Evidence Based Training ( EBT ) in airline training. 

Evidence Based Training ( EBT ) in airline training. 
Evidence Based Training ( EBT ) in airline training.

Evidence Based Training

Evidence Based Training ( EBT ) in airline training.

Order Instructions:

Here is my plan
I choose the following subject that must be covered followings:
Evidence Based Training ( EBT ) in airline training.
– Explaining EBT
– Benefits of EBT
– EBT and its differences with ATQP (alternative or advanced training qualification program)
– EBT in airlines specially in Middle East airline ( as far as I know Emirates uses ATQP in training and Etihad uses EBT)
– main topic is critical thinking about EBT weaknesses or disadvantages of EBT in training.
– benefits of EBT
– Steps to implement EBT preparations, development, implementation.

What I need at the moment is a proposal for my master project or dissertation.
If it will be approved I’ll go ahead and ask for project itself which is about 14000 words and It must be in Harvard style.

NB
The writer is to only continue if the proposal gets approved.There he will wait for the approval first before carrying on.

THE TASK IS 14,000 WORDS.(TOOK LESS TO GET THE PRICE AGREED)

SAMPLE ANSWER

PROJECT SUMMARY

Air travel has gone through tremendous changes from what it was in 1960s and 1970s. Aircraft manufacturers have in recent years made a lot of progress in aircraft design and reliability. This has been done in the face of rapidly changing operational environment, increasing number of aircrafts and increased realization among industry players and regulators that not much has been done to address human factors that lead to aircraft accidents.  Evidence Based Training (EBT) is a pilot competency-training program based on evidence collected. Evidence Based Training (EBT) was developed after a strategic industry review by industry players and regulators to address human factors that cause accidents; respond to the fast changing operating environment and as an improvement to the existing training programs used by airlines worldwide.

I certify this project dissertation is either my own work or suitably referenced where sourced from other data and information. This project complies with the Project Regulations and Guidelines in effects at:

Signed:

Date:

Word count: 15536

Contents

PROJECT SUMMARY.. 2

1.0 Introduction. 4

1.1. Conceptual background of Evidence-based Training. 5

1.2 Contextual background of Evidence-based Trained. 7

1.3 Description of U.S. advanced qualification program (AQP). 9

2.1. Brief history of AQP. 11

2.2 Weaknesses. 12

2.3 Benefits. 14

3.0. Description of the ICAO advanced training and qualification program (ATQP). 16

3.1. Brief history. 18

3.2. Training Data (AQP ATQP). 20

3.3. Weakness. 21

3.4. Benefits. 23

4.0. Description of the Evidence Based Training. 25

4.1. History. 27

4.2. Weakness. 28

4.3. Benefits. 30

5.0. Competence based training. 33

6.0. Training organization of CBT.. 35

7.0. Implementation process of EBT.. 38

7.1. Preparations. 42

7.2. Development 44

8.0. Human factors. 48

9.0. IATA safety report 50

10.0. Recommendations. 52

11.0. Conclusion. 53

12.0. References. 56

13.0. Appendix: Abbreviations and Acronyms. 62

 

1.0 Introduction

Air travel is the safest means of transport in the world as compared to other forms of transport that people use to move from one place to another. Recent advances in modern aircraft design; reliability and implementation of competency-training programs such as Evidence-based Training (EBT) are credited for this record of safety. However, air travel accidents have continued to occur even though relatively less in number as compared to accidents recorded in other methods of transport used in the world (Learmont, 2013). Factors that have contributed to air traffic accidents in recent years are mainly due to challenges brought about by the rapidly changing operating environment and a slew of unforeseen human factors. Training programs used in the past did very little to address human factors that contribute to airplane accidents (Learmont, 2013). Before the emergence of Evidence-based Training programs, many prominent industry players and regulators had for many years agitated for a review of training programs used in pilot training arguing that pilot competency training programs were outdated as they were trapped in aircraft experiences  and  incidents of 1960s and 1970s (Anonymous, 2014).

A comprehensive strategic industry review of pilot training was consequently undertaken. It is that strategic industry review exercise that designed and developed Evidence-based Training (EBT) (Learmont, 2013) to address human factors that lead to accidents and challenges brought about by rapid changes in the modern aircraft operating environment among others. Pilot training programs used prior to introduction of Evidence-based Training (EBT) program were designed to address threats that existed in the 1960s and as such did not take into consideration challenges brought about by rapidly changing operational environment and human factors that arise during flights (Learmont, 2012). These pilot training programs include the U.S. advanced qualification program (AQP) and ICAO’s advanced training and qualification program (ATQP). Evidence-based Training is a dynamic program that requires incorporation of new evidence and thus keeps on evolving based on continuous feedback provided by industry players, regulators, critics and other stakeholders (Anonymous, 2014; Moorman, 2015).

Evidence-based Training (EBT) is a process that enables aircraft operators to restructure pilot training programs to address the real risks that are prevalent in modern operating environments and human factors that could cause accidents.  As the name suggests, evidence is built into pilot competence training program in Evidence- Based Training program (Evidence-based Training methods: toward a professional level of practice, 2010). During design and development of  Evidence-based Training program, information and data from more than 1,000 pilot surveys, several thousand reports from AQP and ATQP programs, three million flight data records and more than 9,000 line operations safety audit observations were synthesized. Evidence-based Training implementation program is contained in guidelines produced by International Air Transport Association (IATA), International Civil Aviation Organization (ICAO) and International Federation of Airline Pilots “Associations (IFALPA). These guidelines are used by airlines to design Evidence- Based Training programs for their pilots (Evidence-based Training methods: toward a professional level of practice, 2010).

1.1. Conceptual background of Evidence-based Training

Evidence-based Training was designed and developed by industry stakeholders to address challenges brought about by the growing volume of air traffic, rapidly changing operational environment, progress in design and reliability of modern airplanes and a realization that not enough had been done by past training programs to address challenges in air travel brought about by various human factors that pose a risk to air travel (Evidence-based Training methods: toward a professional level of practice, 2010).  A strategic industry review was carried out and it is that review that designed and developed Evidence Based-Training for use in pilot competency training programs (Moorman, 2015).  Evidence- Based Training programs arose from a consensus within industry-wide stakeholders that there was a need to reduce airline accident rates by developing a new safety improvement initiative in form of a new revolutionary pilot-competency training program.  Evidence- Based training was developed after a review of recurrent and type-rating training for pilots of commercial airlines (Evidence-based Training methods: toward a professional level of practice, 2010).

Pilot training was previously governed by international standards and national regulations which were based on evidence of accidents mainly involving early generation jet aircrafts of the 1960s and 1970s(Moorman, 2015). Trainers hoped that repeated exposure to “worst-case” events was sufficient in enhancing pilot competence during training (Solomon, 2015).  This previous training program kept on adding novel events as they occurred overtime which eventually led to a training program that was crowded and hence mirrored a “tick-box” or inventory training program. The resultant training program was crowded with activities which were difficult to implement and track effectively.  Evidence- Based Training (EBT) is a paradigm shift from the inventory type of training that characterized previous training program (Evidence-based Training methods: toward a professional level of practice, 2010).

Evidence-based Training (EBT) is a new paradigm for competency-based training and assessment of airline pilots that is based on evidence collected or gathered in flight operations and training of pilots.  Evidence- Based Training (EBT) program collects evidence in flight operations and training of pilots which aid in managing the most relevant errors and threats in modern air travel (Moorman, 2015). This information and data is used to develop and evaluate the key competencies required by pilots to operate safely, efficiently and effectively in a commercial air transport environment (Evidence-based Training methods: toward a professional level of practice, 2010).   The design and development of Evidence- Based training program was facilitated by the marked improvement over the last twenty years in availability of data covering both flight operations and training activity (Moorman, 2015).  The implementation guide for Evidence- Based Training was developed by the joint collaboration of International Air Transport Association (IATA), International Civil Aviation Organization (ICAO) and International Federation of Airline Pilots “Associations (IFALPA) and was touted by industry stakeholders as a significant milestone in modernizing pilot training (Evidence-based Training methods: toward a professional level of practice, 2010).

1.2 Contextual background of Evidence-based Trained

Demosthenes and Oliver (1991) suggest that today’s pilot training can be split into the implementation of two experience-sets that are important to learn the needs and requirements placed upon a pilot, permitting him to become a safe and confident aviator. These proficiency-sets consist of the technical aspect handling hard-core skills and the non-technical part concentrate on the aviator’s proficiency, which is equally significant to work productively in a crew environment. The technical experience is allotted to a particular stages and processes of flight training and build on each other. It is difficult to place the non-technical experience in a linear development operation as they tend to be more interrelated and their advancement surpasses the whole training syllabus. Available narrow context needs effective completion of a flight regulations test at the end of every training stage and when carrying out periodic training. The concept of Competency-based Training and EBT and periodic is to train effective and ease. Any type of periodic training must concentrate on finally improving the pilot’s experience via training as opposed to basically accomplishing a stereotyped cluster of flight regulations. Depending upon a pilot’s technical knowledge and proficiency is not adequate to safely operate sophisticated aircraft in today’s flying atmosphere. Acknowledging that safety relies upon the harmonization of chief individuals in the whole program and not only the actions of pilots, Crew Resource Management (CRM) training must be carried out by flight operations crew recruited by an airline who possess crucial understanding of the culture, standards, processes, and training of that specific airline. Evidence suggests that a combined CRM course for flight personnel, cabin staff, and other operational crewmembers can advance the rate of understanding and coordination within the whole team.  Airline Industry predicts that the aviation will require almost more pilots over the next two decades. The potential of the flight training industry provided the present training paradigm and syllabus, to achieve that demand is the topic of much assumption regarding new regulations and standards. The forecasted shortcomings in the populations of the experienced pilots conjoined with new, and crucially more restraining needs to serve as a pilot cause the flight training industry to be pragmatically concerned about its extended potential to supply pilots to achieve the expanding requirement. If the ability for training is not capable to achieve these requirements, there is potential for critical threat to the practicality of domestic air transportation. Essentially exacerbating the problem is historic yearly reductions in pilot certification levels. With the respect to new regulations, it is impossible that the flight training industry will be capable of providing constant supply of experienced pilot to achieve the requirements of commercial airlines. Examination of available problems in accomplishing educational sponsor, contribute to deeper reduction of the pilot population. Results indicate that the shortage between individuals wanting to pursue a profession as a pilot, the requirement for skilled pilots, and the ability of the flight training industry to take in the number of applicants that will be required to sustain a minimum operability of local air transportation is increasing. Current proposed rules promise just to worsen this condition and potentially lower the appeal of aviation as a career path.  There is permanent solution to the foreseen pilot deficiency. The air carrier, for instance, the Federation Aviation Administration, and flight training industry recognize the challenge, but regulators seem to overlook it (Glines, 1990).

1.3 Description of U.S. advanced qualification program (AQP)

Advanced Qualification Program (AQP) integrates an organized methodology for creating the content of training programs for air operator. AQP replaces the outdated training program with a talent-focused training and the assessment program. This talent-focused program is derived from an in-depth task evaluation that includes Crew Resource Management (CRM). It seeks to encourage innovation in the techniques and technology that are utilized at the time of training and evaluation. AQP also encourages the professional management of training mechanisms. A key goal of AQP is to offer professional training that will improve certified qualifications that exceed the present standards. The objective of AQP is to accomplish the maximum possible standards of personal and team performance. It incorporates several training and assessment techniques which are focused on enhancing performance relative to conventional training programs. An AQP is a methodically designed, constantly sustained, and experientially authenticated talent-focused training program. It also makes it easier for air operator to methodologically create, conduct, analyze and sustain a training program that at the end will be self-mending. AQP is an intended program that asks for a willed devotion from the air operator to go over and above basic training programs in the bigger interest of safety. To establish a corresponding degree of safety in contrast to a conventional training program, the whole AQP should be analyzed as a detailed whole as opposed to considering any one element in isolation. The improvement and implementation of an AQP is a five-stage procedure. This procedure offers a systematic foundation approach to program advancement. It amounts to a program with entirely documented curricula, supporting rationale and improvement plan. The utilization of this standardized AQP enhancement procedure in conjunction with a training and analysis program founded upon evaluated and authentic requirements. The citations from this five-stage procedure will then serve as the regulatory source for disseminating the AQP-enhanced training and analysis programs.  Both segments are sanctioned successively and comprise of certain activities and include the citation of those activities. The utilization of a methodical curriculum enhanced plan called ISD has been integrated into the AQP process. Applicants are required to use any of an all-inclusive assortment of recent ISD programs.  Whilst all candidates should meet the minimum requirements of the ISD tactic, the amount of effort every candidate ought to invest on every phase of their training evaluation and enhancements relies on a various aspects.  The AQP values should be executed across the design of the program. To achieve the already established standards for a specific duty position, an individual will obtain job-specific ground training. This training naturally involves overall operational topics, technical mechanism, system and process incorporation and also emergency-kind coaching. Normally, in AQP rationalization is a resolve that the training results in the specified results as found in the Qualification Standards and the person has achieved the performance goals of the training curriculum. The assessment is evaluation of a person to confirm whether the values laid for a particular level of proficiency has been successfully met (Federation Aviation Administration, 2006).

2.1. Brief history of AQP

In 1975, the Federation Aviation Administration started to deal with two concerns: Hardware necessities required for whole replication and the redesign of training programs to handle the mounting pressure emanating from human factors difficulties. As call for change from air transport industry, FAA dealt first with the hardware problem. This endeavor resulted in 1980 in creation of the Advanced Simulation Program.  Ever since, the FAA has carried on to pursue tactics for remodeling of training programs to raise the benefits of improved simulation and to deal with the growing sophistication of cockpit human factors.  In 1987 a Joint Government-Industry Committee on Flight Crew Performance was formed. The committee converged at the Air Transport Association’s (ATA) head office to establish and talk about flight crewmember performance worries. In June 1988, the suggestions of this committee were handed over to the FAA Administrator. The recommendations were all part 121 carries review previous and periodic flight crewmember training programs.  The idea behind this review was to make sure that the training programs incorporated simulator or aircraft training implementations that include cockpit input management and dynamic coordination of all crewmembers undergoing training.  In reaction to the suggestions from the Joint Task Force and the National Transportation Safety Board (NTSB), FAA, on October 2, 1990, published Special Federal Aviation Regulation 58 (SFAR) to jump-start the Advanced Qualification Program.  AQP was as well set up to allow a superior amount of narrow flexibility in the validation of inventive pilot training.  Going by the standard evaluation of operational requirements, an air operator under AQP might recommend disengage from conventional practices in regard to what, how, when, and where training and testing is implemented (Federal Aviation Administration, 2006).  Nearly 60 percent of the accidents in the airline industry emanate from human error. All air carrier training courses strive to reduce the degree of human factors connected accidents by offering productive training that will transform personal and crew performance that will outdo present performance standards. Creating inventive training and requirement programs that integrate the most current improvements in training techniques can achieve this objective.  AQP is regarded the present model for such training in the air carrier industry. The AQP is a flexible training; criterion and analyzing program that allows every individual operative o formulate its program based upon the stipulated needs and requirements of that operative. The outstanding aspect of AQP is expertise based training known as the train to expertise context. Improving and conducting an Advanced Qualification Program offers an air carrier with an interchange technique of training, assessing, validating and making sure the capability of flight crewmembers, flight attendants, instructors, evaluators amid other operatives. The objective of an air carrier’s Advanced Qualification Program is to create and conduct expertise founded qualification and training. AQP motivates inventiveness in the techniques and tools that are utilized at the time of instruction and assessment. Federal Aviation Administration’s goal of creating and utilizing SFAR 58 is to accomplish the utmost likely standards of personal and crew performance, without adding more strain on the cost of maintaining training resources. The moment an airline obtains authorization of their AQP program from FAA, it becomes the training principle of that airline. When the AQP becomes accredited and functional, the program is systematically approved using the information coming from Proficiency Evaluators at the time of (LOS) Line Operational Simulation (Department of Transportation, n.d.).

