4th Industrial Revolution: The Challenge of Changing Human Resources Skills (Published)
This paper comes to examine the intense reflection that arises around the issue of the fourth industrial revolution and the subsequent rapid changes. Changes that affect all areas of human existence, especially labour, drastically. Already from the beginning of the 21st century, international organizations (UN, UNESCO, OECD) are also keen to increase employability and develop relevant skills that can protect it.
Keywords: 4rth Industrial Revolution, Changes, Employability, Skills
Labor Market and Development: UNESCO Research Data on Human Resource Training (Published)
The Sustainable Development Goals Program was adopted by the United Nations in September 2015 and is an evolution of the Millennium Development Goals Program (2000-2015). Its main axes are economy, society and the environment, with an emphasis on education and training for professionals, which are considered to be fundamental foundations of economic and social development. UNESCO is called upon to play an important role in implementing the Agenda, as it has both the right experience and extensive diplomatic networks. To this end, it has drafted official texts on the achievement of the Agenda 2030 objectives. Its recent text, “Third World Report on Adult Learning and Adult Education” (GRALE III), presents the results of an international research involving 139 UNESCO member countries on the impact of Learning and Adult Education on Health, Prosperity, Employment and the Labor Market, Social, Political and Community Life. This study, through the qualitative analysis of the above-mentioned text, reflects and investigates the impact of education on the labor market and the development of human resources. The thematic analysis shows that the development of the labor market and human resources is linked to the type of education and skills provided by population group, financing, strategies and policy-making.
Keywords: Education, Labor market, Policy, Skills, UNESCO
Frequency of On-Job Training (Ojt) Of Administrative Staff Atmmust: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills
Frequency of On-Job Training (OJT) Of Administrative Staff At MMUST: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills