagram 1.7. Structure of the report The report is developed into six chapters. 1. Chapter one contains the research introduction; stating the case study, management problem, research objectives, research questions, research design and illustrating the study with the aid of fishbone diagram. 2. Chapter two contains literature reviews and theoretical framework for the study. 3. In chapter three the research methodology and unit of analysis for the study were presented. 4. Chapter four contains data presentations, data analyses and interpretations. 5. In chapter five the research findings, conclusions and recommendations were presented. 6. Chapter six of the study presented strategic implementation and actionable roadmap for company in implementing the findings from the study. 7. Chapter 7 contains a reflection on the study and its findings The next chapter has to do with the literature review of scholarly works that give this report insight of the nucleus of what organizations human resources development entails. And it also laid basis for effective strategic management. The theoretical framework adopted, including scenario planning and total quality management (TQM) gives insight on how service delivery to clients can be organized to improve customers’ satisfaction. Mintzberg’s managerial roles in organizations are also beneficial because managers have the major task of directing workers to realizing the organizational goals and objectives. These theories 2.0 Summary The previous chapter has extensively laid a foundation on which the whole report is structured and how things were conducted. Hence, Chapter one explained the introduction and background of the study; it outlined and explained the research objectives. This chapter is very important that reader can get a concise insight to all what is expected in the whole research work. Chapter 2: THEORETICAL FRAMEWORK The review of literatures gives background to the study and theoretical framework that would give the structure of the report. Theories are likened to maps that show researchers on how and where to direct their studies. Thus, reviewing literatures that are of significance to this study would enable us appreciate what other scholars have done in the past in the subject matter been treated. 1.8. Introduction The Ishikawa (Fishbone) diagram is used a guide for the selection of literature reviewed in this chapter. Hence, studies which reflect on how organizations can develop its human resources and make them efficient in bringing out those desired results for their organization are reviewed. Literatures on training processes and how organizations have managed diversity in workplaces were reviewed. How the environment which organizations operates, and change management have affected their competitive and strategic operations. Processes of service delivery and how they have effect or impact on human resource’s effectiveness. Also, studies on quality services delivery and the required skills in human resources to meet clients’ needs were reviewed. To further know the impact of strategic management on human resource development the Mintzberg’s managerial roles theory is used as a theoretical frameworks and concept for the study. Strategies operated by organizations are what make them different from other rivals. For these companies to have an edge over others then the development of human resource who can effectively implement these strategies is very germane. 1.9. Literature Review (Per research question/theme) Training in workplace and managing diversity among workers Cox & Blake (1991), in their study analyzed on how management of organizations can manage diversity and create competitive advantages. In their study, they evaluated how management of cultural diversity impacts on the six dimensions of business performance. These six dimensions of business performance include cost, creativity and innovation, marketing success, problem-solving quality, attraction of human resources, and organizational flexibility. Cost wise, the study says organizations have not effectively managed diversity in women and other factors such as racial and ethnic differences. The report argues that cost implication in managing diversity takes place in benefits and schedules of workers. It is argued that “Organizations which do not create the right changes to enable more successful use and retain workers from diverse backgrounds will suffer a significant setback in their competition when compared with those firms that do” (Cox & Blake 1991, p. 47). The report’s analysis also shows that organizations that manage the workers diversity in their workplaces have been able to reduce absenteeism and cut down turnover costs. Diversity in workplaces is not only related to the workforce, but markets are becoming more diverse. Furthermore, the study reveals that diversity in workplace can be reduced when organizations adopt a broadened operation and methods that shows less standardized; this will result in organizational flexibility (Cox & Blake 1991, p. 52). Cox & Blake (1991, p. 52) recommended that when management operates a multicultural organizations this can lead to competitive advantage where benefits of diversity are maximized and the shortcomings are minimized. Furthermore, by maintaining highest quality of human resource an organization can utilized the diversity in its workforce for its corporate advantage. The study is related and of relevance to our service topic in the area of managing diversity and human resource development. The observed limitation in the study is that too many concepts are discussed within limited space and there was no much room for elaborate explanation of all stated variables of the study. In their study, Batt and Applebaum (1995) take a look at whether diverse settings in worker participation affect the outcome of their work and asked the question who benefits? The research adopted survey design in generating data from occupational groups; including workers who are skilled in network craft, those working in offices that are semi-skilled, those workers that have semi-kill in machine operations. The research questions for the study include, what constitute the outcomes of workplace innovations? Who benefits from the existing different types of innovations? What differences and outcomes exist between off-line employee participation programs and online work reorganization experiments? The theoretical framework for the study is not focused on one theory, but discussed theories relating to human resource, job satisfaction and motivation. It thus, looked at comparison between the sociotechnical theory and job characteristics theory. It is stated that both theories identifies key attributes of work design which contributes to effectiveness in team work (Batt and Applebaum 1995, p. 6). Utilizing the survey data, the researchers were able to answer that both workers and the companies they work for benefits from innovations. However, for apparel workers the data shows a mixture outcome. It is also revealed that companies benefits from the high performances from team workers. The benefits for workers from innovations, according to the report are based on more autonomy, job satisfaction, and better working relationship (Batt and Applebaum 1995, p. 22). The report further reveal that employees’ attitudes are affected by online and team based participations, than in offline participations. The report is very reach in illustrating and explaining the benefits of innovations to workers and firms. The report also shows the benefit in working as a team. However, it would have been better and added to the quality of the report if a theory out of the several used was broadly analyzed and applied to the research variables. Pelled (1996) in his report developed a theoretical model which gives explanation on “the turnover and mixed performance consequences of demographic diversity in work groups”. Furthermore, the model formulated was able to show that the different variables in demographic diversity can be classified into the level of visibility and level of how related it is to the job. Pelled (2005) model indicates that the visibility and job-relatedness of diversity in workplace indirectly influence the amount of turnover or performance enhancement generated from the variable. The study used the model to generate six research hypotheses, which were discussed along the boundary conditions from the models, and recommendations were proffered based on the findings. The report also gave the effects of diversity on conflicts. It is shown that mixed sex diversity has potentials for higher interpersonal conflicts, more tension, lower friendliness and respect. The report’s recommendations are not easily tradable, but it is very rich in explaining the implications of diversity in workplace. Knowledge Management and Innovation creation In his report on acquiring innovation knowledge via effective process management, Huang (2006) finds out that knowledge management as a tool in spurring innovativeness in organizations’ operations goes on to improve organization’s performance. The study is based on qualitative approach where in-depth explanation is given to the research variables. The report also shows that knowledge management framework brings about improvement in information integrity in the organization and innovative management. It is argued that to support effective innovation, knowledge management approach is usually aligned with human resource management in modern organizations (Huang, 2006, p. 384). There are four phases associated with innovative process, in combination with knowledge management approach. These include: technology push (1st generation which spanned from 1950 to the mid-1960s), market pull (2nd generation, mid- 1960s to early 1970s), coupling model of innovation (3rd generation spanning from early 1970s to mid-1980s), and the integrated innovation process (4th generation, spanning from early 1980s to early 1990s) (Huang, 2006, p. 384). In contemporary times, knowledge management plays supportive role in enabling organizations to gain more innovativeness for their operations. In other to make use of knowledge sharing and transfer in building an effective innovation project, the P3C4 model is designed for the study. This model indicates the process of acquiring innovation information. For the model P3 represents the three significant kinds of information that are for innovative usage. These consist of process, product, and people. The different innovation models in the procedure to actualize effective innovation are captured in the ‘process element’. These consist of Phase-gate model, radical innovation models, and four stage model, while, the product element indicates concrete targets of innovation. The people element pertains to the role of human resources in the innovation process. Four C’s of innovation are identified as: cases, conditions, concepts and changes. The study explains that cases element describes the metadata of the innovation project, such as subject, title, date, author, key words, among others. The condition element in the innovation model presents the up-to-date circumstances of the project. The concept element shows major concept that can be captured and visualized in the innovation project and its inter-link. And lastly, the changes element brings solution to the internal and external changes that are related to the innovation project (Huang, 2006, p. 385). The diagram above illustrates the P3C4 model for innovation, showing the linkages among the different elements during the process of acquiring innovation information. To align innovation knowledge with knowledge management in an organization can be achieved