2.2 Weaknesses

Recent research has showed that task force is a key weakness of the AQP.  Oversight takes place at two levels: at Federal Aviation Administration headquarters that is mandated with the task of monitoring the activities of its field officers, and at FAA officers that are directly supervising program designees. On the other hand, the recognition that AQP has received in the airline industry during a reasonably short time shows that it represents consequential tools for present work with creating and enhancing flight safety. Although AQP can by no means still be regarded as new technology, there is still significant criticism with respect to numerous elements. This criticism is discussed here because it can contribute to improved knowledge about the limitations and weaknesses of the Advanced Qualification Program. According to critics, AQP only contributes to the conceptual model that all air crew have practiced since the early days of aviation. This obvious minimalism of the program is conflicted by the more sophisticated flow chart for which has been denoted in scientific documents. Advanced Qualification Program is also protracted and resource-exhaustive technique of gathering information from ordinary functions.  More so the dissection between threats and errors in the Advanced Qualification Program is not always easy to merge with daily use of technology. Since all explanations of actual events are simplifications, the ultimate finding is not really based upon whether AQP is ideal, because no program denotes all the elements of actual events. The finding that should be made is whether the AQP program improves knowledge of risks in airline operation and whether it is more productive technology for sustaining and enhancing airline safety that other programs or techniques can be put into use for this purpose (Department of Transportation, n.d.). Participation in Advanced Qualification Program is voluntary; therefore only committed individuals will sail through the whole process. Conversely, airlines selecting to participate will continue to be regulated by the appropriate existing provisions of 14 CFR, sections 121 and 135. Nevertheless, almost all major U.S. are currently participants. Many of the unsafe acts and errors documented in aviation industry can be credited to AQP failures. When taking into account this fact, the utmost human factor rate relates to landings. This has been credited to control inputs being opposite of takeoff controls. This normally amounts to loss of situational understanding.  For Advanced Qualification Program to succeed, each candidate should pay specific attention to general program quality assurance (Federal Aviation Administration, 2013).  The other weakness of AQP is that it requires careful data gathering, evaluation and reporting. Normally it is the air operator is expected to gather and evaluate performance data on its flight crewmembers, instructors and evaluators. This information enables the air operator and FAA to establish whether the type and content of training and assessment practices are adequately achieving the general goals of the curriculum. AQP requires that the information gathering carried out by the air operator for its utilization in supervising curricula will support more systematic detail and analytical operations than the information gathered for submission to FAA.  Another weakness is that the process is clearly rigorous since once the information is gathered and entered into the data management system, an evaluation must be conducted on the aggregate information. Statistical assessment of the expertise data makes it possible for air operators to make an internal evaluation of their performance.

2.3 Benefits

Air carrier involvement in Advanced Qualification Program is exclusively voluntary. Airlines choosing not to engage may continue to function under the conventional FAA standards for training and checking. The diverse series advantages to participation, nevertheless, are varied. The dogmatic principle of AQP provides the flexibility to modify training and documentation situation. They inspire inventiveness in the creation of training plans. They include wide ranging in choice of training techniques and media. They allow the utilization of flight training techniques and keeping in touch with tasks that historically have achieved in aircraft simulators. They provide a certified mode for the candidate to replace FAA-authorized standardized qualification principles with carrier-projected options airplane. They allow the candidate to set up a yearly training and checking schedule for all the staff, including the chief-pilot, and offer a base for increasing that interval under specific conditions. From a Federal Aviation Administration context, the overarching benefit of AQP is quality training. AQP offers a methodological foundation for harmonizing technology to training necessities for certifying training program content on the basis of significance to operational performance. Federal Aviation Administration objective for this program is to enhance safety by way of improved training. The previous objective of the SFAR crewmember performance by offering optional mode of adhering to specific present standards in the federal aviation regulations that may prohibit inventive utilization of current technology advancement that could facilitate the training of crewmembers. The SFAR has inspired carriers to support inventiveness in their approach to training. Operatives on the other hand have found AQP to be a significant mode for achieving the requirements for air carrier training programs. Even though Advanced Qualification Program is a voluntary, FAA encourages air operators to be involved (Federation Aviation Administration, 2013). AQP provides for improved course development and information-based methodology to quality guarantee in conjunction with the flexibility to target important tasks at the time of flight crew training.  The AQP technique directly supports FAA’s objective for safety improvement. The chief objective of AQP is to accomplish the utmost likely standard for personal and crew output. For it to accomplish this objective, Advanced Qualification Program aims at minimizing the likelihood of crew-related faults by lining up training and assessment needs more closely with the distinguished cause of human errors.  For instance, most accidents result from crew issues. Conventional training program concentrate upon personal training and assessment. Under AQP, concentrating on crew performance in both training and assessment is crucially improved. Most catastrophes result from errors of judgment, communication and crew harmonization, whilst conventional programs concentrate on flying expertise and structure insight. Under Advanced Qualification Program, proficiency in flying skills and systems insight are incorporated with CRM skills in training and assessment right in the course of the curriculum. Conversely to determine an equal level of safety with a conventional training program, the whole Advanced Qualification Product is expected to analyze in entirety as opposed to singling out one factor in isolation. The key goal of AQP is the classic integration CRM and technical training. Textbook incorporation doe not, however, mean that just those features of CRM can be proceduralized are dealt with in flight functions scientific and assessment

3.0. Description of the ICAO advanced training and qualification program (ATQP)

In a groundbreaking event that had not been expected for decades, the International Civil Organization has certified principles for evidence based training (EBT) in ICOA Standards and Recommended Practices. ICOA is a specialized organization of the United Nations. It acts as a haven whereby state members work together towards the safe, secure, and sustainable improvement of civil aviation. Evidence based training here builds on programs like the U.S. Advanced Qualification program (AQP) and the ICOA advanced training and qualification program (ATQP). As the name would assert, this is a program based on evidence.  The aviation industry has merged and created a unique set of baseline information.  This baseline data contains the information needed to overhaul the training program the airline industry training program. The availability of developed technology has allowed better utilization of airline stimulators for training and checking of crewmembers. The sophistication, costs and operating atmosphere of modern airlines also have inspired greater use of improved simulation.  Flight simulators can offer more detailed training than can be achieved in airlines and offer a safe and appropriated training environment. An ATQP makes it possible for flight operatives to offer more proficient and operative-detailed recurrent training and checking package for its crew. The system ensures the uppermost level of civil aviation safety by using enhanced training and assessment over the present program.  The system is an organization and the kind alternative to conventional training.  The recurrent information gathering can be improved into a responsive system that can adjust to an operative’s requirements such as new technology, new tools or a divergent method program. To make the most of productivity, an operative’s training program requires to be aimed at areas that are pertinent to the operative’s type and theatre operation. Moreover the program should have the capacity to respond to weakness in performance whenever they are established. The present training and testing prerequisites for flight crew needs the training and testing of particular items covered in Part ORO.FC and subsection E Annex. Whilst focusing upon these particular items make it possible for the basic principle to be accomplished and thus minimizes the flexibility contained inside the training program. Consequently the present standards create a reasonably firm system that offers the operative a limited scale for starting initiative to accomplish the real operational atmosphere and settings significant to that operative.  To accomplish the objectives of an ATQP the operative will need to create a task focused training program that is impartially based. To create the program the operative should carry out a task assessment to offer rationalization and a basis for the programs configuration and content. The Advanced Training Qualification will offer an operative an encouragement to improve inventive training approaches that benefit both training regulations and training productivity. For every airline class to be incorporated with ATQP a systematic analysis must be completed that explains the numerous tasks to be undertaken by the crewmembers when operative that class. The assessment of particular tasks to the airline class which are consequently rationalized and permit the identification of event-based analysis and expertise-based training.  Event-based analysis is an occurrence that takes place during LOE which has detailed regulations that should be accomplished by the flight crew and is the technique utilized to show crew expertise (RFID, 2013).

3.1. Brief history

The outcome of the research initiated by the United States and resultant conferences between the Major Allies was that the U.S. administration extended an invitation of 55 States to attend. The International Civil Aviation Conference took place November 1944 in which 54 States attended this Conference. As a result of this meeting an International Civil Aviation was authorized by thirty-two States, establishing the lasting Civil Aviation Organization as a way to secure international collaboration and the uppermost likely extent of consistency in regulations and values, processes and configuration pertaining to civil aviation concerns.  Subsequently the International Services Transit Agreement and Internal Air Transport Agreement were authorized. The most essential work achievements by the Chicago Conference was in the scientific area since the Conference established the basis for a series of standards and regulations air navigation as one  which resulted in flying a huge leap forward and create the way for the function of one universal air navigation program across the globe. The organization is based in Montreal, Canada. Later ICAO adopted the model of Regions and Regional Offices based upon the knowledge that any regional events would just be carried out given they did not contradict the global undertakings of the Organization. Nevertheless, it as well acknowledges that such undertakings could range from Region to Region in respect to the common economic, scientific or social setting of the Region involved. The overarching goal of ICAO, which has one-ninety member States, is to offer incentive to the methodical development of international civil aviation, setting up general regulations for aircraft manufacturing, airworthiness, and licensing of pilots. After the historical analysis, presently there are various standards in respect to pilot training. The primary regulation was Annex 1to the Convention on International Civil Aviation: Staff Licensing (ICAO Annex 1) sets the foundation for each post-war staff licensing program. Annex 1 was formulated in 1948. The chief standard is that Annex 1 isn’t utilized directly instead it is usually reshaped into state regulations.  Nevertheless, all deviations from principles in contrast to Annex 1 can be proclaimed to ICAO. For quite some time ICAO Annex varied from the present form it has assumed. It passed through many significant transformations. At present there is only Annex 1 10th edition. History suggests that most changes took place in the 8th and 9th edition.  The 8th edition of ICAO Annex 1 saw the modification of SARPS tackling the licensing of flight crewmembers. The 9th edition introduced human factors understanding prerequisites, modifications of explanations and new requirements requiring language expertise for aircraft and helicopter pilots, navigators utilizing radiotelephony, air traffic controllers and aviation station operatives. Majority of European nations, apparently JAA members utilize JAR-FCL 1 for aircraft licenses and JAR-FCL 2 for helicopter licenses. The other countries utilize Annex 1 and state policies. However Annex 1 in this case isn’t used directly. Instead it is changed into state policy and all divergence from original legislative text should be declared to ICAO. The JAA members as well utilize state policies for kinds of licenses that are not considered by (JAR FCL Manual of Evidence Training, 2013).

3.2. Training Data (AQP ATQP)

The Advanced Qualification Program (AQP) is an intended alternative to the conventional narrow under the FARs for pilot training and supervision.  For instance under the AQP the Federation Aviation Administration is mandated to validate considerable take off from conventional needs, subject to validation of an equivalent. Certain information was offered for this project, from available and developed AQP system. Advanced Qualification Program systems are exceedingly advanced, complicated training programs that share many objectives identified by EBT. The benefits of gathering information on these systems are clear. Airlines are offering data on curriculum paradigm and content, flight process data and also metrics upon training program performance. Furthermore, all Advanced Qualification Program systems have the potential to offer knowledge into persistent professional and skill decay since their recurrent supervision and events. For instance Qatar Airways and Emirates Airlines training periods, a histogram is designed differentiating between the PNG (Pilot Non-Proficient Grade) for the various aircraft classes per training subject. Footprints for the various classes of airplane are contrasted with a particular concentration on airplane generations as opposed to just classes. Another evaluation utilizing similar numerical information phenomenon the PNG’s of the different training operations over the time from Type Rating. This focus is simply inspired by the need to examine the range of pilot performance with respect to detailed norms at different phases of training process. This development is drafted for Generation 3 Jets and Generation 4 Jets. Most evidence emanating from the information sources are then processed by the airlines and whilst some might be cross-examined, much of it is approved at face value. The degree of data furnished by the operatives is wide and considerably important from other sources. An analysis has been developed by the Evidence-based Training information team with a sequence of interviews to airline pilots pertaining to the proficiency of training they had obtained. The assessment was made accessible through a link via the website of the International Federation of Air Line Pilots Associations (IFALPA). The purpose for this survey probe was to fill gaps in available Evidence-based Training information set, to investigate extra detailed subjects of interest for this study and authenticate additional particular subjects of interest for this project and approve and cross examine outcomes from others sources.  Data is then classified by subject and evaluated for any phenomenon. Outcomes of the evaluation are incorporated in Air Pilot Perceptions of Training Effectiveness. The usual process of entering evidence in the Evidence Table has been used for this source. Analysis is based on samples of populations and is subject to sampling mistakes that mirror the effects of opportunities and uncertainty in the case operation. The pilot evaluation attracts a reasonable number of participants from my regions of the globe offering balance and reduces bias. Proficient opinion is especially essential as an information source.  Analyzing line pilots offer equilibrium to the training criticality survey. The margin of error with regard to pilot opinion for the questions is unknown permitting the participants to articulate themselves without responsibility. The strength of any analysis is its potential to concentrate on certain particular concerns and give information that is complicated to find utilizing other techniques of research. As a consequence of the voluntary aspect of the pilot survey, it has to be essentially diminutive so as to appeal to an appropriate number of participants; this can however restrict the scope (Kern, 2009).

3.3. Weakness

Overlooking change will always end up creating gridlocks to the safety conscious aviation industry, nevertheless this modified training focuses on every pilot as a personal and training system is created for them specifically. Analysis of the present industry pilots is important because of the transforming technology and capabilities. Re-assessing the risks and training techniques under acknowledged safety management program makes it possible for today’s pilots to operate safely. For instance, after an ATQP accreditation, an ATE (Annual Training Event) was implanted in the Civil Aviation Authority (CAA), UK, in 2012. Under the ATE all pilots were required to complete annual 4 day simulator training. As result some pilots, especially those replacing airplane type, or those who needed extra support received extra modified learning. Conversely, loss of control (LOC) accidents was not frequent as a proportion of total aircraft catastrophes. However there is no sufficient proof to show the factors that amount to LOC. Knowing why pilots do what they do involves comprehending how they collect their data before they make decisions. More so it is not just a matter of implementing methods such as eye-tracking to test instrument check, but as well an analysis of pilot attitudes, how pilots supervise one another, what communication yields and whether it is productive. CAA has previously formulated an outline of outcomes from the first stage, which has been concerned with providing facts. The reason behind this is to communicate to pilots the facts about pilot supervision best practice, as established by assessment of the information collected at the time of research. According to Civil Aviation Authority standards recurrent simulator practice at aircrafts that have taken up an accredited advanced training qualification program (ATQP). These routines are predictable for pilots, but also about 70 percent of the simulator time consumed is on testing and just about 25 percent on learning. As a consequence this ends up as lost chance for improving regulations. There is essential shift in the manner in which new or restructured standards are being put into use, by transferring the aircrafts the task for supervising safety performance and for implementing the findings. The supervisory body continues to carry out via periodic tests; however, with operational flight data monitoring (FDM) and safety management systems (SMSs) obligatory at airlines, the regulators will implement their oversight using a totally different format.  Taking up an ATQP by the Civil Aviation Authority is regarded as an essential part of the solution to enhancing the productivity of future pilot recurrent learning. This is a modified training system that recognizes what is new about every airline. Pilot training has to put into consideration the fact, for instance, that an airline recruits from a certain state or regional background, or enlists a greater percentage of multicultural flight crewmembers. Each airline’s objective for its advanced training program has to be accredited by the state aviation industry. As of now, Civil Aviation Authority has accredited ATQP at British Airways, Virgin Atlantic among other airlines. However this is a reasonably present improvement and ATQP has seldom been used in continental Europe (Federal Aviation Administration, 2006).

3.4. Benefits

Traditionally the inception point for training has concentrated on applying the rigid systems which explained the official essential for functioning. The principles are hugely fueled by extensive experience of aircraft operation, at the period when the proportion of inventiveness was much slower than present day. Transformations were always as a consequence of lessons gleaned from catastrophes and occurrences, and the procedure of changing training outlines was very exhaustive. It is a matter of documentation that 1-10 routine aircrafts go as originally automated into the flight management system. Where pilot learning has now transformed most significantly is that the emergent center is not just on allowing the accident/incident assessment guide the training requirements, as opposed to utilizing the mass information from all airlines, including the great number of successful airlines, to establish high level of practice and attitudes at the time of routine and irregular processes. Amidst this, human performance has been analyzed exhaustively and this can assist to improve both the selection of suitable personal attributes wanted for operating personnel, and adaptive training focused upon improving such traits and expertise.  The recent training doctrine is carried out through the Alternative Training Qualification Program (ATQP). The content for this is immensely explained by Evidence Based Training (EBT).  EBT gathers information from actual airline operations in the widespread route link. This program solves all of that flight crew expertise. Conversely Multiple Pilot License (MPL) makes it possible for airlines to train pilots adjusted to their flight class and their process right from the beginning. Therefore the manner in which MPL curriculum is the ab initio training equivalent of an Alternative Training Qualification Program.  Inventiveness in training is not restricted to the airline deck crew. For instance, Kellie White and Emergency Procedures Training Management at Emirates, is committed to ensuring the training process meets the widespread nature of safety. The emergency evacuation trainers offer an intense sensory setting to simulate as much as likely a diverse scope of incidents. Ever so significant is the comprehension of other cultures, therefore the cabin crew are educated about the behavior are new to their native culture. The command that should be demonstrated by cabin crew at the time of emergency incident might not come as expected to some, however, with the right definitions of possible passenger and crew attitudes in difficult situations, training can assist crew obtain the basic skills. Essential focus is put on building communication skills; therefore a lot of the training situations involved both airline deck and cabin crew in equally important CRM practices. The moment training kicks off, the stress is to introduce resilience. Emirates for instance have been considered the leading example of EBT by ITQI Steering Group.  Pertaining to the productivity of the present patter, the final word rests with the Emirates pilot-in-charge. One aspect of the training is motivating the flight personnel to develop unique solutions to problems at the time of training. Utilizing checklist for example is an essential key tool; however in some time crucial circumstances it might be that an action has to take up to the unexpected happening. The invariable search for even more productive training sometimes amounts to taking up recent and developing technology.

