Professional Development Program in the Schools Division office of Quirino: its Implementation Review

Abstract

INTRODUCTION

The trends in Human Resource Management practices throughout the world are changing dynamically. Nowadays, employees are more concerned about employee's retention and controlled employees’ turnover than cost cut off. The need for employee's retention has encouraged the employees to pay attention to employee's development through training in order to keep them motivated. The core purpose of involvement in training and employee's motivation is to improve employee's performance resulting in enhanced organizational performance.

Training in the education system is considered a necessity rather than a luxury. This can be justified as the organization issued the Department Order 32 s. 2011 which clearly defines policy guidelines on designing training and development to support individual personnel development thus ensuring organizational effectiveness, efficiency and maintaining systems or enabling environment shall be shared by different levels.

METHODS

This research study used the mixed method research design both quantitative and qualitative. It focused on a case study approach, which means an in-depth study or investigation of a contemporary

RESULTS

With the birth of the rationalization plan, a professional development program in the Schools Division of Quirino as perceived by the respondents was described as improving. The Human Resource Development Section of the School Governance and Operations Division is the one who is initiating programs relative to the conduct of training and development to its Human Resources. The in-depth analysis of the development needs as stipulated in the IPCRF of every employee was the basis of crafting varied learning and development. With the provision of the 70-20-10 model, the needs of every employee were given emphasize.

DISCUSSIONS

The general movement towards downsizing, flexible structures of organizations and the nature of management moving towards the devolution of power to the workforce give increasing emphasis to an environment of coaching and support. Training is necessary to ensure an adequate supply of staff that is technically and socially competent and capable of career development into a specialist department or management positions. There is, therefore, a continual need for the process of staff development, and training fulfills an important part of this process. Training should be viewed therefore as an integral part of the process of quality management.