through semantic integration; with background on ontology and contexts. Organizations can use their existing knowledge management tools and innovation tools by storing structured knowledge objects in knowledge base format. Also, concept maps from mind mapping are stored in isolated files (Huang, 2006, p. 386). The diagram below shows a web process of integrating innovative knowledge with knowledge management. The research work of Huang (2006) also shows that innovation process management involves modeling innovation process and semantic integration process. The innovation process management gives solution to major control flow patterns, along with innovation specific patterns. On the other hand, when using the semantic integration process, captured modeled knowledge is processed through context-aware semantic integration tools, like e-learning, enterprise knowledge management etc. This is processed in a sequential flow pattern. A critic of the report has shown that the strength of Huang (2006) study is that it is very rich in information sharing and process flow of matching knowledge management with innovation management. Its presentation and explanation of the research variables is explicitly done. It is clear to read and understand. However, the study would have been more enriched if more practical management examples were illustrated for every process and approach stated. Also, no data collection and research methodology was presented. Though, methodology for innovation process was mentioned, this is specific to the approach not the methodology used for the general study. The paper by Plessis (2007) attempts to clarify two issues; the role of knowledge management in innovation and the factors that drive the implementation of knowledge management in innovation. The author’s methodology for his research paper is the use of research literature and personal interpretations and experiences. The author finds that technology plays an essential role in knowledge management reflecting on innovation and consequently on product life cycles and the high rate of new product development. This paper presents the value of a successful innovation and its tightened relevancy with knowledge management availability, explosion and extension. Liao and Wu (2009) conducted a study that is pegged on knowledge management and innovation, looking at the mediating effects of organizational learning. The report endeavors to create a model by using common wealth magazine’s top 1000 manufacturers and top 100 financial firms in Taiwan in 2007 to analyze the moderating effects of organizational learning between knowledge management and innovation. A 5-point Likert scale was used in weighing the respondents’ approval or disapproval of the research questions. A correlational analysis was used to statistically analyze the research data. The analysis of the report shows that organizational learning is the mediating variable between knowledge management and organizational innovation. Hence, it is concluded that when knowledge management is a vital input, and organizational learning is a key process, this implies that organizational innovation would be a critical output. The following research questions were raised for the report: 1. Would knowledge management affect organizational innovation positively? 2. Would knowledge management affect organizational learning positively? 3. Would organizational learning influence organizational innovation positively? 4. Is organizational learning a mediator between knowledge management and organizational innovation? The diagram below shows the connection and flow between knowledge management, organizational learning, and organizational innovation. The research questions above were originally presented in the report as research hypotheses. These hypotheses are represented by H1, H2, H3, and H4 respectively. The report has successfully shown the linkage and importance between knowledge management, organizational learning, and organizational innovation. However, it is observed that more explanation and expatiation of the characteristics of the three research variables would have further enriched the report. Innovation creation becomes a value workers possess after training them. In this view Deyong et al. (2007) focused on innovation competence based on tacit knowledge. The report shows that tacit knowledge plays a prominent role in improving organizational innovation capability and performance. This is achieved by reviewing study on knowledge management and innovation. The study utilized a quantitative research approach by using SPSS to analyze its research data and indexing of relative innovative capability concepts was conducted. The study gathered data from 51 companies in different industries, including- petrochemical, mechanical, electronic and consultative. Questionnaire was utilized as the tool for data collection. Some of the research questions for the study included: How related is tacit knowledge to innovation? What are the impacts scoring other variables of knowledge against tacit learning? What role does tacit knowledge play in organizational innovation? Hence, the research’s findings include that companies which are in high level of innovation have better effect of tacit knowledge. Also, it is revealed that there is a positive correlation between tacit knowledge and innovation capability.It is seen that innovation has the capability of making an organization gain competitive advantage from its tacit knowledge. Furthermore, organizations with strong innovative power will be well positioned to have effective knowledge learning environment. The problem of weak competition resulting from poor learning environment is avoided. Deyong et al. (2007) report is well structured with data collection, analysis, interpretation and explanation of findings. Though, data were derived from some case study as indicated in the report, it failed to show how its findings are related to these case studies and other similar organizations. Yu and Fan (2005) in their study looked at subject-oriented knowledge reconstruction in organizational innovation management. The report proposes the idea of subject-oriented knowledge reconstruction and proffers a reconstruction model. It implemented a method that is used in analyzing knowledge flow model. The report identified three levels of knowledge flow model in organization innovation management. These include: Knowledge source where organization’s activities, materials, traditional resources and operations are stored in form of data through electronic data interface. The stored knowledge is in the form of implied repository of knowledge network. The second level is knowledge management, which has three phases: knowledge acquiring, knowledge organizing, and knowledge evaluation. The third level is knowledge reconstruction, “which is a vital stage of knowledge flow for exerting the value of knowledge asserts” (Yu and Fan 2005, p. 736). Quality Service Delivery There are different approaches organizations uses in quality control during their operational or production processes. Total Quality Management (TQM) The management strategy in TQM has existed since 1950s. TQM has been used by organizations to bring satisfaction to customer. In this approach, organizations incorporate quality in their business strategy. TQM thus becomes a part of every function of the organization, starting from top level management to all micro processes and teams across the organization. The model is thus no more constrained only to operations. The organization strives to achieve quality improvement in small processes and these small processes are then integrated to form large processes with improved quality. For the TQM to be effective, all members of an organization participate in improving processes, products and services in which they work. This participation requires communication across different functional teams and activities, workforce training, communication from leaders and management to their lower level employees and most of all customer focus. Six Sigma Six Sigma grew out of quality control efforts at Motorola. The core purpose of six sigma is to reduce variability in processes. This approach aid operators and managers to identify those factors that causes variation in the operation process. Furthermore, they will be well positioned to rectify such identified errors effectively and quickly when the approach is applied. Six sigma is implemented by black belt practitioners and requires the team to undergo training to be able to successfully achieve process improvement. TQC Approach Another approach to quality control in organization’s operations management is the Total quality Control (TQC), otherwise referred to as Company-wide Quality Control (CWQC). In this approach multiple functions are integrated into the operations quality process. According to Garvin (1988), the Japanese are known to have adequately utilized this quality control method. A major element of this strategy is that horizontal linkages are used in quality control. Furthermore, the process involves all employees with unique characteristics (Garvin, 1998, p. 191). In their study, Zeithaml et al. (2002) evaluate service quality delivery through websites. A critical review of extant knowledge was conducted for the study. In the report, it is shown that service quality via the websites is an important strategy for the successful operations of organizations. In this case, using web sites to operate business is more effective than embarking on cheap web presence platforms. According to the study quality service from organizations using web sites need to understand what customers need and carryout evaluation of the desired online services available to customers. The study extensively conducted literature review, assessing main criteria that concerns how customers evaluate quality service delivery. An evaluation of e-SQ compared with traditional pattern of service quality delivery from both customers’ and organizations’ perspectives were carried out. According to the study, there is a “communication gap in the effective use of web sites for increasing quality service delivery when there is lack of understanding between organizations personnel and their web sites features, capabilities, and observed limitations” (Zeithaml et al. 2002, p. 369). The report’s structure is not simply written; it requires someone with technical and info-technology background to understand some of the terminologies presented in the report. Seth et al. (2004) reviewed the service quality models. In their study they evaluated different service quality models and identified areas of future research. 