4.0. Description of the Evidence Based Training

The evidence-based training task is a safety enhancement program. It emerged from an industry-extensive agreement that for flight accident rate to be minimized, a tactical assessment of periodic and class-rating training for flight pilots was important. The international Standards and State policies for flight pilot training are on the whole founded on the evidence of accidents involving jet airplane of the previous production. In due time, inventive activities took place that were greatly incorporated to the needs amounting in increasingly crowded training initiatives. The accessibility of information dealing with both airline operations and training activities has enhanced significantly over the past decade. Data from airline data assessment, flight observations, for instance LOSA programs and air safety documents offer an exhaustive knowledge into the threats, errors and unwanted aircraft conditions experienced in current airline flight operations. Widespread detailed assessment of a scope of available information sources has been implemented and significant variances emanated between what can be regarded as four varying jet aircraft productions and two turboprop aircraft productions (Norman and Orlady, 2001). The procedure and outcomes of this quantitative evaluation was peer-review by a group of globally acknowledged professions in pilot training, denoting flight operatives, pilot links, supervisors and the unique equipment manufacturers. This permitted simplicity and also introduced qualitative context to the information. Outcomes from the assessments represented convergence and turned out that while there remains a gap in the fields of risk and learning requirements through flight generations, there are also rather divergent variations in patterns of risk in flight of the numerous productions that are presented not dealt with. Flight blueprint and dependability has developed progressively and essentially with time, but accidents are still experienced, although the flight and programs were functioning without breakdown.  Controlled flight into terrain (CFIT) is a perfect case of this standard, where insufficient circumstance knowledge on the part of the personnel nearly a contributing aspect. It is unlikely to predict all plausible accident situations, particularly so in present day aviation program where the program’s sophistication and utmost dependability mean that the subsequent accident might be something totally unforeseen. EBT deals with this by shifting from refined situation-based training, to prioritizing the improvement and evaluation of definite competencies, resulting to improved training amounts. Comprehending a predetermined number of definite competencies will permit the pilot to control unpredicted dangerous circumstances in airline. EBT performance includes a model shift, not certainly to change a at times-old fashioned sequence of essential activities with a new sequence. Furthermore EBT enables the instructor to focus on assessment of the root cause of ineffectively flown techniques so as to improve unsuitable actions. Equally important competencies identified in EBT involve what were initially named both scientific and non-scientific knowledge, proficiency and behaviors. They are enshrined in the threat and error management model. EBT acknowledges the need to create and analyze crew performance in respect to a range of competencies without inevitably differentiating between those which are scientific and non-scientific required to make it possible to operate safely. A detailed assessment of safety information source and training outcomes has shown significant variations in training requirements (Parrish, 2000).

4.1. History

Evidence Based Training (EBT) model targets to establish, create and assess the competencies needed to operate safely, proficiently in a commercial air transport setting while dealing with the most pertinent threats with respect to evidence gathered in accidents/incidents, airline operations and training. Evidence Based Training alongside with an operative’s safety management system (SMS) is an essential basis for enhancement of ATQPs. An assortment of information sources can offer a comprehensive knowledge into the threats, errors and risks found in airline operations and their connection to unwanted outcomes. Airline crew training and test personnel require appropriate experience of the airline and the kind of process in which the evaluation function will be carried out.  Flight crew staff ought to follow the training and checking activities outlines in the AOC holder’s accredited training and confirming the manual. Modern program collect and evaluate information from training and monitoring operations to yield a model of the operational safety health of personal flight crewmembers and the airline activities team as one. The proficiency of information collection relies upon the correctness of the data fed into the database. This is regulated by the correctness and uniformity of the assessors and the legality of the operations for evaluation. Flight-crew study means standard checking such as LOSA and other equivalent techniques. The idea is non-intrusive observation of the flight deck operation. The knowledge gleaned from LOSA Study offers the EBT focus team with original contextual perspective of airline performance gathered from the cockpit at the time of normal activities. Information from EBT systems must be evaluated in a manner equivalent to that outlined in the Data Report for Evidence-based Training. In order to create this EBT system, training information was obtained and assessed from available programs such as AQP. Under AQP the FAA is allowed to certify essential departure from conventional necessities. Advanced Qualification Program is greatly created, complicated training programs that have the same objectives set by EBT. Furthermore all AQP systems have the potential for first-look assessment of effectiveness, which offers knowledge into consistent expertise and proficiency decay. Training metrics are significant part in supporting Evidence-based Training system but they should be put in the perspective of operational information due in part to latter possibility to approve the significance of a particular skill inside the actual activity. Airplane program breakdowns for the assessment and scenario-based training stages are those, which put an essential strain on skilled crew (Human factors crew resource management, n.d). Most malfunctions not included by this feature continue to need analysis and suitable routine insight training with varied means. In this case the philosophy of EBT is that proficient FSTD must be utilized to the utmost degree likely for evaluating and creating crew competency. Similar clusters of flight system breakdowns can be established by reference to breakdown elements and the overlapping aspects of crew performance needed to control them. Following the conclusion of system implementation, all accessible dimensions and tracking equipments must continue to be used to pay way for improvements and degradations and the operation of skill (Jensen, 2005).

4.2. Weakness

Over time, there have been a lot of improvements and transformations in the manner in which pilot training has been delivered. Nevertheless it is essentially safe to suggest that no innovation has produced as much debate and heat as the introduction of Evidence-based Training (EBT) and regulation. Proficiency needs integrating a comprehensive training and education across a proficient pilot’s whole career. Developing a professional pilot’s asks for not just training competency in particular scientific and non-scientific skills, but also a continuing education to assist pilots to grow and sustain airmanship skills. This needs proper previous and periodic education in piloting experiences and also continuing flight supervision by sufficiently-trained pilots. Training and accomplishing specific flying experience alone does not make a proficient pilot. An excellent training system will support the idea of competency and fluency. Professionalism might be achieved after numerous repeats of various varying operations. Thus fluency is only obtained once a maneuver can be sufficiently finished after various repetitions, without errors (Weiner and Curry, 2005).  The new training methods and regulations offer a strong policy for aviation development deepening safety. But there is another aspect that has been put into consideration as emergent technology growth. The human factor, the interface between man and machines is considered important for the next generation of flight take to the skies. The key catalyst to improving operational proficiency in the past decades has been low-cost carriers. These operatives now control an essential percentage of the market and have been in charge of the bigger airlines having to accomplish raises in proficiency to remain competitive. Greater levels of proficiency in low-budget flight that crews are used to the highest degree possible but without amounting in stress and fatigue. However this has not been what was expected. Many pilots may fly up to eight regions in a single working day and have little or no time at all to spend in the cruise. Airworthiness regulators have severe task time restrictions. These duty time laws stress the contradicting needs of safety and proficiency. Safety would be improved with more rest between flights but this many amount to economical crisis. More rest time asks for more flight personnel away from home accommodation expenses. More recently, occurrences of stress and depression have started to increase due to aspects such as despair about firm stability and greater numbers of final minute flying schedule adjustments. In this case Evidence-based Training (EBT) requires that flight crew members be trained in the skills pertinent to finding and essentially utilize evidence. Training does not however seem to be a problem. Conversely EBT does not mean just applying the outcomes of bigger randomized tests conducted by others. Time still remains to be problem because those mandated with the role of training have little time to carry out comprehensive investigation. Even though the model of the period of time that the helping professions have existed, the tradition of Evidence-based Training especially short. Concerns with flight control are on the other hand aspect in forty-two percent of all accidents. This however denotes just sixty-seventy percent of catastrophes regarded to be potentially avoidable by training (Manual of evidence-based training, 2013).

4.3. Benefits

An emergent pilot training paradigm is gradually getting recognition in the airline industry, encouraging a fast transformation in the approach of supervisors, flight training companies, airline training agencies and trainers.  In fact IATA has come up with new ways of enhancing training regulations in the new age of competency-based training. In the meantime, ICAO’s report on the purpose of evidence-based training (EBT) has been effective, offering worldwide approval to this emergent training model. The report recommends to the airline how to adjust its periodic training administration to achieve crew training information supervision. That differs with the present program of implementing a recurrent trail practice founded upon prescribed techniques, designed when airlines operated piston-engine airplane. There are as well transformations at the central training level that seeks to refine skills with respect to an established requirement or to train for recruits (Manual of EBT, 2013). The still reasonably multi-crew pilot license (MPL) complies with the new paradigm. In essence, the MPL’s enhancement stage was the initiative of the Competency Based Training (CBT) philosophy. IATA defines the MPL curriculum as substituting with CBT the conventional appliance of box-ticking, hours-based, regulatory syllabi.  Just a handle of airlines and States are implanting the MPL for their ab-initio trainees. Currently just a couple of national aviation regulators allow the supervisory board flexibility for operatives to take up EBT. These emergent training models ask require more comprehensive and informed utilization of flight simulation training devices (FSTD).  Consequently demands are emerging for flight simulator firms to increase the handling fidelity of their instruments.  For airlines and training agencies, FSTDs are simply an apparatus that makes it possible for students to accomplish the needed competences at the required level. The whole scope of FSTD potential could turn out to be clearly a manual for which training agencies can select solutions to achieve the results they seek as opposed to depending upon the formal classification of individual equipments. The skills gleaned from present airline accidents insist that new simulation prolongs its potential to simulate flight attitude over and above the edges of the flight menu. This would permit pilots to be trained in simulators for revitalization from the complete decayed condition that includes high-altitude stalls and other misdemeanors. In the end simulators must as well be capable of presenting reasonable surprise situations if the flight personnel are to be ready to deal with unusual and unforeseen combinations of operations.  Qatar Airways and Emirates for instance, Evidence-based Training (EBT) has been the philosophy responsible for the present training for over a year now.  With the publication of ICAO guidebook on EBT, implementation of this more knowledgeable behavior toward periodic training will nearly probably increase.  Threats to the growth of EBT will emanate from the lack of interest that is brought about by satisfaction and a failure to comprehend its goals in conjunction with deficient instructor training. The acceptance of the modern training models needs a detailed approach transformation agencies, it as well demands an improvement in instructor and examiner behavior to the period training duty. Before the advent of EBT, testing was the goal to the practical elimination of training (Weiner, 2007). This more specifically came with a more emphatic mindset with the goal of enhancing pilot performance especially so where evidence shows performance growth or extra qualification is required. Thus greater introduction to Evidence-based Training (EBT) for an airline, especially within the Middle East’s regulatory administration involves working with the State aviation authority to create an advanced training and qualification program (AQPT).  This consists of establishing an Airlines operational pros and cons and adjusting its periodic training suitably to accomplish the qualifications required. By doing so, the foundation of a growing EBT program will have been developed. However, if a manager fails to comprehend EBT it may render it inessential. The supervisor’s duty is to assist a flight configure its Evidence-based Training. The four-phase for an existing EBT program begins by evaluating the evidence that includes the training required; training to satisfaction; training for experience to manage recognizable threats; advance the program design and consistency; then returning to re-evaluating the evidence. Every periodic training process would begin with an assessment stage, then advance to techniques training stage, and proceed on to scenario-based stage. There are two phases of EBT: the baseline phase is unique in that is uses regulations and routines from the ICAO EBT guidebook and its appendices, and represents no assessment or model by the operative. Advanced EBT constitutes of information gathering from internal and external reporting, from flight class evaluation, and from a risk and training requirements. Instead of replicating set-piece practices after six months, some practices for which competency stages are sometimes soaring, or for which the rate of risk in current aircraft is minimal, may be implemented after three days.  This as a consequence would permit more time to offer training for the crews the proficiency field where evidence suggests performance is dismal. The solution is to offer more training scope by carrying out reduced checking, and the checks should be conducted by evaluating the evident results of the training. The modern program is not restricted to perform considerable evaluation and rating. However this assessment is judged against definite competencies and general performance as opposed to counting errors (Manual of EBT, 2013).

5.0. Competence based training

Competency based training and analysis mean that an individual is trained and evaluated to achieve laid out requirements that define proficiency, understanding and attitudes needed to safely and productively get the job done. As the term implies CBT program is simply based on the end results. More than 95 percent of the essential skills that an aviation maintenance operative utilizes are accomplished via on-the-job training (OJT). Many factors of the aviation maintenance setting point to the importance of a planned OJT system. However maybe the most essential is the practice of job bidding which can produce fast turnover of technicians. The task analytic training system (TATs), a program for creating team-focused designed OJT has been developed. The objective of the program is not just to offer a detailed, highly structured training system that might be used to any maintenance and inspection duty.  Qatar Airways maintenance operations for instance depend on a degenerating buddy program. Training is overall the duty of the lead technician who could or could not be the most experienced or intelligent person. The training is normally unplanned which means that there is no formulated reporting of the training operations to accomplish. The training is not systematic and thereby aviation maintenance technicians at times go through their job motions via rote. When responsibilities are difficult and hazardous, the probability of mistakes raises and the level of effectiveness reduce. Overall there is restricted uniformity from technicians to technician or shift to shift.  By the nature of its design, TATS offers an exceedingly outlines and devoted OJT system that is on-going. Currently at Emirates is analyzed subjectively by the participants of the program.   In conventional educational program, the training is focused on topic contents and the delivery of instruction is time-centered and instructor-based (Jacobs and John, 1999). The curriculum contents are centered upon definite training goals and an implicit homologous rate of understanding from the recipients, whose entry competencies are rare assessed prior to starting the training system. This type of training model offers limited opportunity to deal with personal requirements. In Center-based Training, the delivery is founded upon the training requirements to carry out definite responsibilities and is learner focused.  The initial phase in a CBT system is the evaluation of the training requirements by establishing of the breach between available competencies and needed competencies to accomplish definite responsibilities to a definite principle. The training procedure needs an entry evaluation of the individuals who will be recipients of the program.  The last phase will consist of developing the training technique required to achieve the competency breaches with respect to knowledge skills and behavior. The instructional Systems Design (ISD) program improvement model is utilized to create CBT. Because it utilizes a methodical plan to training progress, it consists of quality assurance that endorses adherence with needs and sufficient improvement of training operations. In case a training program already exists, an assessment has be conducted to find how rate of that program accomplishes CBT needs and which items have to be enhanced to achieve the whole CBT needs. CBT systems amount in maintenance and staff who are trained and evaluated against competency principles. They are entitled to reports that offer evidence that these people have the definite standards. This makes it much easier for maintenance agencies to recruit staff from other regions and companies (IATA, 2007).

6.0. Training organization of CBT

Competency-based training asks for an intense comprehension of the task in all of its aspects. It requests knowledge of the whole spectrum of the basic understanding and the proficiency and the framework  in which these will be utilized, comprehension of the circumstances under which responsible will carried out and the standard to which they ought to be conducted. ICAO’s Annex 1 suggests that a pilot can achieve a tool rating time in an airplane.  Acknowledgment is offered for simulation.  As in expected in the Annex, ground instruction hours are not approved.  In the CBT program these situations must be achieved. The role of the trainer is for the student to acknowledge the environment the actual world will present to them and expect them to fulfill these standards with confidence and competence. The flight learning and ground training factors are always interconnected and sequenced to offer for proficient accomplishment of the training objectives. Application for Approved Training Organization (ATO) accreditation should offer risk profile. The risk report concentrates on precisely established firm’s exposure to all risks are probably to greatly shape quality and safety.  A strategy for organization of risks is a stipulation. This is because the airline organization wants the ATO to be dynamic. Additionally the risk management strategy will elucidate the quality policies and goals. Appropriately carried out, it will make sure that procedures are conducted constantly, that problems can be established and resolved. Personnel should be experienced and competent. Thus the organizational training strategy will steer excellent training that will consolidate them to the organizational wants. One of the most prevalent discoveries in audits of training agencies emanates from methodological weakness in documentation regulation. The regulation for the initial competency-based pilot license (MPL) was introduced in Annex 1 in November. 2006.  But since the Flight Crew licensing and Training Panel were interested in presenting a common suggestion to the Air Navigation Commission. Consequently there is temptation in controlling competency-based training to integrate traditional and programs techniques together. The systems methodology is by far more robust and prescribing inputs will upset attempts to accomplish outstanding and hinder platforms to training proficiency and efficacy. If nevertheless the supervisory board atmosphere does not incorporate the two worlds, then the training has to create to fulfill the regulatory aspects whilst still concentrating on the competencies. The training could less proficient but productivity remains the objective. MPL training needs more than an (ATPA) incorporated program. The Middle East MPL shows that the bearer has productively went through the flight training system and has shown the skill, understanding and behavioral competencies needed to carry out the tasks of co-pilot of a double-engine, turbo-charged, pressurize aircraft.  Robust applicant evaluation and selection is important for success. The funding airline obviously has an interest in this and will need to look for applicants who will turn out to be outstanding personnel.  But it is essential to deeply look at ATOs and determine whether the risks to them if they are not involved in this process. Furthermore, ICAO Level 4 is required to hold the license but a foremost language competency is required to start learning. A limited number of organizations have the resources to fulfill all four stages of MPL training. In this case ATO could have the mandate to achieve Phase 1 and Phase 2 and Phase 3 and Phase 4. However each ATO should have quality program but there should be one advanced program that regulates the whole system (IATA, 2007).

Flight Data Analysis is an apparatus s for safety supervision and has the capacity to offer consistent response from flight operatives. It has a lot of abilities in terms of encouraging procedural improvement, assessing operations into particular airports and most significantly has profound capability to establish systematic issues and offering information for remediation in training. Flight recorder unprocessed data is routed by a flight information evaluation appliance into an operation database. The evaluation is implemented at a statistical stage as opposed to drilling down into individual airlines. The assessment is carried out in terms of the risk of the member operations from especially definite sets of FDA operations as opposed to checking at individual air travel. For it to be possible to implement a constant approach, an average FDA flight report is developed, by all information gotten could be assessed. This means the equivalent operations, influences and parameters are utilized to make it possible to derive all outcomes and make reasonable judgment (Manual for EBT, 2013). All information and operations are approved for consistency prior to being used for evaluation. The primary goal of this FDA evaluation is study the effects of uneven methodologies on the safety of flight, especially in the landing and go-round processes. The initial stage of the evaluation consists of establishing the operations that may capture all flights that stopped unsteady program. The specific operations that utilized to do this are known as combination operations since they comprise a set of detailed individual events over a time frame and more dynamic, consistent and nuanced. In if a technique activates any operation from this set it is explained as an unsteady approach. If a technique fails to set off any event from the set it is explained to be a steady approach. An investigation into in-service concentration on long body aircraft events during last approach and landing has been reviewed and examined. The review was inspired by flight reports of operations of high speed landings for airplane with a long fuselage. An airplane maker selected to start a wide range flight data assessment project to deal with this subject. Six air operatives offered large mass of flight data recordings. These information recordings were evaluated with concrete stress put on setting up statistically produced findings from substantial number of flights. This project was focused at offering some perspective of in-service from various events, aiming at dealing with behavior connected parameters in the last 200ft before touchdown. The idea is to establish contributing aspects related to high speed landings and utilization of the outcomes to make suggestions for operatives, training and airplane model. Furthermore, the operatives who are involved offer a statistical view of their individual events in contrast to events from the global fleet. Information from all involved airlines is put together into one de-established database. Conversely the principle for entering evidence in the Evidence Table is utilized for this source. The details and comprehensive wording of the evidence statements and abbreviated the central experts in the data-assessment working team. The evaluation for the Long Aircraft Study goes supersedes the apparent extent of FDA analysis. More so some exact approaches that usually utilized in FDA assessment are integrated. Thus far, the Evidence-based Training FDA Analysis uses significantly more airplane varieties and also an extremely huge number of flights.  Whilst FDA is created chiefly for safety phenomenon supervision, it has the capacity to establish a near accident. The information is quantifiable for comparison (IATA, 2007).

7.0. Implementation process of EBT

An operative may put into account the needs for a staged implementation of an EBT system is clear approaches focused upon the objective of its whole implementation. Under all conditions the basic requirements for this program should complied with. Implementation should be achieved in one more of the following stages:

Training and evaluation with respect to EBT standards.

This means the process of implementation of training and evaluation according to evidence-based standards without transforming available system curriculum aspects. Instructors and pilots must be trained in these strategies.

Mixed Implementation

Implementation of a mixed EBT system asserts that some part of a periodic evaluation and training is committees to the appliance of evidence-based training. This is a way of accomplishing a phased implementation, whereby for instance, the Civil Aviation Administration (CAA) regulations such an initiative as part of an operatives defined training and evaluation, however mitigates such as system for re-approval or renewal of pilot licenses. This implementation acknowledges the potential for such an evidence-based program to be created and conducted prior to any future permitting regulation adjustments.

Progressive implementation

The improved EBT systems needs essential resources and some operatives might choose to implement the baseline evidence-based training program. This strategy is applicable to those operatives carrying out an advanced EBT program. The advanced EBT improvement approach puts into consideration personal operational accounts and has the highest effect upon advancing pilot training and eventually aviation safety. Nevertheless, operatives should take into consideration progressive implementation of evidenced-based training in which previous baseline EBT system is carried for a considerable time frame. This makes the operative can be ushered and slowly incorporate the standards of EBT and its significant aspects.

On the contrary advanced EBT program that offers advantages in operation-related training, the baseline evidence-based training system is a production detailed, complete program. The program requires no specific evaluation or system design by the operative or the ATO. Instead this program just requires modification to airplane class and to form of operation. This methodology comprises the creation of a competency system in addition to a modification of regulations to develop circumstances germane to the type of airplane operated. Every recurrent EBT program must involve at least a series of appropriate qualified FSTD. This is facilitated to allow for coherence with specific available AQP systems.  The methodology of EBT is that successful FSTD must be utilized to the uppermost degree likely for evaluating and creating crew competence. Staff must be exposed to a wide range of circumstances that could be experienced in line processes. Airplane program breakdowns to be regarded for the assessment and scenario-centered training stages are those that put an essential demand upon a skilled crew. All malfunctions not included by this attribute persist to ask for review and suitable technical understanding but with divergent methods. To reproduce, for instance, the simple breakdowns and utilize the FSTD situation as a process training equipments is to contradict the entire benefit of the FSTD as a training apparatus.  It is exactly this rationale that the breakdown clustering program was designed with a view to minimizing unnecessary necessities to tick-boxed against every given breakdown of the ATA chapters. Similar clusters of airplane program breakdown can be established by reference to malfunction features and the underpinning aspects of crew routine needed to manage them. Illustrated expertise in the organization of one breakdown is the regarded analogous to established effectiveness for other breakdown in the same cluster (Manual for EBT, 2013). While comparing and contrasting baseline EBT program and an advanced EBT program the only difference you find is optimization. Information evaluation offers a connection between the baseline EBT program and the advanced EBT learning system utilizing the operative’s won airlines or the overall operation-particular information. An improved system must characteristically amount in enhanced proficiency and productivity of the training system, but needs the gathering of an appropriate basis of a particular data. The rationale of information gathering and evaluation is to offer the source from which modifications to the training system might be created with confidence that the outcome is certainly an advanced in contrast to the baseline program. Gathering information must offer an exhaustive evaluation of prevalent threats and establish likely weakness in the rate of the airline’s operational safety. This might be demonstrated by airline crewmember performance. The gathering of data consist of flight information with an evaluation of current phenomenon through the operatives or equivalent fleets, if needed alongside Data Report for EBT (DPEBT), so as to establish and quantify differences and particular items of threat and interest. Furthermore this needs the creation of a training gauge program. On the other hand, with the evaluation of the operative’s safety information from all sources with particular establishment of those threats can help reduced by pilot education.  A similar competency perspective is applied to both baseline and advanced EBT programs. It is beneficial because it helps in developing, training and evaluating competencies using circumstances that are germane to operations. Situations can at times be determined through gathering of information and evaluation process. In some circumstance the information might highlight particular competencies regarded as crucial to the organization of a particularized threat or risk in the process (Glines, 1990).  Gathering of information and analysis overall requires to consist of numerous forms of data, both from inside the training process and from the flight activities and safety management. Information evaluation can be as clear-cut as examining the operative’s objective and making that operative-particular threats are accounted for in the learning system. Otherwise the evaluation could be implemented utilizing complicated flight information evaluation program.  Additionally safety reporting systems consist of the most traditional source of safety data (Burke, Hobson and Linsky, 1997). These systems can be obligatory, voluntary, confidential, and at times, secretive. The details of a safety report traditionally comprise an account and numerous descriptors for classifying the operation. Conversely, Flight data analysis (FDA) is a robust information gathering apparatus that permits first access to the outcomes. A restriction is that FDA can just detect pre-definite operations founded on the programmed procedural understanding. FDA, for instance, identifies unsteady methodologies, as the steady approach procedure can be pre-designed as a definite cluster of quantitative cues. FDA is most productive as a current apparatus to gauge development or degeneration in operational performance with respect to the threat activities in the particular FDA system. From the phenomena, modification can be created in the training program to reduce the threat demonstrated by the FDA evaluation. There are numerous methods to increase the advanced utilization of FDA for the operative. One way is to share information with other operatives in available existing information sharing teams facilitating lessons gleaned to be transferred through their membership. Another technique is by benchmarking the flight information evaluation threat operations with other operatives utilizing the equivalent software with analogous operation set.  The event can secretive whilst offering deeper knowledge into trending requirement (Kern, 2009).

7.1. Preparations

Prior to delivering instruction or carrying out evaluation inside the EBT program all instructors must be trained and homogeneous with respect to the regulation. Additionally before the implementation of EBT program pilot must acclimatize themselves with the evidence-based training standards, methodology, stages of the training module and the manner in which they will be evaluated. Thereby instructors implementing EBT must understand the competencies so that they capable of making proficient evaluations in order for them to offer leadership to flight crewmembers to enhance performance and make suggestions for additional learning where needed. Instructors must be subjected to appropriate training for them to adjust to the requirements of training within an EBT program. Training must offer the perspective for available instructors to create their competence to carry out EBT training and evaluation. Before carrying instruction and evaluation within an EBT system, all instructors must successfully finish a prescribed competency evaluation. The competency evaluation must be created at the time of a realistic process monitored by an individual elected by the operative or the ATO. Briefings are an essential component of a flight crew training process, and instructors must brief flight crews behave as they might in line events handling other crew, consisting cabin staff, as if they are available during the entire process. The operation sets utilized in the implementation of the EBT program must help instructors to determine essential elements of flight crew performance. Instructors must be trained in the utilities of operations sets and the connected instruments of competency gauge.  The most improved training tool and system will not accomplish training goals sufficiently without suitable instruction. Evidence-based training needs an optimal standard of instruction. All instructors involved in EBT should undergo particular preliminary learning to qualify for this responsibility. Before the management approving the standard of instruction within holistic competency-based training situation such as MPL or evidence-based training systems, instructors must undergo a selection procedure created to make sure the individual’s incentive and temperament are appropriate for the instructor responsibility. The EBT instructor must show the capacity to precisely evaluate crew performance.  This suggest that prospective instructors must be capable of showing productive performance of all the said fields of competence and must be chosen in accordance with both their performance as a pilot on top of their appropriateness as an instructor. It acknowledges that available trainers might require extra learning for them to proficiently carry out EBT. Instructor are further required to undergone refresher training at definite levels and be re-evaluated in their instructor duties when offering an EBT session. The improvement of a robust inter-rate dependability and uniformity in the step toward EBT is of crucial significance and must not be misjudged either previously or as concentration for periodic advancement of an EBT program. Setting strong regulations and detailed skill boosts inter-rate dependability, granted that appropriate methodologies are placed into greater consideration. Lucid and clear-cut instructions, precise performance gauged explanations and peer review all improve inter-rate dependability. For an instructor to be competent, the person requires suitable consolidation of wisdom, experience and behavior.  It is acknowledged that the function of a trainer in any field is to assist individuals develop those needed understanding, experience and attitudes in order for them to be capable of doing their job well.  Nevertheless, in most occupations the traditional training puts stress on improving knowledge and skills (Evidence-based Training methods: toward a professional level of practice, 2010).

7.2. Development

By utilizing evaluation as an apparatus, assumptions are deducted that the outcomes will have robust validity even if the circumstance is persistently transforming. These challenges are recognized since information outcomes have proven to be very successful. Outcomes from information evaluations must periodically be applied in the context of expertise skills and proficiency. For the development of evidence-based program, a careful methodology has been implemented, and the projected routine of training is normally more than that recommended by the data evaluation. A case study for this may be demonstrated in the EBT Accident/Incident Study whereby the information suggests varying training routine in future generations. If the information is rather supportive of a greater training routine in a generation, the training classification in the future generation will be developed. Operational and training information from varied sources show that pilots operating the more current generation airplanes use little time to accomplish competence in the performance of specific maneuvers. Current generation airplanes are as well more sophisticated, and pilots have more to gain for accomplishing a definite level of competence to operate. Training and evaluation topics are limited in the previous aircraft generations; the period of learning in the FSTD must be hugely equivalent. While the EBT information evaluation is important and endorses the systems of training, this does not suggest that it is adequate over a long time frame. There is an obvious requirement for frequent and where obligatory, important update and development. New information will be obtained and examines with regard to the germane standards embedded in the EBT manual. Evidence-based training needs a new learning procedure, which emerges as a result of uniform response and the integration of fresh evidence as turns out to be more accessible. The improved EBT development approach puts into consideration individual operational responsibilities and has the utmost potential for advancing pilot training and finally aviation safety. For it to possible to develop EBT program, it is critical to first evaluate the operational features of the operative. This consists of airplane types, route design and traditional segments lengths, unique events, destinations needing special focus, pilot skills levels and culture. It is critical to concentrate on the most important operational threats granted that training can illustratively minimize these. An analogous competency perspective is put in place to both baseline and advanced EBT programs. It is beneficial to create, train and evaluate competencies using situations that are germane to events. Situations can at times be established via the information gathering and assessment procedure. In some circumstances the information could highlight competences regarded as essential to the organization of a specified risk or error in the process, which could amount to a concentration on detailed fields of the training program. Through contributing to concentrate upon the finished set of identified competencies, the operatives’ EBT program will persist to prepare flight personnel for both identified and unforeseen risks and errors. The information collection and evaluation overall requires to contain numerous kinds of information, both from inside the training operation and from both airline activities and the operative’s SMS. Safety documentation systems are a traditional source of safety data. These systems can be obligatory and voluntary.  Pilots must be asked to evaluate risks and errors by phase of flight with respect to their skills and estimations founded on experience.  The risks and errors utilized in the evaluation process are defined particular to flight phases (Evidence-based Training methods: toward a professional level of practice, 2010).

Accident evaluation has been the foundation of safety assessment for a very long time, offering the context and perspective for all other safety evaluation and documentation. The NTSB database comprises a comprehensive gathering of accidents/incidents spanning sixty years, while offering historical frameworks and current information over time. This as a consequence facilitates dimensional judgments throughout different productions of airplanes. It is the biggest sole source of this type of information. The overlying strength of accident/incident kind of information is its pertinence to safety and training. The essential mass of information over a protracted time offers more often than not, statistical importance with respect to the regularity and threat. A big pertaining to this one is regarded as important for it to offer an adequate source for aspect evaluation. The overarching limitation in accident/incident reports is the contradiction and lack of homogeny. Previous reports do not contain information on human factors and also elements that are germane but not presumed as official. For it to possible to retain reasonable principles from evaluation, a huge number of operations are required. Consequently if the operations sample size is restricted, the importance of the evaluation reduces. On the contrary, the EBT FDA Analysis consists essentially of more aircraft class and also a huge number of airlines. Information evaluated only demonstrates what takes place and offers little perspective.  By the nature strictures accessible for collection, there are many flight personnel errors and regularities what the analysts anticipates to find.  Operations sets, their interrelated strictures and catalysts are non-homogeneous across types, and the makers of flight information evaluation program.  Thus in EBT FDA study, all airlines are process utilizing the same program, limitations, and operations sets making the investigation more dynamic than normal.

Professionalism needs integrating a comprehensive training across a professional pilot’s whole career. For it to be possible to develop a program that capitalizes upon the pilot’s potential, it is essential to recognize the difference between training and education. Producing an expert pilot needs not just training competency and education in specific technical and non-technical skills, but as well as continuing education and sustain airmanship proficiency. This needs prescribed previous and periodic education in airmanship skills also. Learning and obtaining specific flying proficiency alone does not create a professional pilot.  Periodic evaluation and training is a procedure of re-approval and affirmation that the pilot persists to show the rate of competency needed, furthermore the presenting valuable chances for consistent advancement surpassing a definite basic principle of performance. Evidence-based training is founded on the model that this framework has ceased to be a suitable as simple pointer. The paradigm shift created by evidence-based training program is that evaluations, which are essential at the time of all types of training and instruction. The EBT context persists to need the achievement of particular roles, but competent airline personnel must be capable of finishing duties realistically anticipated of them under achievable circumstances. The primary difference is that evidence-based training envisions a program of competence dimension, which examines at the whole performance through a huge scope of operations that involve some classic responsibilities.  EBT is concerned with helping pilots develop from a basic standard of performance, quantified through a limited and foreseeable management of analyzing, to an uppermost principle of performance through a far-reaching range of operations (Manual for EBT, 2013).

