Propose a 2-4 training strategies aimed at motivating employees to learn key aspects about their new jobs. Determine key issues that human resource management employees would be likely to encourage in

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*** ********** ****** ** ************* that want ** **** *** should ************ ******** *** employees ** **** feel ******** ** perform This ******* ** *********** that supports ************ *********** ***** ***** ***** The *** ***** to create ******* *** *** ************ *** ******** ********** serve as *** **** ********** **** training new ********************* ************* experimental *** ******** approach *** new employees *** ***** encouraged ********** ** **** *** limit ********* to ** involved **** ******** ********** ********* ** ******* ****** ** ***** **** **** the *********** ** ******* the ***** ***** ****** ***** ** ****** *** ********* *** *********** ** experiment *** ***** **** the ******* opportunities **** *** **** The ********* ****** ***** engaged *** energized as **** *** ** liberty ** ********** a **** with **** ******* ********** ****** ************* **** *** new ******** *** ****** ** ******** *** ***** ** weaknesses *** corrective ****** ******** et ** 2015) **** ******** ******** ********** *********** in *** workplaceThe **** ******* ******** *** **** ***** ** ******* performance *** ******** ******** *** **** ******* enables ********* ** perform **** missions set Evidence ***** **** ********* *** *** ******** on the **** *** ******* **** ** perform ***** ** those ** * **** ******* ******* The ************ training ******** ensure s **** *** ********* establish ***** expectations ***** **** can ********* ** ***** *** ***** **** strategy ******* that *** ************ ** *** *** ******** makes * difference *** ****** **** using **** ******** ******** ******* that ***** ** * ********** ******* the employer *** *** ************** ***** ** such ********* ** ** ***** ** **** ****** source ** motivation ****** *** *** ******** should ****** **** *** overall goals ** *** organization *** ******** **** ********* regardless of *** *** *** ***** ****** ********* as **** believe **** **** is being done is *** best *** the organization (Shields ** ** 2015) ** *** **** *** **** *** ** work *** extended hours to *** *** job ****** ****** ** addressHuman resource managers **** ********** **** the ******* ***** ***** the ****** **** sector **** of *** ********** are ******** **** ********* * ******* ******** diversity ** **** ** ******** * quality ******** *********** and ********** *** ****** **** field encompasses * ******* ** ***** ******* **** ********* **** ** quit ***** jobs **** ********* **** **** are being ****** ************* ************* ******** *** ****** **** ******* for ******* ********* ******* loyal ** **** ** ********** ******* training based on *** ******** job ** what ******* *** career ** a health professional ** may ******* ******* ********** *** flexible ******** experiences ********** ******** ** ********** **** ** **** to ****** *************** *** break *** ******* Human ******** ******** *** **** *** training ** the employees during ***** free ***** ******* ****** ***** ****** 2018) *** ********* approach can be ******* ** ensure **** **** ****** engaged *** ********** in ***** ************ ******** *********** ** the health ****** pose a challenge ** **** ** *** ***** ******** managers **** ***** ******** ***** when *** employees *** confident in *** *********** ******* *** ********* for ******** ******* **** there *** competitors ** * ***** ********* to ***** resource ************* ******** *** **** ********* ** ****** a ********* ******* **** ************ with the *** workplace ** **** as the ****** **** **** **** **** ** **** *** become * ********* to *** ***** ******** ******** ** **** ********** they will **** likely ******** ***** ********* ******** ** ******** ********** is ***** ** ******** **** *********** ** not ****** ******** ******** ********** ********** can be **** ** ensuring **** *** ********* ****** ********* **** *** ********** experiences **** ** ********** through *** ****** training provision of **** **** **** arrangement ** **** ** *** ********** **** ******* ************ ******* ****** ***** Swayne ***** The culture ** ** built should ******* *** encourage *** ********* ** ******* betterDiversity ********** ** a ********* *** HR ******** ********* ** *** to ******** *********** ************ *** ***** **** ***** working **** employees **** ********* backgrounds ******** ** ************* of *** ******* Failure ** ********** ********* ********* can **** ** *** ****** of *** employees frequently Human resource ************* *** ******** ** ******** **** *** ********* *********** ** ********* and *********** ** ********* **** ** ********* in *** healthcare field ** ****** *** ***** ** conflict that ***** Human ******** managers ****** ****** that **** **** cultural ********* programs to **** employees ******** ********* **** ***** ** ********** and **** ************* performance Managing ********* ** *** organizational ***** *** be done ******* *** **** ******** ********** **** ****** the integration ** *** ********* into *** ******** ****** ***** ******* ***** **** leads ** improved *********** *** the ********** ** the ****************************** StrategiesNew employees can ******* from *** ************* ********** ** ** ******* ********** and ********* The *** ******** will **** ** in a ******** ** ******** *********** ** a ****** that can ** ********** Thus *** **** *** assessing *** ********** ** ********* *** ********* *** **** *** approach **** ***** ** ******* by having **** by **** instruction strategy *** ******** ***** *** instructional ********** can be **** ** support *** ****** ******** ** **** as ******** ********* *** ********** ** ideas are **** **** ***** groups *** be ****** to *** *** ***** started ********** ***** Working together *** be **** ** ***** ** *** ******* ***** thoughts *** ******** *** ** ****** with *** ***** ones ***** **** in *** ******** processLocal ***** and ResourcesSeveral ********** *** ********** **** planning *** ***** needs *** ********* ***** ** ******** a ***** ** ** recruited that ******* *** workplace diversity ******** for *** ***** ***** *** resources ******** * comprehensive ******* of the workplace demands Assessment ** **** ** ******* and **** ** ****** ** ***** ** prevent *** ****** ************ With ****** ******** ** the resources * ******** impact ** ******** ** ********** the ********** **** ***** *** ********* ***** should ** ********* ** ****** that the ****** present help ** ******* *** ************ goals **** ***** to ** ********** where the ********* *** well ************ *** *** ******* (Northouse ***** Planning *** ********* ******* extravagancy *** spending without **************** ******** *** ******************* resources ****** ** **** ** ******* *** ********* program *********** **** ******* ******* **** resources are ******* * *********** ****** ** progress can be ******** ******* **** there ** *** *********** of diverse ************ then ** ** ****** **** the *********** *** evaluation ********** all ***** ** *********** ** *** ** **** ******* ** ********* ********** ****** ** **** as ********** evaluation criteria Objective ********** *** *** **** in assessing ******** *********** *** **** *** be ************ and ** ****** reflect *** *********** ** **** ** ******** ********** ********** ******* that ******** ******** is given ************ ** *** ******** ****** ****** & ***** 2018) *** ********** ******** ******* approaches **** ** *** ******** ********** methods behavioral ********** ** ******** **** ***** ** ********* *********************** ******** ***** to *** realization ** ********* ********** *** ********* ****** be ******* to learn ********* activities ******* what matters ** *** ********** ** the ********* ***** ** **** It ** ********* that ********* planning ** **** ** ****** **** the ********* ***** are met   ReferencesCooke F * ***** ******* T (2015) ***** ******** ************* ***** resource management in ****** **** and ******* care: ******* ********** *** ****** a ******** agenda ***** Resource ********** ***** 711-735Cunningham * & ***** * (2016) *** handbook ** ********** ******** RoutledgeGinter P * ****** W J ***** ****** L * (2018) *** ********* ********** ** ****** **** ************* **** Wiley ***** ************* * * (2018) Leadership: ****** and ******** Sage ***************** * H ****** M * ***** ***** G T ****** *********** A systematic ******** Sage ******************* * ***** M ***** S ************ C *************** * ****** P ***** ******* * (2015) Managing employee performance ***** ******* ******** ********* ********** ********* ********** ***************

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