19 various service quality models were tested for the study. Few among these models include: the technical and functional quality model, the GAP model, the Attribute service quality model, IT alignment model, among others. Among the report’s findings is that service quality outcome for organizations is concerned on the type of pattern of service ( i.e. the setting), time, situation, need, among other factors. Also the report indicates that customers’ preferences for a particular service are changing. The factors responsible for these changes, according to the report this include: time, increase in competitive environment for businesses, and the increase numbers of customer encounter with a particular service. The Seth et al. (2004) study has broad and well-presented research. Each of the 19 models assessed were well presented and explained in line with the review pattern adopted for the report. Competition and service delivery Organizations in contemporary times are faced with stiffer competitive environment. Thus, the competition is an advantage to service users as the more competitive firms are in an industry the likelihood for them to develop innovative services and products to outwit rivals. With this above view, Kalai & Rubinovitch (1990) in their report take a look at how optimal service speeds in a competitive environment. Their study utilized a designed model to analyses economic behavior of organizations in a service competitive environment. The designed model is sued to illustrate the pattern which competition in speed service delivery takes. This is classified into unique symmetric strategic of equilibrium where expected waiting time is infinite; where in same scenario expected waiting time in finite; many, non-symmetric strategic equilibrium with finite or infinite expected waiting time. The study focused on two major concepts: competitive game of servers and the market share of server existing within a multi-server facility. Thus, among the findings of the study include that monopolist with focus for maximizing profits only is tend to disregard issues that regard to fast service delivery. Also, the report shows that where competition is existing speed of service delivery maybe poor where cost of delivering service is high compared the proceeds the service providers get. In addition, this poor speed service will occur where the demand for service is high (Kalai & Rubinovitch 1990, p. 12). It is also revealed that some organizations may on their own increase the speed of service delivery in order to retain customer satisfaction within a minimal level. Such scenario will see the vendor taking decision not to follow the normal process and “waiting lines” (Kalai & Rubinovitch, 1990, p. 12). The report gave enormous mathematical analyses for models to clarify the objectives for the study. Thus, it requires a scholar with in-depth mathematical background and understanding to the modeling analyses. This is where the report failed in simplifying its analyses for the average scholar with less mathematical background. Wellenius (2000) looked at extending telecommunications beyond market and weighed it against universal service competitive environments. In the report it is argued that governments in bid to provide telecommunications services to all its populace sometimes extend beyond the capacity in which private sector can provide. Thus, in order to prevent such problem, the report proposed a cost-effective solution to increase focus and minimize obstacles against proper effectiveness of the market. Hence, this measure should allow users to decide the amount of what they need and can afford. Thus, government’s decision in the above scenario should include which services it would render? At what cost? Which populace in the society will get the service? The report argues that for competition to thrive government should determine the level at which it will intervene in the market. Germane question arises against the development here: “Should universal service policy go beyond intervening at the tail end of the market to also lead development of these new markets?” The answer to the question depends on who dictates the decision that concerns beyond the telecommunications industry and who pays for such services (Wellenius 2000, p. 11). The report took a qualitative approach in explaining the research variables. This is explicitly done for easy understanding with lots of illustrations to back points raised. Theoretical Framework Management executes strategic plans that will enable their organization to compete favorable. Thus, according to the topic of this research to describe the variables within and make it take action form, the explanation will be that human resource development in organizations depends on effective strategies operated by managers. The functions of a manager are classified in Luther Gullick created the acronym –POSDCORB to highlight what management function entails. These functions of a manager, in line with the POSDCORB are planning, organizing, staffing, directing, coordinating, reporting and budgeting. However, Mintzberg (1973) describes managerial functions to include 10 roles which are further categorized into three groups. These three categories of managerial functions according to Mintzberg include- interpersonal roles, informational roles, and decisional roles. Each of these categorized functions has sub-functional roles. For instance, interpersonal roles of managers include figurehead and liaison roles. Also, informational roles include sub roles like monitor, disseminator and spokesman roles. Lastly, the decisional roles have the following sub roles - entrepreneur, disturbance handler, resource allocator and negotiator roles. Shapira & Dunbar (1980) further reclassified Mintzberg’s managerial work categories into two – roles which pertain to the generation and processing of information and the second is the roles which deal with managerial decision making in organizations. It is pertinent to state that Mintzberg’s managerial roles theory applies to different categories of managers; no matter the organization they operate from. Thus, the Mintzberg’s managerial roles theory is applied in this study as theoretical background. Implementations of Mintzberg’s managerial roles in organizations Managers of organizations can execute interpersonal functions in the following ways: Figurehead: this is a leader that only exists as a symbolic head of an organization. He may represent the organizations during ceremonious functions, but don’t play commanding functions as regards policy formulation and implementations. A figurehead plays the managerial role functions that increasing making presentations on behalf of the organizations, cutting ribbons during launching and official opening of projects, representing the organization in ceremonious functions, among others. The figurehead in Mitzberg’s figurehead is can also be termed as a Liessez faire or free rein leadership style is one that gives maximum freedom to workers to make discretions of their own pertaining on how they choose to work or operate. He has little contribution to make on the pattern of steering the workers in working towards meeting the organization’s objectives and goals. Thus, he is regarded as a figure head. In summary, the figurehead performs only social and some legal functions in the organization, as a managerial role and does not take active part in directing subordinates to achieving their given tasks. Liaison role can be enforced by managers of organizations, when they contact or liaise with other managers or experts from other organizations, or divisions within their own organization and communicating outcomes of these collaborations to their subordinates. Thus, the functions of participating in meetings, business correspondence with members of other divisions or organizations are the role performed by liaison managers. The informational roles perform by managers have the following tasks to carry out: Monitor (otherwise referred to as receiver) is a role that managers perform when they collect data to analyze basic functions of the management of resources for the organization. Managers can perform this role by handling relevant correspondence, partaking in meetings, attending workshops, conferences and seminars, engaging in tours, exhibitions and research development functions that are aimed in giving managers the insight to make better decisions and good judgments. Disseminator of information is a task which managers of organizations engage in when they pass the corporate decisions to subordinates or new development of things in their organizations. Managers tend to carry out information dissemination functions by passing information to departments or units, within the organization where written letters. Also, managers can disseminate information through interviews. During interview sessions, the interviewer and the interviewee can ask question and information through this means will be disseminated between both parties. The world in this computer age is fast becoming a global village with means of communication and transportation enabling the rapidity of exchange of information. Time and space for conducting activities and information dissemination is becoming thinner as time goes by, as a result of effect of globalization. According to Bordo (2003, p. 285), the world travelling thinker has the desire and ability to explore reality and putting on what others have on. This means recognizing and being aware of what other passes through. These differences in life styles are incorporated within one’s world. Thus, this leads to harmonization in taste for fashion, people’s culture and adopting new technical values and norms. “Taking care of one’s physical appearance and cultivating one’s body to look good in contemporary times is becoming a moral issue and very sensitive that the message is being pasted globally” (Bordo 2003, p. 285). Spokesperson role in Mintzberg’s informational roles for managers entails that as executive officers in the organization managers can transmit information about the company’s plans, its current position and what have been achieved. As a spokesperson, a manager is expected to be a good communicator and can represent the organization at any given function. Decisional roles of managers are very important for the growth and effective operations of any organizations. 1.10. Theory Relevance Tree 1.11. Summary In this chapter a broad analysis of literature review was conducted. The Ishikawa diagram in chapter one aided the selection of literatures that are significant to the subject matter of the study. The literature review analyzed scholars research designs, their objectives, theoretical/models applied for their studies and findings. In addition, critical analyses of each reviewed literature were presented. The review of literature concerning training in workplace and the management of diversity among workers has helped in showing process of effective managing this varied behavioral pattern and backgrounds of workers. Knowledge management and innovation creation is seen as essential for effective service delivery and gaining an edge in the course for organizations as they compete with rivals. Processes of quality service delivery were discussed; using scholarly journals and materials that gave ample models and processes to enable organizations give quality services to their clients. Furthermore, closely related to the above variable reviewed is competition and service delivery. The analysis looked at how competition enables the speedy delivery of services and the pattern of government intervention in service delivery and how this affects competitiveness. The Mintzberg’s managerial roles theory is adopted for the study as the theoretical framework. In this case, this shows the different roles managers play in strategic management and how this affects the development of workers. The theory relevance tree further gave a pictorial view on the connection existing among the different variables analyzed in this chapter. The next chapter contains the research methodology. This chapter is very important because it explains how the research will be conducted and the method it will apply in actualizing the objectives stated in chapter one. 2. Chapter 3: METHODOLOGY The previous chapter contains the review of literatures and also presented the theoretical framework that stands as roadmap for the actualization of this research. As previously stated the choice theories selected are germane and gives better explanation to human development, service improvement and risk management. Also, they explain better ways of effective formulating and implementing strategic management in organizations. Research methodology gives explanation to method and design researchers adopt for their studies. For the research variables used for this study, to analyze how strategic management decisions from managers affect the development of human resource a case study approach is used. Hence, with the aid of data collection tools the survey design is adopted. This falls under the quantitative research approach. 