8.0. Human factors

Human error has been reported as a key contributor to more than seventy percent of commercial aircraft hull-loss accidents. Whilst characteristically linked to flight activists, human error has also presently become a critical issue in maintenance operations and air traffic organization. Both Qatar Airways and Emirates human factors specialists work with technicians, pilots and engineers to put into use the newest technology about the interface between human performance and commercial aircraft to assist operatives enhance safety and productivity in their daily activities. Over time the phrase human factor has become significantly famous as the aviation industry has accepted the fact that human error, as opposed to mechanical malfunction underpins most aviation accidents and incidents (Glines, 1990). In spite of the progressive improvements in technology, humans are eventually accountable for making sure the success and safety of the commercial aviation industry. In the meantime, the industry has experienced major investments in training, device and programs that have permanent implications. Since technology is ever progressing faster than the capacity to foretell how humans will use it, the industry is no longer capable of relying much on skills and instinct to guide decisions linked with human performance. Qatar Airways has dealt with this concern by implementing human factors professions, many of whom are as well pilots or technicians. Previously keen on flight deck design, these specialists have focused upon much extensive scope of factors such as cognitive psychology, human-computer interface outline, amid other things.  Since increasing human performance can assist the industry minimize the commercial aviation accident level, much of the concentration has been put on developing human-aircraft interfaces and designing process for both crewmembers and maintenance technicians. The past numerous decades, secure and more dependable developments have been accountable for much of the improvements implemented in minimizing the accident level and increasing productivity. Enhancement in engines, programs, and configurations has all contributed to this accomplishment. Furthermore, design has always been acknowledging as an aspect in hindering and mitigating human mistakes. When Emirates kicks off a new design operation, previous operational proficiency, operational goals, and scientific insight explain human factors design needs. Practical techniques such as simulator assessments are utilized to evaluate how suitably numerous design solutions fulfill these needs. Underpinning this attempt is a human focused design methodology that has been approved by millions of airlines and decades of experience. This strategy yields a design that puts into utilization technology so as to fulfill sanctioned needs.  Emirates flight decks are developed to offer automation to help but not replace the airline crewmember accountable for secure operation of the aircraft. Flight crew mistakes arise when the crew fails to understand a problem and does not rectify the error appropriately so as to hinder the situation from exacerbating.  Flight crew communication depends upon the utilization of audio, visual, and perceptible strategies. Subsequently the replicated flight controls of Emirates aircrafts are as well interrelated. As expected airline crew will be required to take on much greater responsibilities in method development and metering strategies.  One of the crew’s chief roles is to implement and update regulations that promote uniformity amid Emirates airlines maintenance displays.  Additionally, Emirates has designed templates that offer for usual fault menus for all programs. The interface must look the same to the technicians irrespective of the vendor (Weiner and Nagel, 2008).

9.0. IATA safety report

IATA develops safety reports on a yearly basis including a comprehensive abstract of statistics, phenomenon and causative aspects involved in accidents. The initial step of the reports contains a rundown analysis of western manufactured jet hull losses and passenger fatality prior to the 10-year phase.  Furthermore, the reports include suggestions from the Accident Classification Task Force (ACTF), an industry-working team concerned with accident assessment, establishing causative aspects and creating prevention plans. Parallels of concern are developed to deal with some outcomes that suggest mitigating plans. This correspondence between the categorizations and other forms malfunctions of the accident assessment. The method is universally utilized where causally is alleged so that it can endorse it. The IATA safety data are essentially utilized in the Evidence-based Training (EBT) analysis and approve studies from other sources, especially LOSA, FDA, EBT and the meta-analysis from the United Kingdom CAA reports CAP 776 and 780.  Like other accident reports IATA safety publications have equivalent strengths and weakness. Accident evaluation has been the basis of safety assessment, offering the background and structure for other safety examination and documentation. The most considerable strength of accident and incident information is its importance to safety and training. The germane weakness to accident/incident evaluation is the contradiction and lack of rationalization amidst the initial analytical reports from which the evaluation is drawn. Subsequently some reports lack data on human factors. Since IATA accident publications are annual investigations, it is needful that at the start of the publication a 10-year period accident review is conducted. Additionally it is essential that the IATA safety reports evaluate the information from different perspectives. Evidence-based Training (EBT) analysis draws data from the Civil Aviation Authority (CAA) accident publications themselves and also the extra evaluation offered from the CAA and makes inferences from the establishments pertaining to training requirement. The chief focus of the CAA evaluation is to derive connected information from fatal catastrophes so that the techniques may be created to assist minimize the global fatal accidents percentage. In this prospect, the UK CAA Accident Analysis Group (AAG) decides to regularly analyze all fatal accidents on a global basis. The casual aspect is an operation item that is considered to be directly influential in the casual chain of operations amounting to the accident. A circumstantial element is an operation that is regarded as not directly in the casual niche of events but may have contributed to the accident.  These aspects occur in the circumstance and are judged to be potentially germane to the accident. The source of information is utilized as a derivative meta-source study for this project. Whilst investigations carried out by the UK CAA and the Evidence-based Training (EBT) accident/incident studies are not directly analogous. Another problem with the casual accident study is that it fails to contrast easily to a threat and error investigation. Global fatal accidents have been investigated utilizing the EBT Training Criticality Survey cataloging all of prospective threats, errors and aircraft conditions. However the information sample is exceedingly restricted forcing the investigators in terms of flight profile and circumstance. The outcomes as also restricted. The chief strength of this investigation is that it might be carried out since the information accessible to the experts in a non-accident circumstance (IATA, 2007).

10.0. Recommendations

The improvement of evidence-based training (EBT) emerged from an industry oriented agreement that is capable to minimize the airplane hull loss and fatal accidents levels, a tactical evaluation of periodic and class-rating training for flight pilots is essential. The available airplane pilot training needs in state regulations are hugely founded upon the evidence of hull losses from previous generation jets, for it to be possible to stop a threat, basically repeating an operation in a training program is adequate. There have been operations and the addition of these activities to the training needs permeate periodic systems and design an inventory methodology to training. According to Martinussen (1996) airplane design and dependability enhanced considerably, amounting to a scenario where a lot of accidents take place in aircraft that are operating without breakdown. Regulated flight into the ground is an excellent model of this standard, amounting to a hull loss whereby insufficient situation awareness is nearly a contributing aspect. It is unlikely to predict all probable accident/incident situations, particularly in modern aviation system where its sophistication and high dependability mean that the forthcoming accident could be something totally unpredicted. EBT handles this by shifting from refined scenario-based training, to prioritizing the creation and evaluation of major competencies, amounting to an improved training result. The situations suggested in EBT are chiefly a catalyst and a channel to access and improve competence.  Understanding a predetermined number of competencies must permit a pilot to organize circumstances in flight that are unpredicted by the aviation industry and for which the pilot is not yet particularly trained. The key competencies established in EBT involve what was initially understood as both practical and non-practical knowledge, experience and behaviors, conjoining the learning content with real competencies essential in the perspective of modern aviation (Mekhail et al. 2010). EBT also recommends a shift in stability and training, acknowledging that competence requires to be affirmed in the conventional sense with respect to regulations, but also acknowledging the profound principle and training opportunities provided by current FSTDs and exceedingly capable trainers (Evidence-based Training methods: toward a professional level of practice, 2010).

11.0. Conclusion

The standard shift suggested under the evidence-based is not basically to replace an times outmoded cluster of essential operations with a new series, but to utilize operations as a catalyst for creating and evaluating new performance through a scope of important competencies. Furthermore, EBT concentrates the instructor populace upon the evaluation of the genesis of the right suitable events, as opposed to clearly asking flight personnel to repeat a technique with no actual knowledge as to why it is not successfully flowing in the first place. EBT acknowledges that in present airline industry greater-fidelity simulator situation, very complicated apparatus exist that are often not utilized prominently, as control is focused more significantly upon checking. EBT seeks to correct the imbalance between training and supervision. It acknowledges that an evaluation of competence is important, but once finished, pilots learn more productively when being trained by proficient trainers to carry duties and manage operations gauged through the prism of a given cluster of behavioral cues, whilst not refined test circumstances (Manual for Evidence-based training, 2013). A pilot is anticipated to constantly sustain and enhancement his proficiency-sets across his profession and must thereby be provided with a training that permit for career-long growth. An explanation of the features of a certified aviator can assist one to comprehend a pilot must derive from periodic and improvement training. Air carrier pilot must be driven by a sense of fidelity and honor making it possible for him to lead by example and treat his peers with decorum and sprite. Karp (2004) asserts that these features enable a pilot to pursue perfection and the secure, safe achievement of any airline.  Apart from the apparent need to restore an improve the pilot’s understanding of aircraft programs, processes and operational elements, it becomes important to sponsor him the development of skills that will permit him to become a skillful and specialized pilot. This needs training and education in management via the application of hypothetical understanding and convenient skills. For it to be possible to make the best use of expertise when flying for an air carrier, one should put into account the time frame between training sessions and establish how to  maximize the time available for training. Little time monitoring and more time training is required to cater for training. An information-fueled methodology must be utilized to establish what and how regular numerous situations must be trained. Periodic training and education must not basically be an activity of “going through moves”. The surprise aspect must be introduced to stand for actual, unexpected, essential, great stress conditions that will require successful workload organization and crew coordination. The unveiling of trending technology and improved automation creates a constant problem across a pilot’s profession. As new makes of airplanes are unveiled, pilots will require advancing their knowledge of automation programs. This will raise the level of trust in the technology and amount to a greater understanding on where the parameters are.   This improved trust will make it possible for the pilot to utilize the suitable proficiency-set, and rapidly move from one set to another in an occurring circumstance. To design a successful monetary framework for financing a pilot training, shareholders will require developing a program that has a workable and payback ratio that is manageable for sponsoring organizations. Applicants who fail to meet evaluation qualification standards would basically have to look for other sources or offer individual- sponsorship if they consider pursuing professional pilot careers (Hunter and Burke, 1994).

12.0. References

Anonymous (2014, Aug 01). ICAO forms taskforce to tackle conflict zones threat to safety.         Progressive Digital Media Transportation (Airports, Roadways, Railways, Shipping,      Automotive & Logistics) News

Aviation Accreditation Board International. (n.d). Accredited Program. Retrieved Fro            <Http://Www.Aabi.Aero/Programs.Html>. [13 October 2015].

Burke, E., Hobson, C., and Linsky, C. (1997). “Large Sample Validations Of Three General         Predictors Of Pilot Training Success.”  The International Journal Of Aviation   Psychology, 7(3),        225-234.

Carretta, T., & Ree, M. (1996). “Central Role of Military Pilot Selection.” The International          Journal of Aviation Psychology, 6(2), 111-123.

Chen, Z., Al-Mahtab, M., Rahman, S., Tan, N., Luo, N. And Tai, B., (2010). “Validity and Reliability Of The Bengali Version Of The Hepatitis Quality Of Life Questionnaire.” Quality Of Life Research, 19(9), Pp. 1343-8.

Cocco, M. & Tuzzi, A. (2013). “New Data Collection Modes for Surveys: A Comparative            Analysis Of The Influence Of Survey Mode On Question-Wording Effects.” Quality and  Quantity, 47(6), Pp. 3135-3152.

Collection Methodology on Response Quality.” Electronic Journal of Business Research   Methods, 12(1), Pp. 41-53.

Daly, A., Grove, S.J., Dorsch, M.J. And Fisk, R.P., (2009). “The Impact of Improvisation Training On Service Employees In A European Airline: A Case Study.” European Journal of Marketing, 43(3), Pp. 459-472.

Demosthenes, T.A., And J. G. Oliver. (1991) “Design Principles For Commercial Transport Aircraft: A Pilot’s Perspective,” Air Line Pilot Journal, Vol. 5, June, Pp. 25-30.

Department Of Transportation. (N.D.). Chapter 4: Globalization. Available From:             <Http://Www.Rita.Dot.Gov/Bts/Sites/Rita.Dot.Gov.Bts/Files/Publications/The_Changing_Face_   of Transportation/Html/Chapter_04.Html>. [11 October 2015]

Duffy, F., & Craig, G. (2011). “Purpose, Process, Place: Design As A Research     Tool.” Facilities, 29(3), Pp. 97-113.

Evidence-Based Training Methods: Toward A Professional Level of Practice. (2010). European    Journal of Marketing 64(4), Pp. 55-59

FAA Air Transportation Modernization and Safety Improvement Act, S. 1451, 111th Cong. (2010).

Fanjoy, R., Young, J., & Suckow, M. (2006). “The Experience Factor: A Regional Airline View   of Pilot Candidate Qualifications.” Collegiate Aviation Review, 24(1), 67-72.

Federal Aviation Administration, Advanced Qualification Program, July 23 2006, Advisory          Curricular. Available From: <Https://Www.Faa.Gov/Training_Testing/Training/Aqp/>. [12 October 2015].

Federal Aviation Administration. (2013). Nextgen Implementation Plan 2013. Retrieved   From:             Http://Www.Faa.Gov/Nextgen/Implementation/. [9 October 2015].

Furlong, A. (2012). “The Multiple Benefits Of Centralized EBT Data Collection.” Pharma, 8(2), Pp. 16-16,18.

Gantly, D. (2009). ”Council Has Talks On Competence Pilot.” Irish Medical Times, 43(19), Pp.3.

Glines, C. V. (1990), “How Will Tomorrow’s Airline Pilots Be Trained,” Airline Pilot, September 18.

Glines, C.V. (1990). Human Factors And The Glass Cockpit. Oxford University Press,London.

Green, A. (2011). “Conducting Data Collection – Beware Of Interference.” Plant Engineering, .

Griffin, G., & Koonce, J. (1996). “Review of Psychomotor Skills In Pilot Selection Research Of The U.S. Military Services.” The International Journal of Aviation Psychology, 6(2), 125-147.

Guidance on Introducing Radio Frequency Identification (RFID). (2013, May). International

Air Transportation Association. Retrieved From: <Https://Www.Iata.Org/Publications/Pages/Rfidmaintenance-Ops.Aspx> [14 October 2015].

Human Factors Crew Resource Management. (N.D.). Aviation Operation Solutions. Retrieved From: <Http://Www.Avops.Com/Crmcombined.Pdf>. [October 10 2015].

Hunter, D., & Burke, E. (1994). “Predicting Aircraft Pilot-Training Success: A Meta Analysis of Published Research.” The International Journal Of Aviation Psychology, 4(4), 297-313.

IATA. (2007). Aviation Industry Needs To Tackle Looming Pilot Shortage. Retrieved From:             Http://Www.Iata.Org/Pressroom/Pr/Pages/2007‐29‐11‐01.Aspx. [October 12 2015].

Jacobs, R.L. And Jones, M.J. (1999). Structured On-The-Job-Training: Unleashing Employee Expertise in The Workplace. Barret-Koehler: San Francisco.

Jensen, R.S. (2005). Pilot Judgment and Crew Resource Management. Vermont: Ashgate Publishing Company.

Karp, M. (2004). “Airline Pilot Training: A University to Regional Airlines Bridge Training Model.” International Journal f Applied Aviation Studies, 4(1), 185-204.

Kelly, Y. (2010). “Airline Pilot Poised For Rebound”. The Atlanta Journal-Constitution.

Kern.J. (2009). “Implementation of New Technology-The Regulator’s Perspective,” Human         Error Avoidance Techniques Conference Proceedings, Pp.3.

Learmont,D. (2012). “ICAO Scrutinizes Case For Competency-Based Training Culture.” Flight             International,182 (5367), Pp. 41.

Learmount, D. (2013). Industry Calls for More Relaxed Simulator Rules. Flight     International, 183(5395), Pp. 16.

Learmout, D. (2013). Providing Evidence Of Success. Flight International, 184(5398), Pp. 22 25.

Manual of Evidence-Based Training, 2013. Retrieved From: <             Http://Www.Icao.Int/SAM/Documents/2014AQP/EBT%20ICAO%20Manual%20Doc%            209995.En.Pdf>. [13 October 2015].

Martinussen, M. (1996). “Psychological Measures as Predictors of Pilot Performance: A    Meta-   Analysis.” The International Journal of Aviation Psychology, 6(1), 1-20.

Mekhail, A., Niemczyk, M., Ulrich, J., & Karp, M. (2010). “Using the Table Reading Test as        Indicator  for Success In Pilot Training.” Collegiate Aviation Review, 28(1), 101-114.

Moorman, R.W. (2015). “Seminal Training Events.” Air Transport World, 52(4),    Pp.21

Norman, S. And H. Orlady. ( 2001), “Flight Deck Automation: Promises And Realities,” Final    Report Of A NASA/FAA Industry Workshop Held At Carmel Valley CA, Washington DC.

Parrish, R. L. (2000),”Who Cross-Qualifies  and Why,” Business And Commercial Aviation, Pp. 66-70.

Pereira, C.F.( 2011). ”Regular Airlines Flying Towards A Low Cost Strategy.” International Business Research,4 (1), Pp. 93-99.

Points In: Theoretical Results and Practical Considerations (n.d.).” Environmental And Ecolo Statistics, 20(2), Pp. 215-236.

Solomon, D. (2015). NH gets Approval to Pilot Competence-Based Testing. Mcclatchy – Tribune             Business News.

Spurlock, D.G. (2008). “A Content Analysis of Data Collection and Analysis Techniques as Reported in the Engineering Management Literature.” Engineering Management           Journal, 20(2), Pp. 46-55.

Weiner, E.L. (2007). “Fallible Humans And Vulnerable Systems: Lessons Learned From   Aviation”, Information System, Pp. 162-181.

Weiner, E.L. And Nagel, D.C. (2008). Human Factors in Aviation. New York: Scribner.

Wiener, E.L. And Curry, R.E. (2005). “Flight Deck Automation: Promises and Problems”, Academic Press, Pp. 995-1001.

Yang, Y. & Barns, R. (2011). “Towards Effective and Efficient Identification of Potential Tax    Agent Compliance Risk: A Stratified Random Sampling Approach.” E-Journal of Tax     Research, 9(1), Pp. 116-137.

