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Objectives in the Employee Learning and Growth Perspective, Capstone Project Example

Pages: 2

Words: 673

Capstone Project

The learning and growth Perspective

Considering learning and growth perspective, Wal-Mart supermarket focuses on improving its learning and growth initiatives through training of employees and enhancing corporate cultural attitudes, all geared towards ensuring that the performance of its employees is improving. In this perspective, the organization focuses on intangible assets including internal capabilities and skills of employees which are necessary in promoting value creating processes in the organization. Both corporate and individual performance improvement are enhanced through application and combination of information capital, organization capital as well as human capital (Niven, 2006).

The ample data relating to the learning and growth initiatives of the company is available and accessible. The organization has the following objectives from the learning and growth perspective:

The first objective is to create an innovative and positive work environment capable of enhancing professionalism and supporting various staff responses in consideration with the organizational climate. This objective will ensure that Wal-Mart records a stable, innovative and more positive working environment in the coming years (Kaplan & Norton, 1996).

The second objective is to ensure that employees with high capabilities and skills are employed and retained in the organization. This can be achieved through increasing the average level of education for professionals and other support staff to be hired. Proper human resource department should be set up to facilitate an efficient, effective and transparent hiring process based on required standards and qualifications (Kaplan & Norton, 1996).

The third objective is to implement training and development opportunities to maintain and improve the skills and capabilities of the employees. This initiative will instill motivation among employees and improve their performance and the overall performance of the organization (Kaplan & Norton, 1996).

The success of this organization from the learning and growth perspective will depend on how people, technology and the working environment combines to form a supportive strategy for improving the overall performance of the organization in terms of meeting its target and mission. In order for the organization to achieve its future long term learning and growth objectives, it has to invest heavily in people, organizational processes and systems (general infrastructure). Metrics can be put in place to guide managers in channeling funds for training since learning and growth are the main pillars for performance improvement and success in the organization (Norreklit, 2000).

Objective Measure Target Action
To enhance professionalism and support various staff responses to ensure that Wal-Mart records a stable, innovative and more positive working environment. Development of an innovative and positive work environment.

 

Record a stable, positive and more innovative work environment from one year to the next.

Attain at least 50% growth in technology and innovations.

Analysis and evaluation of current innovations and technology for adoption.

 

 

To ensure that employees with high capabilities and skills are employed and retained in the organization.

 

 

 

 

 

Only qualified, skilled and capable employees are hired.

Employee retention.

 

 

 

 

 

 

Ensure that the turnover percentage decreases by at least 50% every year.

Increase minimum hiring standards in every department on a yearly basis.

 

 

 

 

 

Increase the average level of education for professionals and other support staffs to be hired.

Proper human resource department should be set up to facilitate an efficient, effective and transparent hiring process based on required standards and qualifications.

To enhance, create and implement training and development opportunities to maintain and improve the skills and capabilities of the employees. Improve performance.

Employee motivation.

Employee retention.

 

 

 

Achieve 90% employee motivation.

Attain 50% performance improvement.

Attain at least 80% employee retention.

 

 Adopt performance quality standards and enhance training of employees.

 

 

 
Relationships to other objectives These objectives relate to finance, customer service and internal business process objectives in a way that they provide the necessary infrastructure to enable attainment of the objectives in these three perspectives.
 
Revisions (if any) to Module 1, 2, and/or 3 Objectives
Objective/Module Measure Target Action
 

References

Kaplan, S., & Norton, P. (1996). Learning and Growth objectives. New York: Harvard Business Press.

Niven, Paul R. (2006). Balanced Scorecard: Step-by-step Maximizing Performance and Maintaining Results. Chicago: Johns Hopkins.

Norreklit, H. (2000). Improving business performance. A critical analysis and research, 1(1), 65–88.

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