3.1. Introduction This chapter explains the research method and research design utilized in the study. The data collection tools, data analysis tools are presented and explained. In any good academic report the research method and design is expected to be explicitly defined and presented. This usually formed the bedrock of the research and gives validity and reliability of conclusions reached for the research questions. The use of quantitative approach is to enable the data derived from the research respondents to be statistically analyzed and valid conclusion drawn for each of the research questions. According to Balnaves & Caputi (2001, p. 105) quantitative research method entails observer or the researcher personally involve in the collection of data. Thus, the method can be applied to any of case study, survey or experimental approaches. In the view of Michell (1997) quantitative method involves basically two tasks: investigation of the research attributes and formulating procedures for measuring the magnitude of the quantitative research attributes. Thus, survey design according to Balnaves & Caputi (2001, p. 105) is appropriate hen researcher is handling a large population of study and cannot observe directly the variables to be studied. 3.2. Research Questions Restating of the study’s research questions are published below: 1. How strategic management in LRC would affect training and development of workers? 2. What training program would best suit LRC and cause increase productivity? 3. How changes in strategic management in LRC do affect the rate of its human resource development? 4. Do fears of job insecurity brought about by instability in business environment affect effective human resource development within an organization? 5. How does level of diversity in workers’ background affect human resource development in organizations? Unit of Analysis The study’s topic when functionalized tends to measure those impacts of managerial strategies formulations and implementations on human resource development. Hence, the above research questions need answers for different aspects of the variables related to the study. The unit of analysis for the study includes management strategic implementation and formulations in our case study (LRC). Analyzed results will be used in generalizing to broad spectrum of strategic managing and human resource development in organizations. Also, the unit of analysis how effectively workers training and development in the organization, creating increased productivity, change management and effects on human resource development, impacts of job insecurity, and the effects of workers diversity on human resource development. Data Collection Instrument The research which is survey design, utilizing a case study analyses has utilized questionnaire as a tool for data collection. The research used both primary and secondary data in analyzing the study’s variables. The primary data is derived with the aid of the questionnaires which are administered to staff and clients of LRC. Secondary data were derived from research works, from journals, peer review reports, textbooks by other scholars, authors that are related and relevant to this study. Each questionnaire contains two sections. ‘Section A’ requests for respondent’s bio-data and ‘Section B’ raised questions built around the study’s research questions. The choice of questionnaire as an instrument for data collection is relevant in the sense that it allows allow for simplicity in data collection and makes the research respondents in be free from anxiety, remaining calm when providing answers to the questions. Check Appendix 1 for the sample of questionnaire administered to respondents and used for the study. The questions used to guide the in depth interviews The interview questions guide sent to management of LRC are questions that relates to: Its organizational structure, how client works are processed, how the organization ensures quality are observed? How are workers motivated? What ethics guide the organization’s operations? Is there training for workers? If yes, how is this conducted? Also, on what aspect of translation and interpretation services requires customers ' satisfaction? How can quality of service be delivered in the translation and interpretation services of LRC? Who constitute the clients of LRC? Observation Criteria Observation to ensure that each question rely the intended information which the researcher wants to derive. Most questions in section B were provided with close ended format with options. Those with open ended format where few and usually were questions demanding for further answers. Thus, the observation sequence gives explanation to the choice of data and sample size collected. The observation criteria thus will be to collate the numbers of respondents that chose same answer for particular question in the questionnaire. The different groupings derived according to their choice of answers will be used in the research analyses. 3.3. Research Strategy and Data Collection The research strategy adopted for this study is adequate since it is a study in the management / social academic field. Researches in social and managerial sciences utilize non-experimental approaches in research, unlike scientific researches that engage in laboratory and utilizing scientific processes in conducting the studies. According Aken (2001, p. 3) Management theories are proven through scientific processes. Though, “too broad and sometimes too trivial to require practical relevance and those lack enough rigorous justification”. The adopted design for management sciences research adopts a casual model approach where certain variables are explained and tested, unlike scientific design that has closed system approach (Aken, 2001, p. 9). While quantitative research approach adopted for this study has a pattern of analyzing and presentation of data, qualitative approach is no single accepted pattern of implementing it in research (Snape & Spencer, 2013, p. 14). Thus the use of statistical tools to analyze the data for the study is a quantitative approach, and it is ideal for this study because it gives more reliability and validity to the findings of the study. Unit of Observation and Unit of Analysis Thus, the research strategy of adopting a survey design and using a case study to analyze the variables of the study is adequate. The topic of the research requires an approach that will source for data through our adopted data collection tools: including questionnaire and via interview. The utilization of quantitative research approach, especially the survey design is appropriate to the study’s unit of analysis. The assessments of the research variables, on the training and development of staff, strategic management operations, analyzing the effect of diversity among workers, change management and other variables linked to Language Resource Centre Inc. are well analysed via the collection of primary data through the survey method. Also, the analysis of this data through a quantitative approach will give more accurate explanation of the research findings. The Data Analysis Technique The quantitative analysis method would be used for the analysis of the data for the study. However, in situation where the need arose, Simple percentage is used to classify the responses of the respondents in a tabular form and interpretation would be given to this. Chi-square (X2) statistical analysis is utilized in testing the report’s research questions. Conclusion on test of hypothetical statement is reached via the outcome of x2 test. The formula for conducting this statistical analysis is given below: X2+ (O-E)2 E Where ‘O’ represent the observed frequency ‘E ‘represents the expected frequency. The decision rule for the chi- square (X2) include: 1. Accept the null hypothesis (h0), when the calculated value of X2 is lesser than the table value of X2. Hence, reject the alternate hypothesis (H1). 2. Reject the null hypothesis (H0), when the calculated value of X2 is greater than the table value of X2. Hence, accept the alternate hypothesis (H1). 3. The findings of the research study would be derived based on the conclusion reached from the statistical analysis carried out. 3.4. Sampling Technique and Sample Size Sampling Method The quota sampling method would be used in selecting the subjects for the study. Quota sampling is a non-probability sampling method, a form of accidental sampling done in line with quota or strata in the total population. According to Odiagbe (1999, p. 48), quota sample is selected in such a way that various components appear not only in proportion to their sizes in the target population but selection is stopped as soon as enough of the sub-group is selected. The quota sampling method is adequate for this study since there is a placement of quota selection on those to form the research respondents. Also, quota sampling being a non-probability method would make the selection of the respondents for the study to be easy. Anyone can be included in the group selection; so far the number of selection does not exceed the 70-30 percentage ratio apportioned for workers of LRC and other stakeholders to the organization such as shareholders, customers, business partners, governmental agencies etc. Sample Size The sample size, which is the number of respondents drawn for the study comprised of 100. 70% of the respondents, constituting 70 people, are workers, including top management of LRC. The remaining 30% of the respondents are clients, and other stakeholders who interact and share knowledgeable information with the selected companies. The categorization of the subjects for the study in the above given proportion becomes appropriate, since workers of the organization would have vast knowledge of LRC operates its strategic management and how human resource development practice is conducted in the organization. The number of sample size used is adequate because it makes data analyzed to be properly managed than when larger sample size is utilized. Assuring credibility of the research In assuring credibility of the research, a pretest of the data collection instrument is organized. The questions are distributed to 5 individuals and after answering the questions, the researcher asked if they had any difficulty in answering the questions or any ambiguity in the drawn questions. The response gotten from the pretest exercise was positive. The response was that it was easy to answer the questions, without any mix up. This indicates that the data collection instrument has high level of reliability and the answer to be derived from its usage will be highly credible. 3.5. Planning and Execution of the Research There is no major deviation from the original plan other than the focus on more variables related to the topic of the study. This little deviation is to get very rich analyses. The ethical considerations for the study are ensured that the reviewed literatures are free from falsification of data and misrepresentation of fact will not be allowed for the study. Hence, the data for the research work were not falsified. They are generated based on the actual response the respondents give. Furthermore, it is pertinent that the study respected the privacy of the respondents and protected information they gave. Vital information from respondents was only utilized for the cause of conducting the study and not to be passed to a third party. It is also important that the study strived in ensuring that all secondary data used are properly referenced in order to prevent plagiarism. 