Yeung, R. (2014). “Evidence-Based Training.” Training Journal, Pp. 36-39

13.0. Appendix: Abbreviations and Acronyms

(Used in this project)

 

AQP                            Advanced Quality Program

ATO                            Approved training organization

ATQP                          Advanced training and qualification program

CAA                           Civil aviation authority

CBT                            Competency based training

CRM                           Crew resource management

EBT                             Evidence based training

FAA                            Federal Aviation Administration

FDA                            Flight data analysis

FSTD                          Flight simulation training service

IATA                          International Airport Transport Association

ICAO                          International civil aviation organization

IFALPA                      International Federation of Airline Pilots Associations

LOSA                         Line operations safety audit

SARPS                        Standards and Recommended Practices

SMS                            Safety management system

We can write this or a similar paper for you! Simply fill the order form!

Triangular Factors and Row Exchanges

Triangular Factors and Row Exchanges
                     Triangular Factors and Row Exchanges

Triangular Factors and Row Exchanges

Order Instructions:

Please don’t put any pictures into the
coursework.

SAMPLE ANSWER

1.5. Triangular Factors and Row Exchanges

Question 1

Upper triangular matrix is non-singular when no entry on the main diagonal is zero.

Question 2

Solution:

Hence elimination will subtract 4 times row 2 from row 3.

Looking at the U matrix, we see the pivots along the diagonal of the matrix:

To find out if a row exchange will be needed or not, first we determine A

After carrying the first elimination, we get:

Hence, there would not be a need for a row exchange.

Question 3

Question 7

Question 13

Question 23

1.6. Inverses and Transposes 

Question 1

Question 2

  • When is applied to a matrix A its effect on A is to replace the first row of by the 3rd row of, the 3rd row of, and to replace the 3rd row by the first row at the same time. As an example. Hence to reverse this effect, we need to perform the same operation again, i.e. replace the 1st row with the 3rd row and replaced the 3rd row by the 1st row, this is P1

Hence,

Therefore,

Is an indication to replace 1st row by the 3rd row and to replace the 2nd row by the 1st row, and to replace the 2nd row by the 3rd row. For example; hence, in order to reverse it, we need to replace the 1st row by the 2nd row, and to replace the 2nd row by the 3rd row and to replace the 3rd row by the 1st row at the same time.

Hence,

  • In a permutation matrix P, each row will have at most one non-zero entry with value of 1. Consider the entry Pi, j = This entry will cause row i to be replaced by row j. Hence to reverse the effect, we need to replace row j by row i, or in other words, we need to have the entry (j, i) in the inverse matrix be 1. But this is the same as transposing P, since in a transposed matrix the entry (i, j) goes to (j, Hence. Now, where  , are permutation matrices (in other words, each row of  is all zeros, except for one entry with value of 1.)

Hence the entry C (i, i) will be 1 whenever A (i, j) = B (j, i) = 1, this is from the definition of matrix multiplication, element by element view, since:

For all entries except when the entry, and at the same time, but since   is the transpose of P, then whenever then  only when.

Hence this leads to  with all other entries in C being zero, i.e.

Question 4

(a)

If A is invertible and AB = AC, then B = C is true.

Because;

This means that; IB = IC, and subsequently B = C

(b)

Suppose:

AC = AB; then:

0 = AB – AC = A (B-C)

If  , Note that if we define

Then you can find by multiplying it out that:

Therefore, if we set    we find that:
So for this choice of A, just pick any 2×2 matrix for B, and define C = D + B; and automatically, you will find that: AC = A (D + B) = AD + AB = 0 + AB = AB; but C is not = B.

Question 6

Start with the augmented matrix:

Then the only row on the left that doesn’t already look like the identity matrix is the second row; we just need subtract rows 1 and 3 from row 2, which gives:

Hence,

To find, start with the augmented matrix:

Replace the 1st row by half of itself and add half of the 1st row to the 2nd row:

Next, add a third of the second row to the first, add 2/3 the second row to the third, and multiply the second row by 2/3:

Finally, multiply the third row by 3/4, and then add 1/3 of the result to row 1 and add 2/3 of the result to row 2:

Thus,

To find, start with the augmented matrix:

First, switch rows 1 and 3:

Now, subtract row 2 from row 1 and subtract row 3 from row 2:

Thus,

Question 10

For the first choice of A, we write the augmented matrix [A I]:

Then subtracting two times row 1 from row 2 and subtracting three times row 3 from row 2 yields

Hence,

For the second choice of A, write the augmented matrix [A I]:

Subtracting row 1 from rows 2 and 3 yields:

In turn, subtracting row 2 from rows 1 and 3 yields:

Finally, subtracting row 3 from row 2 yields:

Hence,

Question 13

Question 17

  • The inverse of a lower (upper) triangular matrix is still lower (upper) triangular. Multiplying lower (upper) triangular matrices gives a lower (upper) triangular matrix.
  • The main diagonal of and  are the same as those of  and   , so we have. By comparing the off-diagonals of, both matrices must be diagonal. ,  is invertible so.

Then

Question 18

To make the pivot actually occur at f, switch rows 1 and 3:

Now, subtract d/j times row 1 from row 2 and subtract a/f times row 1 from row 3; note:

If e = 0 then the 2nd row is all zeros, which means that there can’t be a pivot in that row. Thus, when A is invertible, it must be the case that e 0. Therefore, a pivot is in the 2nd column, and the entry below can be eliminated through subtraction of  times on row 2 from row 3:

If A is to be invertible, it must be the case that c 0. Therefore, the conditions which ensure that A is invertible are:

Turning to B, the matrix becomes:

Then, in order to have a pivot in the 2nd row, it must be the case that

Or, equivalently,

On the other hand, if, so we can switch rows 1 and 2 to get

Then we can eliminate a by subtracting  times row 1 from row 2 (note:

Again, if we are to have a pivot in the 2nd row, it must be the case that:

Or, equivalently,

Therefore, either

Question 22

Question 43

The 5 by 5  also has 1s on the diagonal and super-diagonal.

Review Exercises              

Question 1.2

Question 1.4

Question 1.10

Has L = I and;

A = LU has U = A (pivots on the diagonal);

A = LDU has   with 1s on the diagonal.

Question 1.17

Question 1.28

2 by 2; d = 0 not allowed;

d = 1, e = 1; then l = 1, f = 0 is not allowed.

Vector Spaces

Question 2

The answer is: (a), (b) and (e).

Question 3

is the x-axis;  is the line through (1, 1);  is ;  is the line through (-2, 1, 0);  is the point (0, 0) in ; the null space  is .

Question 14

The subspaces of  are  itself, lines through (0, 0), and the point (0, 0).

The subspaces of  are  itself, three-dimensional planes , two-dimensional subspaces , one-dimensional lines through (0, 0, 0), and (0, 0, 0) alone indicate that the smallest subspace containing P and L is either P or .

Question 24

The extra column b enlarges the column space, unless b is already in that space,

Reference

Strang, G. (2013). Linear Algebra and its Applications, (4th ed.). New York, NY: McGraw-Hill Publishers.

We can write this or a similar paper for you! Simply fill the order form!

The Exclusionary Rule Research Paper Available

The Exclusionary Rule
            The Exclusionary Rule

The Exclusionary Rule

Order Instructions:

Research and read the article by Donald Dripps entitled “The Case for the Contingent Exclusionary Rule,” from the American Criminal Law Review (Winter, 2001).
•Based on the article and your current level of exposure to the topic of constitutional criminal procedure, outline your position as to how Dripps’ model would work in the real world.

State whether Dripps’ Model of “Contingent Suppression” is in any way compatible with restorative justice. If not, how could it be made more compatible?
•Provide at least 1 reference

SAMPLE ANSWER

The Exclusionary Rule

With the exclusionary rule in place, problems such as those of political interference of the court system will be resolved given that the highest court has the power to impose any rule that is encrypted in the constitution. The problem of valuation will also be long gone with the exclusion rule in place because it balances the sanctions and the illegal gains of the government. Despite, these benefits, this rule have certain weakness given that it poses a crucial psychological challenge to the judgement. It is not a very easy for the judges to set free a suspect whom they are aware is guilty as charged. In an attempt to deal with this challenge, judges who are on trial are forced to change their truth seeking attention against the tenets of exclusion (Clancy, 2013). On the other hand other judges in the court chambers are forced to interpret the laws on constitutional rights contrary to that of the trial judges. Therefore, it for a fact that amendment on exclusion law remains inadequately implemented.

In his article about contingent exclusionary rule, Donald Drips suggests a model that can be used in the implementation of the exclusionary rule.   He says that it is possible to bring together damages and exclusion in order to do develop a much more effective nd sustainable solution to all violations of the constitution. He further adds that courts can be allowed to suppress some of those orders that are considered uncertain in nature probably because of failure of the police force to do is job well (Dripps, 2010). However, friendly as this offer may seem to be, it not so compatible with the theory of restorative justice. As much as the cases are suppressed by the judges, it would be necessary to keep the suspected criminals on probation to take care of the interests of the crime victims rather than allowing the suspect to freely get back to the community and prematurely interact with victims of crime. This way, restorative justice shall have been achieved.

References

Donald A. Dripps (2010), The ‘New’ Exclusionary Rule Debate: From’Still Preoccupied with 1985’ to ’VirtualDeterrence’, Fordham Urban Law Journal, Vol. 37, Issue 3 (May 2010), pp. 743-802. http://www.heinonline.org/HOL/Page?handle=hein.journals/frdurb37&div=31

Thomas K. Clancy (2013), ‘The ExclusionaryRule: Is It On Its Way Out? Should It Be?’: Guest    Editor: Christopher Slobogin: The Fourth Amendment’s ExclusionaryRule as a Constitutional Right. The Ohio State Journal of Criminal Law, 2013/04/01, Vol: 10, p357

We can write this or a similar paper for you! Simply fill the order form!

Performance management Essay Paper

Performance management
Performance management

Performance management

Order Instructions:

Dear Admin,

Note:To prepare for this essay please read the required articles that is attached then answer the following questions:

1)Evaluate the findings of the authors in regards to changes in the design, implementation, and effectiveness of performance management systems since earlier studies were conducted.

2)Analyse the claims of the authors in relation to the level of satisfaction, the training of users, and the involvement of employees with performance management systems.

3)Support your argument with evidence from the study and other real examples where possible.

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3)Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note:To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

Performance management serves the purpose of decision making while developing the skills of employees. Developing and managing human capital involves making decisions on pay increases, transfers, promotions and retirements (Pulakos 2004). The appraisal information gathered is applied as a guide to employee training, experience evaluation and other mentoring and development activities (Hillgren & Cheatham 2000).

The role of performance management can only be felt if the attitudes, skills and commitment levels of those people responsible for its implementation are wholly on the exercise while owning the appraisers together with the appraises (Lawler 1994). The effectiveness of the whole program can be eroded by perceived unfairness in the exercise hence procedural fairness and distributive justice must seem to prevail at all time during the entire implementation process. The critics of the PM system are convinced that the PM system only satisfies short-term performance while jeopardizing the long-term organization plans by building fear among the staff while encouraging unhealthy competition and rivalry among the employees (Deming, 1982). Managers are mostly frustrated by the performance management standards as they attempt to address its challenges and expectations (Lawler 1994).

According to Rheem (1996) companies that utilize the PM effectively perform better financially than those that have not implemented the PM system in their HRM structures.

The role of performance management has changed greatly since its inception. Its prim role of performance measurement of setting performance objectives seem to have been surpassed by other pressing management issues like determination of staff training and development needs which according Nankervis & Compton (2006) rank on top of the HRM list with a rating of 89.2% while appraisal of past performance, alignment of objectives and development of competencies are also on top of the list ranking closely at 88.9%, 75.5% and 56.6% respectively. At the bottom of the list are setting of performance objectives, retainment of caliber staff and change of organization culture and which were ranked as 2.4%, 27.55 and 28% respectively. The major traditional functions of the Human Resource Management (HRM) and Performance Management (PM) of dismissal, discipline, the retention of the high caliber staff and organizational change are no longer the prime responsibilities of the departments.

However, performance management (64%) is still favored as a management tool compared with other hybrid systems (21%) such as trait-based appraisal systems or the management by objectives (MbO) systems (7%). About 65% of the respondent confirmed consistent use of the PM system while almost 75% of all the PM have been  largely developed by the HRM specialists while only a paltry 12% are reported to be imposed by respective head offices.

According to Nankervis & Compton (2006) the trend towards modern, customized and sophisticated performance system that are effectively designed to align the goals of the organization and individuals including company objectives. However the satisfaction of performance management by HR Professionals has declined compared to the earlier studies that were carried out 1990. The ratings dropped and registered a range of 84% to 20% as highly effective while 49% registered as effective. The best systems of performance management are enshrined in ideal principles of organizational strategic alignment and individual employee goals whose outcomes are transparency, equity, consistency, friendliness in view of clear links of salary review and human capital development.

Strategic management elements have also been introduced on the PM systems to make more effective and powerful. The introduction of the Balanced Scorecard brought in fresh impetus to the system that was slowly becoming ineffective. By assessing the company’s values and mission, the targets and objectives of the Balanced Scorecard (BSC) can be carefully articulated to reflect the needs of the company. However, only 25.5% of the total respondent who took part in the survey had implemented the BSC in there PM system. According to those respondents who have implemented the BSC system, 95% of them are satisfied with the performance of their PM systems as the systems are now consistent and focused towards the attainment of the organizations goal (Nankervis & Compton, 2006).

  1. Ineffective and less attractive systems reflect none of the qualities above and which suffer from inadequate communication systems, lack proper feedbacks or any technical training.

Nankervis & Compton (2006) states that “…satisfaction levels with present systems have deteriorated since the earlier studies, the training of system users has declined, and the involvement of employees in the review of their own and their team’s performance is not yet well implemented. The dissatisfying factors remain those of all previous studies, and indicate the guiding principles that HRM professionals should use in order to further develop their performance management systems – alignment, integration, commitment, collaboration, feedback, outcomes, and user-friendliness” (pg. 100).

The success of the Performance management system or its failure is greatly hinged on the attitudes and skills of the implementing officers together with the perception of the employees. Any form of bias or unfairness being perceived or otherwise, can ruin the whole purpose and objective of the performance management system. The level of commitment and decisiveness of the implementing officers in the HRM department is of utmost importance if the system is to succeed (Hedge and Teachout 2000). Recognition and other forms of rewards that accrue to best performing staff must be clearly outlined and the procedures effectively communicated to all the employees (Wilson 2001).

Nankervis & Compton (2006) concludes that “…section reports only the qualitative responses of the sampled HRM professionals of the perceived effectiveness of their present performance management systems. The study did not include quantitative measures. Although the majority of respondents (69%) report general satisfaction with their present performance management systems, ranging from 49 per cent ‘effective’ to almost 20 per cent which are ‘more than effective’(16%) or ‘highly effective’ (4%), more than 30 per cent are less than satisfied…” (Pg. 93)

The level of satisfaction for the PM is far above average and its effectiveness and application is what really matters.

To conclude, the performance management system has gradually changed from its previous roles of setting performance objectives to development and training of employees. Its success depends entirely on the attitudes of the implementers and the perception that the employees will have when implemented (Nankervis & Compton, 2006).The introduction of the Balance Scorecard into the system has added a new positive strategy in the management and implementation of the performance management. Its application is still limited but it has registered great success in all areas that it has been implemented. The performance of the PM system is effective if it’s implemented positively and fairly across the whole spectrum without any bias. The most effective systems of performance management should be protected under the ideal principles of organizational strategic alignment and individual employee goals whose outcomes are transparency, equity, consistency, friendliness in view of clear links of salary review and human capital development. These traits can only be recognized if the attitudes and behaviors of employees are positive and the system is free from any form of bias.

References

Hillgren, J.S., & Cheatham, D.W., 2000, Understanding Performance Measures: An Approach to Linking Rewards to Achievements of Organization Objectives, Scottsdale, AZ: Worldatwork.

Hedge, J., M. Teachout, 2000, Exploring the concept of acceptability as a criterion for evaluating performance, Group and Organization Management 25(1): 22–44.

Lawler, E., 1994, Performance management: The next generation. Compensation and Benefits Review 26(3): 16–20.

Nankervis, A.R.  & Compton, R. L., 2006, Performance Management: Theory in Practice? Asia Pacific Journal of Human Resources, vol. 44 (1)

Schuler, R.S., 1992, Strategic Human Resource Management: Linking People with the Needs of the Business, Organizational Dynamics, 22, 19 – 32.

Pulakos, E.D., 2004, Performance Management: A Roadmap for Developing Implementing and Evaluating Performance Management Systems, SHRM Foundation. Retrieved May 30 2015 from https://www.pdri.com/images/uploads/Performance_Management.pdf

We can write this or a similar paper for you! Simply fill the order form!

Human resource management assignment

Human resource management
Human resource management

Human resource management

Human resource management

Order Instructions:

Dear Admin,

Note: To prepare for this essay please read the required articles that is attached then answer the following questions:

Topics

•The importance of performance management
•Reward systems and their purpose
•The role of performance management
•Characteristics of a good system
•Integration with other HR activities

Which features of the system implemented at Network Solutions correspond to what were described in the selected weekly reading as ideal characteristics? Identify characteristics that are missing from the system at Network Solutions.

Added thoughts:

In your essay consider the topics for discussion this week. Our text lists a number of key characteristics such as strategic congruence; encourage a thorough and continuous evaluation process; results will be used to make important decisions; expectations of employees are clearly communicated; discriminates among high, average, and low performers; encourages ongoing communication between manager and employee, etc. What might be the most important? Can these characteristics be weighted as to what is most important, second, etc?

