Strategies for employee development

Employee development refers to the actions that are employed by organizations in order to stimulate employees to gain new or advanced skills, viewpoints, knowledge and opportunities of applying what they have gained. Developing employees both personally and professionally stimulates them to increase their productivity in terms of quality and quantity, which in the long run facilitates the growth of that organization (Armstrong, 2009).
Consecutively, there are numerous strategies that are adopted by organizations in order to achieve employees` development. For example, offering training to both new and existing employees would contribute to employee development. New employees get familiarized with the basics of their job such as how to ways of working with the organization`s software, their duties, what the company expects from them, and departmental and organizational goals (Fallon, Begun & Riley, 2012). Well-designed training programs that enhances maximum learning during and after the training, makes both employees and the organizational to achieve positive and long-term changes.

Moreover, enhancing teamwork among employees contributes to employees` development. It is evident that each employee has his or her area of specialization, and thus allowing employees to work as a team enables them to develop from each other`s knowledge and experience. In addition, employees acquire advanced knowledge after being provided with organizational job aids, such as code lists, checklists, posters, flow charts, and diagrams. These job arts limit the amount of information that employees should recall while carrying out their duties. Consecutively, performance appraisal enhances employees` development. It involves evaluating the performance of employees and then giving them feedback, and this sensitizes them to improve on the areas they are not perfect (Fallon, Begun & Riley, 2012).
Among these employee development strategies, I prefer core training of new employees since it sets the pace that new employees would display once they start working. Adequate training sets high starting pace while shallow training would set low pace.

Major theories of motivation

There are numerous motivational theories that have been developed by various psychologists. Among them, is the humanistic theory or the theory of needs that was developed by Maslow. This theory argues that human beings are driven to accomplish their maximum potential and will always strive to do so unless obstacles are placed along their way. Some of these obstacles include financial challenges, thirst, hunger, safety among others. Maslow’s organizes these needs into five levels, which constitute to the hierarchy (pyramid) of needs. The base of this pyramid contains physiological needs such as shelter and food, while safety, belonging, self-esteem and self-actualization needs take the second, third, fourth and fifth levels respectively. However, for organizations to be successful, they need to focus on self-esteem and self-actualization needs of their employees (Fallon, Begun & Riley, 2012).
Consecutively, McGregor theory Y stipulates ways of that employer can motivate his or her employees. This theory argues that employers motivate theory Y employees by providing them with opportunities of taking on their responsibilities and creativity. Moreover, equity theory argues that employees get motivated when they anticipate that their employers treat them fairly. Therefore, should recognize the efforts of employees in carrying out their duties by giving them rewards based on their performances. Employers who favor some of their employees are likely to encounter a large number of unmotivated employees (Adair, 2006).
Out of these theories of motivation, I prefer Maslow’s humanistic theory. This is because the needs are arranged in levels (lower and top levels) such that to achieve the needs that are at the upper levels, the needs in the lower level must first be met. Moreover, though self-actualization is at the peak of the pyramid, no one has ever reached the peak.

Frameworks for performance management

Performance management involves all the activities that are employed by the top management in order ensure organizational goals are effectively and efficiently achieved. The initial aspect involves effective planning of organizational work in advance, including setting performance expectations of each employee. However, involving employees during the planning process enables them to understand the organizational goals, and what the organization expects from them (Armstrong, 2009).
Consecutively, performance management involves continuous monitoring of employee performance. The performance of employees is evaluated based on the established elements and standards in the employee performance appraisal plans. Moreover, managers should then feedback the evaluated employee concerning their performance in a timely and effective manner. For example, employee needs to know the areas that they are performing well and those that they need to improve (Fallon, Begun & Riley, 2012). These help employees to see their progress, which highly motivate and sensitize them to attain their goals and objectives.

In addition, performance management involves developing the employees` ability to perform. However, employee`s development process should be focused on the deficiencies that are identified during the monitoring process. Training and other employee development methods strengthens employees` job skills, good performance, and enables the latter to keep up with workplace changes such as the introduction of new technologies (Barrick, 2009).
Moreover, performance management involves rating employees depending on their performance. Rating of employees involves assessing the performance of employees against the established elements and standards, and then assigning them a rating of record. In addition, depending on the rating of the employee, good performance is then recognized through rewarding. Some ways of rewarding employees include giving them time offs, monetary awards, honor awards and non-monetary items (Armstrong, 2009).

References
Adair, J. E. (2006). Leadership and motivation: The fifty-fifty rule and the eight key principles of motivating others. London: Kogan Publishers.
Armstrong, M. (2009). Armstrong’s handbook of performance management: An evidence-based guide to delivering high performance. London: Kogan Publishers.
Barrick, I., (2009). Transforming Health Care Management. Canada, Jones & Bartlett Publishers, ISBN-10: 0763744506
Fallon, F., L., Begun J., W., & Riley, W., J., (2012). Managing Health Organizations for Quality and Performance with Access Code. Bowling Green State University, Jones & Bartlett Publishers. ISBN-10: 1449653278