3.6. Summary This chapter explained the survey research method the study has adopted. A quantitative approach is used in analyzing the variables from the case study. The research questions were presented again, linking them to the unit of observation and unit of analysis where discussed. The chapter also gave explanation to the data collection method; sampling technique and sample size were discussed. The approach in ensuring validity and reliability of tool of data collection was discussed. The pretext has shown that the data collection tools are very reliable and have high level of validity. The next chapter is more of statistical and quantitative analyses. It presents, analyses and reveals findings that are in line with our stated objectives. This chapter is very important in this report because, it reveals the research propositions that are true or false regarding the subject matter undertaken in this research work. Also, the research questions for the study are analysed in chapter four. 4. CHAPTER 4: RESEARCH FINDINGS The previous chapter three, explains how the data for the study will be collected, the strategy to be adopted in collecting this data, the type of respondents to use and the method to be utilized for analyzing the data. Hence, it is very relevant to this chapter four, it guides on how the research analysis is conducted for the study. Introduction This chapter contains data presentation, data analyses and research hypothesis testing. The research questions drawn in chapter one and re-presented in chapter three formed part of questions contained in the research questionnaires that were administered to respondents; either working with LRC or those who have stake in the business and some clients. The retrieved data are rich and well presented to give good basis for analyzing the research questions. 4.1. Research Justification Reliability test using Cronbach’s Analysis in SPSS, it tests the Likert 5 scale questions drawn for the hypothesis testing with options, ranging from strongly agreed, agreed, uncertain, disagree and strongly disagreed. Hence, these likert 5 items (questions 7 to 11) as input in the Cronbach’s reliability test generated the following SPSS output: According to Tavakol & Dennick (2011: 54) “acceptable level of alpha in Cronbach test is within the range of .70 to .095”. Since our output is .830, we will accept the reliability of the instrument for data collection. As explicitly stated in Chapter three, the data collection tool was administered to 100 respondents; constituting LRC’s staffers, stakeholders and clients. The retrieval level for the administered questionnaires was high with 98% returned questionnaires with answers. Hence, to further justified the reliability of the data utilized for the study the demographics of the respondents are presented in the tables below. Table 4.1 Respondents by Sex Sex Frequency Percentage Male 37 38% Female 61 62% Total 98 100% The date in table 4.1 shows that the respondents that participated in giving answers to the study’s questionnaires have larger number of females; constituting 61 or 62% while male are 37 or 38%. Table 4.2 Respondents by Age Age Frequency Percentage 18-25 years 73 74% 26- 35 years 25 26% 36 - 45 years 0 0% 46 years and above years 0 0% Total 98 100% The data distribution in Table 4.2 shows that the highest numbers of respondents for the study are between the age bracket of 18 – 25 years. For this group, they are 73 or 74% of them. Also, the table shows that 25 or 26% of the respondents are within the age bracket of 26 – 35 years. None of the respondents are within the age bracket of 36 years and above. Therefore, the data implies that virtually all of the respondents are within the youthful age, vibrant and young professionals with working experience. Table 4.3 Respondents by Country of Nationality Country Frequency Percentage United States 18 18% Dominican Republic 22 22% Somalia 25 26% El-Salvador 8 8% Others 25 26% Total 98 100% Table 4.3 above has shown that 18 or 18% of the respondents are from the United States, while 22 or 22% of them are from Dominican Republic. Also, 25 or 26% of the respondents are from Somalia. 8 or 8% of the respondents are from El-Salvador, while 25 or 26% of them are from other countries not stated. Therefore, the data shows that majority of the respondents are from Somalia and Dominican Republic follows. For question 4 in the study’s questionnaire, some of the professions of the respondents stated include: i. Accounting ii. Client Relations Manager iii. Customer Services Officer iv. Customer services Associates Table 4.4 Respondents Relationship with LRC Relationship Frequency Percentage Worker 69 70% Client 29 30% Shareholder 0 0% Government Agency 0 0% Total 98 100% Table 4.4 shows that the highest numbers of the respondents, constituting 70 or 70 % are workers of LRC, while 30 or 30% of them are clients to the company. None of the respondents are either shareholder or government agency. The distribution above reflects the quote system sampling method proposed in chapter 3. Table 4.5 Respondents According to Length of Service in LRC Length of service Frequency Percentage Less than 1 year 9 13% 1-5 years 51 74% 6-10 years 9 13% 11- 20 years 0 0% 21 years and above 0 0% Total 69 100% Table 4.5 shows that 9 or 13% of the respondents who are worker in LRC have less than 1 year experience in the organization. The highest numbers of the respondents have 1-5 years’ experience working in LRC. This number constitutes 51 or 74% of the respondents. Furthermore, 9 or 13% of these set of respondents have 6-10 years’ experience working in LRC. However, none of the respondents has length of work experience in LRC amounting to 11 years and above. Research Question 1: How strategic management in LRC would affect training and development of workers? For the research question above, question 7 in the questionnaire was constructed to generate data for the analysis. Hence, the data derived from the respondents are presented below: Table 4.6 Strategic management in LRC will affect training and development of workers Options Frequency Percentage Strongly Agreed 37 38% Agreed 37 38% Uncertain 24 24% Disagree 0 0% Strongly disagree 0 0% Total 98 100% The table above shows that 37 or 38% of the respondents strongly agreed that strategic management in LRC will affect the company’s training and development policy for workers. Another 37 or 38% agreed with this view, while 24 or 24% of them are not uncertain of the outcome. None of the respondents disagree with this research statement. Thus, the data presentation above shows that most of the respondents agree that strategic management in LRC will affect training and development of workers. Test of research hypothesis 1: Strategic management in LRC will affect training and development of workers. Using the similar data presentation on Table 4.6 H0: Strategic management in LRC will not affect training and development of workers H1: Strategic management in LRC will affect training and development of workers Strategic management in LRC will affect training and development of workers OPTIONS OBSERVED FREQUENCY EXPECTED FREQUENCY Agree 74 32.7 Uncertain 24 32.7 Disagree 0 32.7 Total 98 98 O E O-E (O-E)2 (O-E)2 / E- - - Total - X2 calculated value = 87.18 Degree of freedom = (r-1) = (3-1)=2 5% level of significance = 0.05 X2 table value = 5.991 DECISION FOR HYPOTHESIS ONE Since X2 calculated value is > the X2 table value, we will reject the null hypothesis which says strategic management in LRC will not affect training and development of workers. Hence, we accept the alternative hypothesis (H1), which says strategic management in LRC will affect training and development of workers. The analysis therefore shows that the pattern of strategic management or management approach adopted by the organization will affect the policy it uses in training workers. Some management policy tends to hinder workers development and growth while others encourage this. For instance, where Management by Objective (MBO) or Total Quality Management (TQM) are practiced by an organization workers will be involved in contributing inputs during objectives making and targets setting. This practice tends to affect positively the development of workers in such organization. MBO system entails collaboration between organization’s superiors and subordinates to identity, formulate and implement specific performance objectives. Hence, progresses in the attainment of these objectives are measured with periodical reviews and rewards given according to workers performance. Organizations who have utilized the MBO strategy have increased productivity of their workers. This has made the strategy widely adopted in contemporary times. Hence, traditional management methods have been discarded for MBO. Even though the strategic approach seems to be difficult to implement and sometimes brings about complication when not properly implemented, it is ideal. In terms of control and effectiveness, MBO is very useful in covering practical problems identified with organizations. Thus, in a scenario where workers are not involved in making useful contribution in setting objectives and targets for the company’s growth this will have a negative impact on their self-development on the job. Research Question 2: What training program would best suit LRC and cause increase productivity? To analyse the research question, the question number 8 in the questionnaire is utilized. Table 4.7 On-the-job training program will best suit LRC and cause increased productivity Options Frequency Percentage Strongly Agreed 45 46% Agreed 34 35% Uncertain 10 10% disagree 5 5% Strongly disagree 4 4% Total 98 100% The data in table 4.7 shows that greater numbers of the respondents agree that On-the-job training program will best suit LRC and cause increased productivity. Thus, 45 or 46% of them strongly agree while 34 or 35% agree with the view. Furthermore, 10 or 10% of the respondents are uncertain about this statement, while 5 or 5% of them disagree. The analysis also show that 4 or 4% of the respondents strongly disagree that On-the-Job training is best for LRC and will increase its workers’ productivity. Test of research hypothesis 2: On-the-job training program will best suit LRC and cause increased productivity Using the similar data presentation on Table 4.7 H0: On-the-job training program is not suitable for LRC and it won’t cause increased productivity H1: On-the-job training program will best suit LRC and cause increased productivity On-the-job training program will best suit LRC and cause increased productivity OPTIONS OBSERVED FREQUENCY EXPECTED FREQUENCY Agree 79 32.7 Uncertain 10 32.7 Disagree 9 32.7 Total 98 98 O E O-E (O-E)2 (O-E)2 / E- - - Total - X2 calculated value = 98.49 Degree of freedom = (r-1) = (3-1)=2 5% level of significance = 0.05 X2 table value = 5.991 Decision For Hypothesis Two: Since X2 calculated value is > the X2 table value, we will reject the null hypothesis which says on-the-job training program is not suitable for LRC and it won’t cause increased productivity. Hence, we accept the alternative hypothesis (H1), which says on-the-job training program will best suit LRC and cause increased productivity. Therefore, On-the-job training scheme where workers get training and develop new skills as they conduct their official functions is appropriate for an organization like LRC. The company embarks on translations and other freelancing services. Hence, when workers