Also,
1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

Competitive pressures that exist in the international business environment are compelling most companies to adopt new and progressive ways of managing human capital. Strong emphasis is being placed on performance management systems (Pulakos, 2004).

  1. Performance management entails joint teamwork between management and employees in reviewing, monitoring and planning overall work objectives and its contribution to organization development.

Effective performance management results in clear job classification and enumeration of responsibility and employee expectations. Performance management enhances productivity for both individuals and group while also developing individual employee capabilities that makes it possible for employees to realize their full potential through effective feedback systems. Performance enables the organization to integrate the organization goals and the employees expectations by aligning the company’s core values, strategies and goals together with the employees goals (Hillgren & Cheatham, 2000).

Performance management provides a basis for making critical human capital decisions for example decisions on pay increment and reward systems while also improving effective communication between the management and the employees.

Performance management is a critical tool in successful companies and other high performing companies and it’s also one of the most important responsibilities for managers.

Performance management can be used for decision making mostly relating to promotions, transfers or pay increases or for development purposes and which relates to job training, evaluations and mentoring.

Reward System

  1. Reward systems are applied to motivate employees to be more productive and committed to the company’s goals and objectives. Reward systems are mostly classified into two basic categories. These are financial and non financial reward systems. Financial or extrinsic rewards relate to individual merit which is solely dependent on performance while non-financial rewards (intrinsic) include development, recognition, career guidance and other forms of schemes that target non financial benefits to employees. The debate is basically whether the two systems draw the same effect on employees or if one of them is better that the other but main role of good reward system is to motivate the employees to continue working hard for the organization, boost their morale encourage them to be more productive (Lado & Wilson, 1994).

The role of performance management

  1. The role of performance management is to provide the basis for decision making both in other decision making efforts and developmental purposes. Performance management assists in making decisions that affect the employee pay structure and bonus compensation while developmental performance involve staff training, transfer, promotions and development training (Hillgren & Cheatham, 2000).

Performance management is practically the foundation of HR human capital management. It provides the policies and procedures for hiring and terminating the services of the employee including the procedures for promoting and review of salaries and other staff remuneration. The performance management system (PMS) coordinates the functions of the HR department regarding staff performance.

Characteristics of a good Performance Management system

Strategic and Context Congruence

  1. The major characteristic of a good performance management system is that it must contain staff input in order for it to attract the cooperation of all the staff in the organization. The goals of the organization and those ones of individual employees should be aligned so as ensure that the company is moving in the right direction for the interest of both parties i.e. the organization and also the employees besides it should also be and be congruent with the norms that are based on the culture where the organization is located (Pfeffer, 1994).

Thoroughness, Practicability and effectively communicated

The performance management system should include all employees. The performance measures that are applied in performance management should be practical and acceptable to all employees. Performance management should utilize performance measures that are consistent, reliable, free of errors and effective. The performance management systems should be perceived as fair by the employees in terms of practicability in order for it to acceptable by all the employees. The system should also have adequate system of communication together with an inclusive way of communicating with all the employees.

Meaningfulness and Reliability

Employee evaluation should regularly take place at specific intervals and which employees ae aware of. Performance management system should also provide the skills necessary to develop the evaluators as the results of the exercise are used to make critical management decisions hence they should be accurate and reliable.

Efficiency

The PMS should be able to identify the effectiveness of the system for the behaviors of the employees. Systems that result in staff ineffectiveness should be re-evaluated and adequate steps taken to reverse any negative effects on the system.

Acceptability and Fairness

The whole system should not only be fair but must also be perceived to be fair by the employees. For the employees to be effective, they should have the right attitude in order for the to be productive and effective.

Correctability

The system should have a process that they can appeal to incase of unjust reactions from the management. The process will create more trust for the system among the employees. Employees whose services have been terminated can seek redress and appeal against decisions that may be seen as unjust.

However, the whole system should have effective checks and balances to ensure that before the management takes drastic action against employees then all the channels have been exhausted. For example, before the services of an employee is terminated several warnings must have been communicated to the employee including sessions of counseling, retraining, transfers to other departments and termination should be the last option.

Integration with other HR activities

  1. The functions of performance management system and human resource activities actually overlap. Performance management is more involved in performance of the employees and the methods of evaluating and measuring the output of the employees compared to the expected performance. Employees are constantly evaluated to ensure that their productivity is at par with the management’s standards (Schuler, 1992).

Human resource department major roles of staffing and development of manpower including staff promotion, transfers, terminations and reward system are effectively managed under a good performance management system. Innovative human resource management systems include systems of performance management. Traditionally the human resource department was mostly concerned with personnel duties in most organizations but currently the major functions include getting the right employees for different jobs while at the same time providing training, experience, motivation and also ensuring that the employees have the right attitude for the job and is well oriented with the requirements of the employment environment (Collis & Montgomery, 1995).  The relationship between the employer and the employee can be described as related to principal-agent relationship and the human resource obligation is to ensure that the relationship has competitive advantage over other competitors just as much as the functions of performance management are supposed to be bring out the best from individual employees.

References

Collis, D.J., 7 Montgomery, C.A. (1995) competing on Resources: Strategy for the 1990’s, Harvard business Review, pp. 118 -128

Lado, A. A. & Wilson, M.C. (1994) Human Resources Systems and Sustained Competitive Advantage; A Competency-based Perspective, Academy of Management Review, 19, 699 – 727.

Pfeffer, J. (1994) Competitive Advantage through People, Boston: Harvard Business School Press.

Schuler, R.S. (1992) Strategic Human Resource Management: Linking People with the Needs of the Business, Organizational Dynamics, 22, 19 – 32.

Hillgren, J.S., & Cheatham, D.W. (2000). Understanding Performance Measures: An Approach to Linking Rewards to Achievements of Organization Objectives, Scottsdale, AZ: Worldatwork.

Pulakos, E.D. (2004) Performance Management: A Roadmap for Developing Implementing and Evaluating Performance Management Systems, SHRM Foundation. Retrieved May 30 2015 from https://www.pdri.com/images/uploads/Performance_Management.pdf

We can write this or a similar paper for you! Simply fill the order form!

 

Network solutions Case study Paper Available

Network solutions
Network solutions

Network solutions case study

Order Instructions:

Dear Admin,

Note: To prepare for this essay please read the required articles that is attached then answer the following questions:

Which features of the system implemented at Network Solutions correspond to what were described in the selected weekly reading as ideal characteristics?

Identify characteristics that are missing from the system at Network Solutions.

Also,
1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

The choice of the methods to be adopted in performance measures that would be used to evaluate the performance of employees is critical to the management as it affects the attitude of the employee when perceiving issues of fairness, job satisfaction and also organizational commitment. Non financial rewards systems have over the years resulted in more positive response from employees. These include improved attitude, job satisfaction and increased productivity.

  1. Ten are present while four are not.
  2. a) Inclusiveness – Employees participate in the process of creating the system by providing input on how performance should be measured.

Employees should be allowed to have an alternative on the performance rating that should be allowed to apply in their evaluation processes. Some systems maybe perceived to be biased and may result in reduced staff morale and high staff turnover. The major purpose of performance evaluation is to increase individual employee production and create an environment for optimal performance.

Lack of participation in the process of creating a performance system may result in staff apathy for the system as what the management may take as motivation may be considered by the employees as beyond their reach and the management is set out to get rid of them. The expectancy theory clarifies that motivation is mostly affected by three factors. The first factor is the perception that the management efforts are directly correlated with performance. The other is instrumentality which is concern with employee expectation that all the rewards are also connected with performance. The third factor is called valence and it involves how much the employees value the rewards offered. The only way that the management can give the highest reward according to employees is if they are consulted during the formation stages so that their views are also included in the reward system for the performance based system (Sloof and Praag, 2005). Hence imperfect performance measurement remains one of the greatest reasons that result in dis enchantments of employees.

  1. b) Correctability – There is an appeals process, through which employees can challenge unjust or incorrect decisions.

The appeal process creates an environment of fairness among the employees. Those who have been evaluated and failed in performance measurements should be allowed to appeal in the processes that they may feel was unfair and unjust. Employees should be allowed to appeal for their cases to be reviewed again.

  1. Strategic Congruence – Individual goals are aligned with unit and organizational goals. When individual employee goals are aligned with individual goals it results in high performance. Most individual goals target financial rewards while most companies target performance and production rates. When the company decided to align individual employee goals with their own then it must have also considered that majority of employee goals is also to achieve financial satisfaction while also attaining the requisite training and vertical growth in the company’s organization structure. According to Kaplan and Norton (2004) the most effective linkage in high level strategy in performance management in individual reward programs especially where the Balanced Scorecard is involved. The major goal of this linkage is that it focuses the attention of the employee to the organization’s strategic priorities hence providing extrinsic motivation when rewarding employees after the organization has achieved its target. The company gains when employees have been rewarded hence it provides motivation on both sides.

 

  1. Strategic Congruence – Individual goals are aligned with unit and organizational goals. Majority of employee goals is also to achieve financial satisfaction through attainment of requisite training and consequently achieve vertical growth in the company’s organization structure. Network Inc is silently on the exact rewards of the employees and the process of rewarding the best performancers. Lately, there has been an increased emphasis on the application of non-financial performance measures in accounting for rewards due to the inadequacies of the financial measuring systems (Ittner and Larcker, 2001). Most financial performance measures that are applied in accounting are considered as late or take time to be made, are too aggregated, back-ward looking, inadequate and incomplete (Mia and Alam, 2001).

Due to these shortcomings and deficiencies in financial performance measurement most companies have shifted focus to non-financial measures that are literally broader, reflect on different aspects of long-term perspectives that also reflect on different dimensions of the performance by management. Hence the use of incentives systems that has non financial rewards result in more positive response and behavior from employees. These processes are perceived as fair and they offer better terms that increase job satisfaction and organizational commitment.

The company needs to understand how the various aspects of reward systems affect its employees. The reactions generated by the employees on non financial measures should be weighed against those that are generated from financial rewards and the appropriate system adopted.

To conclude, each company is unique and the performance measures that work successfully I one company may achieve different results when implemented in another company. Each company should adopt a system that works best for each individual case.

References

Hoque, Z., Mia, L., Alam, M. (2001), “Market competition, computer-aided manufacturing and use of multiple performance measures: An empirical study”, British Accounting Review, 33(1):pp. 23-45.

Ittner, C.D. and Larcker, D.F. (2001), “Assessing empirical research in managerial accounting. A value-based management perspective”, Journal of Accounting and Economics, 32(1-3):pp. 349-410

Kaplan, R. S. and Norton, D. P. (2001) “Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I”, American Accounting Association, Vol. 15, No. 1, pp. 87-104

Sloof, R. and Praag, M. V. (2005) “Performance Measurement, Expectancy and Agency Theory”, Tinbergen Institute, Discussion Paper, No.026/1.

We can write this or a similar paper for you! Simply fill the order form!

The role of accounting and finance Term Paper

The role of accounting and finance
    The role of accounting and finance

The role of accounting and finance

Order Instructions:

Dear Admin,

Note: To prepare for this essay please read the required articles that is attached then answer the following questions:

•Consider the role that accounting and finance play in organisations and how accounting and finance information can add to the value chain of an organisation.

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

The role of accounting and finance

Accounting provides the basis for assisting managers in organizations, creditors, bond holders, suppliers, customers and many other stake holders make effective decisions.

The major role of accounting is to provide financial information in a way that it’s understandable to most stakeholders. Accounting provides financial information for the following three reasons,

  1. External reporting: Entails preparation of financial reports that are used by investors, government authorities, creditors among other stakeholders.
  2. Routine internal financial reports: These are reports that are generated periodically by the accountants to be used by the management of the company for making internal decisions.
  3. Non-routine internal reports: These financial reports are mostly generated to support decisions and other projects that need clarification when necessary. Accounting information is prepared in different formats depending on the users of the financial information

There are also three types of accounting information; Management accounting, Financial accounting and cost accounting. Management accounting focuses on financial information that

assists managers make decision in organization. The reports generated for the management are mostly routine but they can also fall on non-routine reports (Garrison, Noreen & Brewer, 2009).

Financial accounting generates reports, measures and also records all the business transactions according to the principles as set out by the policies and concepts of Generally Accepted Accounting Principles (GAAP). Financial accounting generates information that are used by the creditors who need to know the financial leverage of the company before extending any loans or financial assistance to the company. This information can be derived from the statement of financial position of the company or the balance sheet. Investors need to know if the company is liquid or not. Companies that are insolvent find it difficult to find investors as their profitability is not guaranteed. Information on the company’s profitability is obtained from the company’s income statement or cash flows (Atrill & Mclaney, 2013).

Cost accounting on the other hand provides information that facilitates decision making for both financial accounting and management accounting. Cost accounting measures and reports financial and also non financial information in a company that is associated with the costs of acquisition, production and consumption of an organization’s resources. Managers require information to make certain decisions. The costs of manufacturing a product and the expenses involved in sales and distribution are added together to determine the products total cost per unit to facilitate calculations of breakeven costs and the contribution margins. Managers need this kind of information to make decisions on the minimum number of units to produce in order to breakeven. This is a situation where all the fixed costs and other expenses have been covered but no profits have been realized. Its critical because without the production of the minimum units required for the company to honor its fixed expenses and other basic costs then the company will be insolvent and finally file for bankruptcy.

Cost Management

It’s an activity that is mostly carried out by the managers and it relates to cost control and planning.  Managers have to constantly make decisions regarding the cost of materials, production processes and designs. The items to be included on annual budgets that target annual costs and expenses must be generated through information generated by cost accountants during cost management activities. Cost management ensures that costs are incurred with expectation of profits in future. Cost accounting provides the different combinations of expenses and the expected profits for different purposes and projects (Dayananda, Irons, Harrison, Herbohn and  Rowland, 2002).

Cost management provides the system that managers require to record all the required information needed to make the right decisions. Cost management involves the production of such reports that are based on different formats and which have been prepared using different concepts such as absorption, marginal costing or activity based accounting. All these processes are applicable but certain concepts and procedures apply to different setups and conditions. Cost management determines the best method to be applied and also when to apply them.

Management Accounting

The main role of management accounting is to solve management’s problems, maintain the production scores and other costs while also directing the company to profitability. Scorekeeping maintains all the results that occur as a result of the actions of various managers and head of sections. These scores are also compared with the reaction of other companies in the same industry.

Value Chain

It’s the overall visualization of the entire business a series of activities that occur in a sequence of processes and activities that add value and usefulness to the services or products in the company and which are later sold. Management accountants are instrumental in providing decision support for each activity that is forms part of the value chain. The processes involved in value chain require careful analysis which can only be achieved through cost accounting to determine their profitability and other variable costs involved (Drucker, 1999).

Management accounting provides the various accounting reports for all the work in progress and finished goods. The various types of information that are required to maximize profits and minimize cost are generated by the cost accountants. The role of accounting in global business is critical as it provides a unified standard system for preparing financial statements in a way that is understandable by all accountants and auditors globally.

References

Atrill, P. & Mclaney, E. (2013) Accounting and Finance for Non-Specialists. 8th Ed. Harlow, UK: Pearson Publishing.

Dayananda, D., Irons, R., Harrison, S., Herbohn, J. and P. Rowland (2002) Capital Budgeting: Financial Appraisal of Investment Projects, Cambridge University Press. pp. 150.

Drucker P. F. (1999) Management Challenges of the 21st Century. New York: Harper Business.

Garrison, R., Noreen, W. & Brewer, P. (2009). Managerial Accounting, McGraw-Hill Irwin.

We can write this or a similar paper for you! Simply fill the order form!

The international accounting profession assignment

The international accounting profession
The international accounting profession

The international accounting profession

Order Instructions:

Dear Admin,

Note: To prepare for this essay please read the required articles that is attached then answer the following questions:

Address the following issues/questions:
The international accounting profession has lost its way and is no longer serving the needs of different users of accounting information in a manner which is appropriate and meaningful for the global business environment of today.
Do you agree or disagree? Identify the different user groups who require accounting information and explain how this information is provided for them. Discuss how the status of the accounting profession, both in your country and internationally, has been impacted by financial scandals in the recent past and describe what measures have been taken to counterbalance the impact of these. Do you think that the measures have been successful?

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Introduction

I disagree with the statement as the accounting profession is now more than ever before serving the needs of the global business environment and the contribution that the accounting profession has contributed to the global business environment is phenomenal and cannot be ignored, not even in the wake of the major financial scandals that rocked the financial markets in the last two decades. It’s true that some accounting professionals failed miserably in their responsibilities and which resulted in massive losses in the financial markets that brought most of the European countries including the US and UK to dire financial crises (Hermanson, 2008). The most notable financial scandal that shook the world economy was the Lehman Brothers in 2008, one of the largest investment banks in the US and it was also the largest financial institution in the US to collapse due to bankruptcy and the Enron scandal in 2001.

The most affected people were the shareholders, depositors and creditors. Most depositors had trusted the institution with all their life savings while shareholders invested their hard earned money in the hope of creating more wealth while the creditors were also hoping to gain financially by extending both long and short term loans to the bank (Atrill & Mclaney, 2013).