are trained as they carry out these functions they will tend be very effective and their output will be error free and leading to more satisfaction for the company’s clients. Training requirement for this small organization can be on-the-job training, where workers in the company will undergo training while they are still working on their desks. The second approach is ‘off-the- job’ training, which could be organized training sessions away from the organization’s environment. This could be through workshop, conferences, seminars etc. The initial step to embark when training worker is to assess their productivity level. This can be attained through performance assessments of each of the workers. The proper performance appraisal conducted by organizations would go a long way to help them in directing synergy towards meeting effective organization goals and objectives. When workers are not appraised and their performance not evaluated, they tend to work at cross-purposes. The Human resource department should be able to draw out the performance evaluation plans and explicitly communicate this to every member of the organization. This is likely to lead to the formation of bonding between the organization and its workers and enhance their performance skills on the job (Farrazzi & Gatti 2007). Furthermore, it is expedient that the organization’s training program should have direct access in studying those areas where the performance appraisal shows weaknesses in staff. Hence, the alignment between the organization’s objectives and goals should be directed in meeting this observed performance gap (Wilson 1999, p. 27). Research Question 3: How changes in strategic management in LRC do affect the rate of its human resource development? To analyse the research question, the question number 9 in the questionnaire is utilized. Table 4.8 Changes in strategic management in LRC do affect the rate of its HR development Options Frequency Percentage Strongly Agreed 28 29% Agreed 42 42% Uncertain 28 29% disagree 0 0% Strongly disagree 0 0% Total 98 100% Table 4.8 shows that 28 or 29% of the respondents strongly agree that changes in strategic management in LRC do affect the rate of its human resource development. 42 or 42% of then agree with this view, while 28 or 29% of the respondents are uncertain about the statement. None of the respondents disagree with this view. Thus, the data frequency table indicates that majority of the respondents agree that changes in strategic management in LRC do affect the rate of its human resource development. Test of hypothesis 3 H0: Changes in strategic management in LRC do not affect the rate of its HR development H1: Changes in strategic management in LRC do affect the rate of its HR development Changes in strategic management in LRC do affect the rate of its HR development OPTIONS OBSERVED FREQUENCY EXPECTED FREQUENCY Agree 70 32.7 Uncertain 28 32.7 Disagree 0 32.7 Total 98 98 O E O-E (O-E)2 (O-E)2 / E- - - Total - X2 calculated value = 75.92 Degree of freedom = (r-1) = (3-1)=2 5% level of significance = 0.05 X2 table value = 5.991 Decision For Hypothesis Three: Since X2 calculated value is > the X2 table value, we will reject the null hypothesis which says Changes in strategic management in LRC do not affect the rate of its HR development. Thus we will accept the alternate hypothesis (H1) and conclude that changes in strategic management in LRC do affect the rate of its HR development. Organizations, like other things, face change. Thus, management of changes in organization is very essential for the organization and for workers development. An organization that can effective manage changes can compete favorable with its rivals. As an organization continues to operate there are bound to be new innovation in the industry, or pattern of production this makes old pattern stale and needs a vibrant workforce to quickly adapt new changes. According to Brown & Eisenhardt (1998, p. 4) managing change means reacting to it; it means for example, responding to a competitor’s product move with a better product, adjusting to a new government policy by creating a novel service that exploits the change, or meeting unexpected customers’ demands with an innovative repackaging of existing products. Also managing change entails anticipating changes, where there should be forecasted insight into what is likely to occur and then positioning the organization for this likely future occurrence. Thus, for an organization like LRC the ability for it to introduce new pattern of in its translation services and utilize the aid of information technology devices will enhance its output and lead to customers’ satisfaction Research Question 4: Do fears of job insecurity brought about by instability in business environment affect effective human resource development within an organization? To analyse the research question, the question number 10 in the questionnaire is utilized Table 4.9 Fear of job insecurity brought about by instability in business environment affect effective HR development within an organization. Options Frequency Percentage Strongly Agreed 28 29% Agreed 42 42% Uncertain 28 29% Disagree 0 0% Strongly disagree 0 0% Total 98 100% Table 4.9 shows that 28 or 29% of the respondents strongly agreed that fear of job insecurity brought about by instability in business environment affect effective human resource development within an organization. 42 or 42% of them agree with this view, while another 28 or 29% of them are uncertain concerning the statement. None of the respondent disagrees with this view. The frequency percentage table thus shows that fear of job insecurity brought about by instability in business environment affect effective human resource development within an organization. Test of hypothesis 4: H0: Fear of job insecurity brought about by instability in business environment does not affect effective HR development within an organization. H1: Fear of job insecurity brought about by instability in business environment affect effective HR development within an organization. Fear of job insecurity brought about by instability in business environment affect effective HR development within an organization. OPTIONS OBSERVED FREQUENCY EXPECTED FREQUENCY Agree 70 32.7 Uncertain 28 32.7 Disagree 0 32.7 Total 98 98 O E O-E (O-E)2 (O-E)2 / E- - - Total - X2 calculated value = 98.49 Degree of freedom = (r-1) = (3-1)=2 5% level of significance = 0.05 X2 table value = 5.991 Decision For Hypothesis Four: Since X2 calculated value is > the X2 table value, we will reject the null hypothesis which says Fear of job insecurity brought about by instability in business environment does not affect effective HR development within an organization. Hence, we shall accept the alternative hypothesis that says fear of job insecurity brought about by instability in business environment affect effective HR development within an organization. The implication of this analysis shows that where workers are faced with constant fear from job insecurity they will lose concentration on any training or development program given to them. Lack of concentration and fear from of the unknown; especially when it has to do with whether the workers will be sacked or lose his job, will lead to disloyalty, inefficiency, and low productivity. Such situation will make the worker not to be developed and will have difficulty taking up higher role or responsibility. Global economic meltdown, like the last one witnessed in 2008 to 2010 usually make many organizations to retrench part of their workforce. Furthermore, globalization has made easy access to international labour. Markets at the international scene are caused to be interlinked. This will lead to new application of management styles and innovation for pursuing new products and increasing competition at the international market scene. The traditional employment arrangement in developing countries and maybe destabilized thereby leading to job lost and fear from job insecurity. Research Question 5: How does level of diversity in workers’ background affect human resource development in organizations? To analyse the research question, the question number 11 in the questionnaire is utilized Table 4.10 Level of diversity in workers’ background affect human resource development in organizations Options Frequency Percentage Strongly Agreed 25 26% Agreed 12 12% Uncertain 24 24% Disagree 12 12% Strongly disagree 25 26% Total 98 100% Table 4.10 shows that 25 or 26% of the respondents strongly agree that the level of diversity in workers’ background affect human resource development in organizations. 12 or 12% of them agree with this view, while 24 or 24% of them are uncertain on the statement. Another 12 or 12% of them disagree with this view, while 25 or 26% of them strongly disagree. Thus, the data presentation above shows majority of the respondents are divided concerning the issue. Test of hypothesis five: H0: Level of diversity in workers’ background does not affect human resource development in organizations H1: Level of diversity in workers’ background affect human resource development in organizations Level of diversity in workers’ background affect human resource development in organizations OPTIONS OBSERVED FREQUENCY EXPECTED FREQUENCY Agree 37 32.7 Uncertain 24 32.7 Disagree 37 32.7 Total 98 98 O E O-E (O-E)2 (O-E)2 / E - 24 32.7 - - Total - X2 calculated value = 3.45 Degree of freedom = (r-1) = (3-1)=2 5% level of significance = 0.05 X2 table value = 5.991 Decision For Hypothesis Five Since X2 calculated value is < the X2 table value, we will accept the null hypothesis which says level of diversity in workers’ background does not affect human resource development in organizations. Hence, we will reject the alternate hypothesis (H1) that says level of diversity in workers’ background affect human resource development in organizations. The implication of the above analysis is that workers with different background- cultural, race, political affiliations, religion, beliefs, etc., such factors do not affect their development and training within the organization. Hence, diversity is not a factor that will hinder effective training and development of workers within the organization. Diversity in workplace is also a factor that influences the behavior of workers. Many workers may be influenced by behavior different from theirs. Sometimes this behavior may be positive or negative. “In creating these changes, affirmative action had an essential role to play and played it very well” (Thomas, 1990). “Corporate success has demanded a good deal of conformity, and employees have voluntarily abandoned most of their ethnic distinctions at the company door” (Thomas, 1990). 4.6. Chapter Summary This chapter began by justifying the data collection tool and analyzing its validity. Also, the data generated by the research were presented. Each research questions were analyzed. Among the findings in the data analyses include, that strategic management in LRC will affect training and development of workers. On-the-job training program was found out to be very suitable for LRC and this will cause increased productivity in the organization. Also, it is found out that changes in strategic management in LRC do affect the rate of its human resource development. Another findings from the analyses of the research questions is that fear of job insecurity brought about by instability in business environment will affect effective human resource development within an organization like LRC. Lastly, as opposed to our research question proposition, the analysis in this chapter has revealed that the level of diversity in workers’ background does not affect human resource development in organizations. The next chapter 5 presents the summary of findings from the analysed data in this chpter four. It also gives conclusion and make pragmatic recommendations on how to solve the identified problems for the study. CHAPTER 5: CONCLUSION AND RECOMMENDATIONS Introduction The previous chapter conducted an extensive data analyses and the test of the research questions stated in chapter 1. The analyses have reveal findings that are germane to this research work. This chapter gives a conclusion based on the analysis and findings gotten from the study. The research work extensively looks at how management strategic operations impacts on human resources development. Hence, other variables were also analyzed. Thus, the conclusion will give explanation on each of the findings and compare with details presented in our Ishikawa fishbone diagram. Furthermore, this chapter will proffer feasible recommendations on how the case study and similar organizations can effectively manage their managerial operations and strategies and use them to consolidate on workers development and performance in the organization. 4.2. Conclusion The analyses done in chapter 4 have enable the researcher to find out relationship between management operations and how these tend to affect or encourage workers’ productivity. In many instances, managerial strategies are formulated in making the organization grow and sometimes, the top executive of organization may be too focused on the growth of the company and fail to realize the required effort in developing and training workers, which will make them speedily, attain these long term goals and short term objectives. 4.2.1. Ishakawa diagram The following themes as reflected in the Ishakawa diagram below are important findings generated in the study. The fishbone diagram above reflects those sub objectives that are part of the findings of the research work. The differences between the Ishakawa diagram presented in chapter one and the one above is adduced to the findings derived after data analysis was conducted. The analyses in the previous chapter have shown that strategic management in LRC when not properly aligned with the objectives and goals of human resource management and workers training will obstruct the program. Another objective linked to the finding of this report is that the best training and development scheme for LRC is On-the-job training. This training and development program which entails workers carrying out the training sessions while they work on the station or desk. It is very effective as workers tend to improve on their job as they train. Furthermore, the researcher was of the view prior to the analysis that diversity in work place will hinder training session. However, the analysis in this report has proof that notion to be wrong. It is found out that, workers diversity in term of their ethnic background, political and religious affiliation, race and beliefs will not obstruct workers training and development in organization like LRC. In another finding linked to the fishbone diagram above, is that lack of job security will truncate the process of effective human resource development. Our hypothesis in chapter four agrees that fear of job insecurity brought about by instability in business environment affect effective human resource development within an organization. When workers are scared that they would be sacked at any given time; seeing evidences of their previous colleagues that were fired, such insecurity affects any program designed for their development. Full concentration and focused minds is required for workers to excel and develop in the job there are employed to do. Another finding from the study pertains to the important role change management. The research hypothesis which says changes in strategic management in LRC do affect the rate of its human resource development is accepted. The environment in which businesses operate is very dynamic. Thus, organizations like LRC need to make provision for its workers to adapt to changes. This can be break in new technology, process of manufacturing, pattern of rendering services to clients and customers, among others. 4.3. Recommendations This section of the chapter proffer suggested solutions to the problem of developing human resource and at the same time operating an effective strategic management in LRC. The recommendation also is feasible to similar organization facing problem of effective aligning of their strategic management with human resource development. 4.3.1. Recommendations Per Theme Aligning strategic management with policy of human resource development should be conducted by ensuring the management of the company focuses not too much on the corporate growth of the organization. But, it is germane that human resource development and training is equally given priority. When human resource is developed then the task of attaining strategic plans and the desire for corporate growth will be easily attained. This recommendation is in line with the proposition of the human relations school. The Human relations theory find out that workers operate as a team and there exist a social interaction among them, that is, an informal social interaction, other than the everyday formal working process. This informal connectivity among the workers is a source of which they are being motivated. According to Mayo (1945: 112) “… the eager human desire for cooperative activity still persists in the ordinary person and can be utilized by intelligent and straightforward management. The best vehicle to its achieving was informal groups (rather than formal work teams), as they provided their members with the basic needs for communication and cooperation.” The results of the research led researchers to feel that they were not explained by classic theory, which stressed the formal organizational and formal leadership. The Hawthorne studies helped us to see that an organization is more than a formal arrangement of functions but is also a social system” (Wertheim, 2005). Thus, job satisfaction interdependent and informal social interaction in working place is discovered as among the multi- dimensional factors that spur the workers of an organisation into putting his/ her best in increasing their productivity level. Productivity will be high and the workforce will be more effective and efficient, hence reducing wastages incurred in the course of carrying out their official functions. Thus, in essence, giving equal priority to strategic plan of ensuring corporate growth and the plan for human resource development is very germane. Diversity in workplace will not constitute a problem to effective human resource development. Hence, the organization should ensure that it harnesses the advantage of having a diversified workforce by ensuring that they don’t work at cross purposes. That is duplication of functions and each group’s work obstructing that of others in the organization. Diversity in workplace is also a factor that influences the behavior of workers. Many workers may be influenced by behavior different from theirs. Sometimes this behavior may be positive or negative. “In creating these changes, affirmative action had an essential role to play and played it very well” (Thomas, 1990, p. 497). Furthermore, it is recommended that during recruitment process this should be fair to introduce workers according to merit not on the basis of diversity. This will go a long way in helping the organization’s getting the right skill to increase its workforce strength and ultimately improve productivity. “Corporate success has demanded a good deal of conformity, and employees have voluntarily abandoned most of their ethnic distinctions at the company door” (Thomas, 1990, p. 500). Another recommendation in line with training process and service delivery is that the on-the-job training that is found to be adequate for the case study, LRC, should sometimes be accompanied by workshop training and seminar. Some training requirement is best discussed outside the workstation and official desks of workers. Effective communication is required in this regard. Internal communication should enable workers to understand what the organization wants for their development and the objectives and goals tied to any embarked training programs. The internal communication is used in communicating to employees, sharing information and clarification of facts. Also, the enterprise uses the internal communication in gathering information from employees, and influencing them to take certain actions in their official duties. There are other sub-divisions channels for internal communication for the Enterprise. These include: formal and informal communication, verbal and non-verbal communication. The formal communication for the organization entails that the company wants to keep records of its communication and thus, wants further informal communication. For instance, a staff who has laid a complaint about unfair treatment, delayed payment or omission for a program, would be replied via formal letter. Then subsequent informal communication will begin to take place. Formal communication usually takes the form of internal memos, official letters, queries, etc. The informal communication channel for the organization entails that employees and management can communicate without making it official and sending internal memos to that effect. This can be face to face communication, discussion on the telephone, voice mail or exchanges of emails. When effective communication is in place the arte of service delivery will be high and thus increasing the level of clients’ satisfaction. This practice reflects the Strategic Human Resource management (SHRM) theory which postulates workers involvement in the strategic operations of an organization. The issue of job insecurity also should be addressed. When workers are not secured there is no way they can concentrate and put in their best in the job at hand. It is recommended that the organization should put in place clear policy and guidelines to follow in terminating any workers job. This postulation is linked to Abraham Maslow’s Hierarchy of Needs Theory. The safety needs is the next in hierarchy to the physiological needs. Human beings according to Maslow, after meeting their physiological needs people tend to be motivated in seeking for their safety needs, which includes assurance for a safety of the future. In a work environment this interprets to job security. Other safety needs include, safety from harm, sickness, security from injustice, unfairness etc. “…the need for safety is seen as an active and dominant mobilizer of the organism’s resources only in emergencies…” (Maslow, 1943, p. 118). 4.4. Chapter Summary The chapter used the Ishakawa diagram to explain the findings from the study and conclusion drawn on each of the main objectives of the report. All conclusions are tied to the themes surrounding how effectively strategic management can be conducted to enable human resource development. Part of the recommendations made in this chapter include that effective communication should be used in carrying workers along and making them have sense of belonging and for them to key into the company’s training and development programs. Job security is also seen as a vital tool in keeping workers concentrated do the right thing to make them improve on their official tasks. Furthermore, there is a recommendation that recruitment should be based on merit and then diversity of workforce won’t pose a problem. On-the-job training should be accomplished with workshop to cover certain aspects of workers training and development. The next chapter six explains feasible way which organizations, such as LRC can implement the recommendations stated in this chapter. It also gives a qualitative explanation of the financial cost and risk that will be incurred when implementing solutions for problems identified in the report. This chapter is useful because it present a practical approach in proffering solutions to the problems identified in the research work. CHAPTER 6: STRATEGIC IMPLEMENTATION Chapter five presented the findings from the report. It also gives conclusion to and makes recommendations. It is based on these recommendations that this chapter restructured. The recommendation in the previous chapter needs a roadmap for effective implementation for the desired results to be attained. Thus, this chapters gives more insight to how organizations, including the case study can implement them. While, there may be other feasible ways of implementing this, the roadmap in this section of the report are drawn as a guide that will direct implementation and the need to introduce control measures where there is observed deviation. 