These groups of people require accurate and up to date information concerning their investments, savings and debt portfolios and payments. Investments accounts provide a range of investment portfolio that the institution has interest in and the amounts invested. The published accounts provide all the information regarding customer savings and the debts that the company has accumulated for a particular financial year. Specific financial statements that provide investment information are the company’s cash flow and the statement of equity. The balance sheet provides the total assets and liabilities that the company has for a particular financial period and it also shows the company’s leverage that most creditors and financiers require. The income and expenditure account provides information on the company’s revenue expenditure and sales. The creditors are mostly interested in this information as it proves whether the company is liquid or not. It provides the information that reflects the company’s liquidity.

The accounting profession in the US has been impacted negatively by the numerous scandals that have created a lot of financial crises in the corporate world. The confidence rating of the profession has been eroded and the public’s trust in the institution has waned. The US government reacted by introducing the Sarbanes Oxley Act that places criminal liability for certain acts of irresponsibility among company executives. The Act places a lot responsibility on the decisions made by company executives. Other institutions like the European union have been active in creating the Basel I, II and III that makes it mandatory for financial institutions to maintain certain ratios for protection of the depositors funds in case of liquidity problems (Sissell,  2006).

The US government also reacted by trying and jailing all the perpetrators of the financial scandals including reprimanding Ernest and Young, the accounting firm that was largely blamed for the collapse of the Giant Lehman Bros in 2008 while after the Enron scandal, Arthur Andersen, the accounting firm that assisted the company’s fraudulent activities was dissolved and most of the senior executives from the company were sent to prison together with Enron’s management team.

These actions have created more transparency and accountability in the accounting profession (Kuschnik, 2008). The number of scandals has significantly dropped since the introduction of the Sarbanes Oxley act in 2002 hence these measures have been fairly successful in tackling inefficiencies and fraudulent activities in the accounting profession (Hartman, 2005).

References

Atrill, P. & Mclaney, E., 2013, Accounting and Finance for Non-Specialists. 8th Ed. Harlow, UK: Pearson Publishing.

Hartman, T., 2005, The cost of being public in the era of Sarbanes-Oxley. Foley and Lardner

Presentation. June 2005. Hay, D.C., W

Hermanson, D. R., 2008, Fraudulent Financial Reporting: How Do We Close the Knowledge Gap? Retrieved May 29, 2015, from http://www.theifp.org/research-grants/IFP-Whitepaper-1.pdf. Center for Audit

Kuschnik, B., 2008, The Sarbanes Oxley Act: “Big Brother is watching” you or Adequate Measures of Corporate Governance Regulation? 5 Rutgers Business Law Journals.

Sissell, K., 2006, Committee to Recommend Changes to Sarbanes-Oxley Act. Chemical

Week 68, 31:

http://mym.cdn.laureate-media.com/2dett4d/UofLiverpool/KMGT/0712/01/mm/audio/index.html

We can write this or a similar paper for you! Simply fill the order form!

Judicial discrimination against Aboriginals

Judicial discrimination against Aboriginals
Judicial discrimination against Aboriginals

Relationship between judicial discrimination against Aboriginals and their rates of re-offence

Order Instructions:

Create a research question that relates to Racism in Australia, explain why this research question is important (for example, why your case study area needs to be investigated in this way)

Explain what method or methods (i.e. interviews, surveys, observation/ethnography) you would use to study this research question, exploring its/their strengths and weaknesses; in order to do this, it might help to look at some research articles that use particular methods to study your case study area.

SAMPLE ANSWER

Judicial discrimination against Aboriginals

Relationship between judicial discrimination against Aboriginals and their rates of re-offending

Introduction

Previous research indicates that the representation of Aboriginals in Australian prison population is 17% but for the Northern Territory and Australia where the percentages are 84% and 43% (Creative Spirits, 2015). This is so, even when all Aboriginals account for only 5% of the Australian population, except in the Northern Territory where Aboriginal population accounts for 31.6%. Research further indicates that the rate of imprisonment for Aboriginals has increased 12 times compared to that of non-Aboriginals since 1989. Aboriginal juveniles make up half of the population of juvenile offenders. From 1992 to 2012, the number of Aboriginal prisoners had doubled from 15,000 to 30,000. Reports by the Bureau of Statistics indicate that as from 2002 to 2012, the rates of imprisonment for Aboriginals had grown from 1,262 to 1,914 prisoners in 100,000 of Aboriginal population. Comparatively, the rate of non-Aboriginals imprisoned had only risen from 123 to 129 non-Aboriginal prisoners in 100,000 adult non-Aboriginals population.

There are numerous social effects of massive and discriminative imprisonment on Aboriginal population. In fact, it is evident that the discriminatory imprisonment increases from one year to another (Chua, 2011; Davis, 1999).

Re-offending in Australia is caused by many factors such as child abuse, low levels of education, high rates of unemployment, lack of services, and high levels of substance and alcohol abuse. Research shows that within two years, the re-conviction rates of non-Aboriginals in New South Wales was 74% and 86% for Aboriginals. In addition, juvenile re-offending is a very common aspect in a juvenile justice center. In Australia, 1 in 4 Aboriginal prisoners are said to be re-convicted within 3 months after their completion of jail term. Reports also indicate that about ¾ of Aboriginal prisoners have a previous imprisonment record. In contrast, only 48% of adult non-Aboriginals have a previous imprisonment record. Furthermore, with regards to women, the percentage of Aboriginal women who had a previous imprisonment record was 67% while that non-Aboriginal women was about 50%. The re-offending of women has been attributed to their lack of housing and support.

Racism in Australia is attributed to various factors including the legacy of colonialism, fear ignorance, and lack of understanding of cultural differences, and power and privilege (Cunneen, 2009). It has been suggested through various consultations that the manner in which women are affected by racism is different from men due to the intersections of racism and sexism (Australian Human Rights Commission).

Research question

The research question for this study will be: How does racial discrimination against the Aboriginals of Australia affect their levels of recidivism?

This study is carried out in line with concerns raised by the international organizations such as the UN Committee with regards to racial discrimination and racism, disadvantage and inequality. The UN Committee on the Elimination of Racial Discrimination reported in August 2010 that Australian laws, policies and practices were discriminative in all respects (Human Rights Law Centre, 2010). Accordingly, this study aims at exploring this issue of racism and racial discrimination and how it affects Aboriginals who are released from prison to an extent that they end up re-offending. The study will provide insight on the best laws, policies, and practices that should be adopted in the bid to reduce the rates of re-offending by Aboriginal populations.

Methodology

  1. Interviews

Interviews will be used on both adult Aboriginal and non-Aboriginal inmates who have been re-convicted to understand the reasons for their re-offending. Interviews fall amongst the most challenging but rewarding research methods. Interviews require adaptability as well as personal sensitivity, in addition to the researcher’s ability to restrain himself/herself to the limits of the designed protocol. Upon location of the respondents, it is important for the interviewer to motivate them to provide relevant information. This implies that the interviewer should have a good reason for the research and its implications. Interviewers can be done over the Internet or the telephone, face to face, or in a group setting (Arksey & Knight, 1999).

For aid purposes, an interview should have a guide, schedule or aide memoire containing issues, themes, or topics which are covered during the interview instead of a series of standardized questions. The interviewer needs to aim at maintaining flexibility and responsiveness in the course of the interview. Accordingly, the series of questions have the potential of changing, and the contents can also evolve. This allows the interviewer to inquire more deeply into preliminary responses for purposes of gaining a more ‘in-depth’ or detailed answers to the questions (Ritchie et al, 2013).

It is possible for interviews to vary considerably.  As such, the interviewer’s elicitation skills play a significant role with regards to the richness and quality of the data obtained from the interview. In the course of the interview, the data obtained has to be recorded, after which it will undergo transcription in order to provide text which is capable of being analyzed through quantitative and qualitative methods of data analysis. Generally, it is common practice to find the overall sample size of an interview being comparatively smaller than other research methods due to the fact that the amount of data which is generated from the interviews is great in depth and detail.

People acting as the random sample are limited and in choosing of the sample space, all entities are not assigned equal chances that is not same empirical probability considerations. As a consequence, only a theory can be developed from data obtained from interviews and no scientific calculations can be made. Thus, sociologists who are concerned with more of the response of their study population to an occurrence rather than the statistical data can apply the method comfortably. So, in categorization interviewing as a method of collecting statistical data can be applied in open-ended research which does not demand complex data representation. More for formulating hypotheses that are key in theory development for a certain case study (Yin, 2013).

Strengths of interviews

  • Whereas people often give false data in online surveys, a face-to-face questioning ensures that the demographic data offered by the respondents is accurate as confirmation is part of the process and lying in such situation is limited.
  • In interviews the researchers can read from verbal and non-verbal cues such as body language, gestures to judge sensitivity of the questions and how ready the respondents are to give non falsified data.
  • The active interactions between the interviewer and the interviewee often keeps high degree of focus in the respondents as humor and mind involving conversations are part and parcel. So, distractions like boredom and side activities can be avoided.
  • Emotions towards a certain topic can be clearly elucidated and also consequent behavioral patterns interpreted. If a subject is embraced negatively in a region of study then care can be taken not to appear insensitive to the population’s feeling ensuring accurate data collection.

Weaknesses of interviews

  • Interviews are very expensive as personnel to conduct them have to be employed and since it is face to face, cost in terms of time is an issue. It involves asking questions to a respondent one at a time (Yin, 2013).
  • Some of the interviewing personnel might lack the natural ability to ask questions in a manner that gives them an upper hand in obtaining correct data from the respondents. Since it is a socially interactive process, then an individual’s limitations in socialization can act as a barrier in achieving purpose.
  • Responses are often recorded manually even in a case scenario where typed questionnaires are uses. This demands for paper and staff to do the manual data entry adding more cost to the costly process.
  • The interviewees have to be reached physically, hence the sample size is limited. To balance the probability and make the process more random means large area has to be covered interpreting to more staff hence higher cost.

Thus, from the foregoing, interviews, despite their few disadvantages, are the most effective method of research for this study. They will ensure that the interviewer freely interacts with prisoners and he/she can acquire very important information from the same.

  1. Surveys

Surveys involve collecting data using standardized questionnaires or interviews (Ritchie et al, 2013). This means that same questions are asked to each respondent and the data obtained is represented and analyzed. The surveys can either be manual or online where the questions are placed in a website in the internet. Incentives are often given to the respondents to encourage them to partake in the survey. For this study, manual surveys will be convenient due to the fact that respondents are prisoners who may have limited access to the internet.

Exploratory surveys are not for data collection but rather idea collection. Such are used in collecting business suggestions and are often placed as open ended questions online or in manual questionnaires. Descriptive survey on the other hand is well detailed and seek data that can be analyzed scientifically. It is deep covering all research aspects including emotional and behavioral attributes. Behavior change patterns are often examined over time using this survey. Casual survey is also detailed but often used in decision making in conclusive research. When the data obtained is used to explain a certain behavioral tendency and establish a relationship between different statistical variables then the survey falls under this category (Tourangeau & Plewes, 2013). Thus, descriptive surveys will be the most effective for our research. They will help us to gather information on the psychological and sociological effects of mass incarceration of Aboriginals and the manner in which these factors contribute to their re-offending.

Strength of manual surveys

  • Formulating the surveys is easy and many questions can be encompassed that collect enough data for scientific analysis. Standardization process on the surveys ensures elimination of errors thus accurate data can be achieved.

Weaknesses of surveys

  • Some respondents may choose not to answer some questions for personal reasons which the researcher may not know and have control over hence creating data irregularities when it comes to final analysis.
  • Interpretation of questions by some respondents may vary and since no explanations are involved, then inaccurate data may be collected. Also, customized surveys may contain errors.

Due to the fact that it is easy to use surveys on a large population, they will play a significant role in ensuring that respondents from prisons across Australia are given a chance to respond to this study. Interviews will be used on a few respondents, at least 5 Aboriginal inmates from 30 prisons across Australia. This will help to check on consistency of the data obtained in order to provide properly informed analysis. This approach is also different from most empirical studies which have only used either surveys or interviews.

References

Arksey, H. & Knight, P. (1999). Interviewing for social scientists: An introductory resource with examples. London: SAGE.

Australian Human Rights Commission. I want respect and equality – Racial Discrimination: National Consultations: Racism and Civil Society. Retrieved from: https://www.humanrights.gov.au/i-want-respect-and-equality-racial-discrimination-national-consultations-racism-and-civil-society

Chua, W. L. (2011). Racism in Australia: The Causes, Incidents, Reasoning, and Solutions. Balboa Press.

Creative Spirits. (2015). Aboriginal Prison Rates. Retrieved from: http://www.creativespirits.info/aboriginalculture/law/aboriginal-prison-rates#axzz3bjH8m7qq

Cunneen, C. (2009). Judicial Discrimination. Aboriginal Justice Issues. Retrieved from: http://www.aic.gov.au/media_library/publications/proceedings/21/cunneen.pdf

Davis, B. (1999). The Inappropriateness of the Criminal Justice System – Indigenous Australian Criminological Perspective.

Human Rights Law Centre. (27 August 2010). Race Discrimination: UN Committee Releases Report and Recommendations on Australia. Retrieved from: http://hrlc.org.au/race-discrimination-un-committee-releases-report-and-recommendations-on-australia-28-august-2010/

Ritchie, J., Lewis, J., Nicholls, C. M., & Ormston, R. (Eds.). (2013). Qualitative research practice: A guide for social science students and researchers. Sage.

Tourangeau, R., & Plewes, T. J. (Eds.). (2013). Nonresponse in social science surveys: a research agenda.

Yin, R. K. (2013). Case study research: Design and methods. Sage publications.

 We can write this or a similar paper for you! Simply fill the order form!

Strategic planning cycle Capstone Project

Strategic planning cycle
                 Strategic planning cycle

Strategic planning cycle

Order Instructions:

Capstone

SAMPLE ANSWER

A strategic planning cycle is used when there is a health issue to be addressed and there are various methods available for addressing this issue.  It aims at finding and implementing the most appropriate method that will last longer than any other method (Dunham-Taylor & Pinczuk, 2015, pg 555). The following are the concepts that affect the strategic planning cycle.

Involvement of the appropriate people

For an effective and strategic planning cycle, it is essential to involve an appropriate number of stakeholders. The number of participating members should also be a considerable and appropriate one. These members should also be relevant to the planning process. (Hood, 2013, pg 475)

Addressing of critical issues

A strategic planning cycle will require that all the critical issues are addressed before starting the planning cycle and during the process period so as to avoid the focusing on minor issues and ignoring the critical ones. This can be achieved through choosing a topic that is not too difficult for the members to comprehend and also choosing a manageable amount of issues. (Hood, 2013, pg 475)

Planning within an ethical time

The planning of the strategic planning process should be done within a framework of an appropriate time so as to ensure that enough amount of time is allocated to the implementation of the planning cycle. (Hood, 2013, pg 476)

Financial planning

An effective planning cycle will require adequate funding and this requires financial planning to be done before the starting of the planning cycle and the financial planning should not be done independent of the strategic planning. If this is not done then it is highly likely that the strategies may not be feasible (Penner, 2013, pg 54)

Flexibility of plans in relation to the dynamic environment

The plans set out in the strategic planning cycle should not be too rigid as it is required to encompass the dynamic changing environment so as to enable for the implementation of these plans. (Hood, 2013, pg 476)

Resistance to change

This can cause the derailment of the implementation of a critical issue thus it is important for any resistance to be addressed in a swift manner so as to avoid any effects that may be devastating. (Hood, 2013, pg 476)

In the strategic planning process, a nurse manager has important roles to play and these are as follows. (Roussel, 2013, pg 360)

Firstly, the nurse manager oversees the appropriate implementation of the financial planning that has been drafted for the strategic planning process.

Secondly, it is the work of the nurse manager to interpret the issues set out in the strategic planning concept to the other nurses and also prioritizes what might be seemed to be the most crucial issues. The nurse manager is also expected to oversee the addressing of these critical issues.

Thirdly, the nurse manager is expected to provide an environment that is conducive to the participating members of a strategic planning will work in during the implementation of the issues of the planning cycle. This works through continuous communication between the nurse manager and the participating members.

Fourthly, a nurse manager is required to choose the participating members of the health planning process. This is supposed to be done in a systematic manner so as to avoid the selecting of many or too few members or members who are irrelevant to the planning process.

Lastly, the nurse manager is expected to choose the method to be used in the planning process since strategic planning involves the choosing of an appropriate method out of a number of available methods to address a certain health issue.

References

In Dunham-Taylor, J., & In Pinczuk, J. Z. (2015). Financial management for nurse managers. Merging the heart with the dollar.

Hood, L. (2013). Leddy & Pepper’s conceptual bases of professional nursing. Lippincott, Williams & Wilkins.

Penner, S. J. (2013). Economics and financial management for nurses and nurse leaders. Springer Publishing Company.

Roussel, L. (2013). Management and leadership for nurse administrators. Burlington, MA: Jones & Bartlett learning.    https://www.worldcat.org/title/management-and-leadership-for-nurse-administrators/oclc/904787219

We can write this or a similar paper for you! Simply fill the order form!