4.5. Implementation For management of the organization to focus on human development needs and align this with strategic plans, it is necessary that too much focus be placed in strategic plans as opposed to human resource development. One way of doing this is for the management to have clear objectives for its human resource development and training prior to executing its strategic plans that patterns to organization growth. With the HR development objectives existing, the setting up of growth plans and implementation would be drawn to accommodate the human resource objectives and long term goals. For diversity of workforce to be effective and free from problem of proper management it was suggested that recruitment should be based on merit and also tasks should be well spelt to prevent them from clashing. To implement this, the organization’s management should ensure at all time it has ethical principle that guide its recruitment process where no race is discriminated at. Also, the recruitment guide should be fair, transparent and free from bias. In addition to ensure merit reign, the management of the organization should have a checklist for every new intake and ensure they meet these guideline before recruiting them. The way to organize On-the-job training is for the organization to draw up training program that corresponds to each worker’s job description. And workshop can be organized to address certain generic training needs of all workers. For the management to remove fear of job insecurity from workers there should be in place warnings, three times before final termination of employment. Workers should be abreast with these rules and guidelines. Hence, when anyone’s job is terminated it will be known he or she has violated the laid down rules. No workers will feel threatened in such situation. 4.6. Time of Implementation Human resource development should be a continuous exercise in the organization. Changes are bound to happen and new technology introduce that will make old pattern of operation moribund. Hence, a development plan can be set on basis of three years, after which the management can review this policy. All objectives stated in the Fishbone diagram should be inculcated in this medium scale plan with 3 years policy review. 4.7. Financial Overview The financial requirement in implementing these recommendations should be minimal and tied to the funds set aside by the organization for its development and organization growth plan. Hence, for workers training and development, the financial requirement should be budgeted in the company’s annual report. This should constitute about 10% of the company’s previous financial profit. In case there was a loss, the company can assign the year’s allocation when it generated profit. 4.8. Risks The risk involve in the implementation of the recommendations is minimal, and is limited to getting required performance from the organization’s workforce after they have undergone the development process. The expectation should be for effectiveness, efficiency in operation, increased productivity and increased speed of service delivery and ultimately customer satisfactions. When the aforementioned are not attained then the organization has the risk of not getting the required expectations or return from fund spent on the HR training and development processes. 4.9. Chapter Summary This chapter gives feasible ways in which the recommendations made in the previous chapter can be implemented in other to get the desired result. Some of these include building ethical and principle guidelines in recruitment, setting out workshops for generic training needs, operating a fair system where all members are equally treated and removing fear by making retrenchment process very transparent. The need to have a three-year human resource development policy, which is subjected to review. Financial for the implementation should be made minimal. Risks are normal managerial operation expectations and return on invested fund on workers training and development. The next chapter, which is the last, gives a reflection on all that has been done in this study. It is important because reader will get to see in concise form all that the study has done and ways to improve further studies on this subject area. CHAPTER 7: REFLECTION Introduction Chapter six presents ways in which the suggested recommendations in the study can be effectively implemented. Thus, it is important that organizations know the risk they will face and financial implementations of implementing these suggested recommendations. Having presented a detailed report; with findings and recommendations made, this chapter is a sum up of the process and reflection on what is attained and those experienced gotten. While, the report is limited to available information and data generated, it was amply backed up with secondary data to give a solid background and valid conclusion. 4.10. Reflections on Competencies This report has exhibited the competence of the researcher as someone that is grounded in management, especially human resource management discipline. A professional discuss is possible with the knowledge of strategic human resource management (SHRM) which focuses on workers involvement in the strategic process of the organization. Furthermore, the professional knowledge of strategic planning and goals setting and actualization is helpful in the successful completion of this report. 4.11. Lessons Learned Throughout the Process The researcher has learned that any valuable task that is worthy achieving requires consistency and one been focused. Distraction from the objectives and long term goals would make it difficult for actualization. Also, there is need to have a framework and a scheme of work to follow on the project before commencing work. This framework stands as guide and modifications are introduced where necessary. During the test of hypothesis, I made to understand that the result can turn out to be different from what you expect and believe was true. 4.12. Improvement Points Future reports on this topic in this project should include more practical sessions of companies operations in the discussion. This will show what actually obtains in organizations and what is been written in theoretical forms. Also, there is the need to expand the respondents and increasing the variables of the topic to include individual workers personal traits that obstruct development plans as initiated by the organization. 4.13. Eligibility of BBA Degree Having fulfilled all requirements concerning the completion of an undergraduate project for BBA degree, the researcher is eligible to be awarded the corresponding degree. The project has successfully covered all expect required, theoretical wise, solid background, and generated the required data which was systematical analyzed and conclusion drawn. The project is not lacking in ethical values, as no part is falsified or plagiarized. 4.14. Chapter Summary Reflecting on the process of writing the report gives the reader to understand what the researcher went through and experience and professional skill introduced in writing a successful project. The chapter, thus, gave some generic and professional knowledge that aided in the writing of this report. Also, ways of improving the topic in future reports were suggested. The argument and statement of defense why the researcher qualifies for award of a BBA degree was also presented. Bibliography Aken, E. Joan. (2001). ‘Management Research Based on the Paradigm of the Design Sciences: The Quest for Tested and Grounded Technological Rules’. Journal of Management Studies. http://cms.tm.tue.nl/Ecis/Files/papers/wp2000/eciswp24.pdf (Accessed 17-6-14). Other references intentionally deleted as per this sample Appendix: Questionnaire I am a bachelor student in International Business and Management Studies Department, Rotterdam University of Applied Sciences. I am conducting a research study titled: The Impact of Strategic Management on Organizations’ Human Resource Development (A Case Study of Language Resource Centre (LRC) Inc.). Please, I need your honest response to every question in this questionnaire. Any information you disclosed will be used solely for the research study; it won’t be disclosed to any third party. Please tick the appropriate box Thank you. Respondent’s bio data 1. Sex of respondent (a) male (b) Female 2. Age of respondent (a) 18-25 (b) 26-35 (C) 36-45 (d) 46yrs – Above 3. Country of nationality ................................................................... 4. Occupation/position............................................................................................................................................................................................................................................... 5. Which of this best fit your relationship with LRC? (a) Worker (b) Client (c) Stakeholder (d) Government agency Others, please state …………………………… 6. Length of job experience in LRC (a) 1-5 (b) 6-10 (C) 11-20 (d) 21yrs – Above Questions related to the research questions 7 Strategic management in LRC will affect training and development of workers. (a) Strongly agree (b) Agree (C) Uncertain (d) Disagree (e) Strongly Disagree 8. On-the-job training program will best suit LRC and cause increase productivity. (a) Strongly agree (b) Agree (C) Uncertain (d) Disagree (e) Strongly Disagree If other training program, please suggest …………………………………………………………………………………… 9. Changes in strategic management in LRC do affect the rate of its human resource development. (a) Strongly agree (b) Agree (C) Uncertain (d) Disagree (e) Strongly Disagree 10. Fears of job insecurity brought about by instability in business environment affect effective human resource development within an organization. (a) Strongly agree (b) Agree (C) Uncertain (d) Disagree (e) Strongly Disagree 11. Level of diversity in workers’ background affect human resource development in organizations. (a) Strongly agree (b) Agree (C) Uncertain (d) Disagree (e) Strongly Disagree 15. What areas do you feel LRC has weakness in its strategic operations? Please state three. i. ……………………………………………………………………………. ii. ……………………………………………………………………………. iii. ………………………………………………………………………………. 16. What are the strengths of LRC in its strategic management operations? Please state three. i. ……………………………………………………………………………. ii. ……………………………………………………………………………. iii. ………………………………………………………………………………. 17. What recommendations do you have for LRC to improve on its human resource development? …………………………………………………………………………………………….. ……………………………………………………………………………………………… ………………………………………………………………………………………………. Thank you for taking you time to fill this questionnaire. I really appreciate this.