Training pro-active planters.
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Since competition from more attractive employment sectors in Malaysia's dynamic economy has led to a decline in available plantation workers, plantation companies have had to devise new techniques to recruit and train planters at all levels. Four such methods constitute the focus of this paper, which was first presented at the ISP Sabah-Tawau Branch Seminar 'Towards Total Quality Management in Plantations' (Sabah, Malaysia; 16-17 October, 1995). These methods are: (1) rank and file promotion; (2) recruitment and training of individual planters; (3) cadet planters' training scheme; (4) employment of experienced planters from other companies. After an introduction and a second section which defines 'training', the bulk of the paper is concerned witha detailed comparative critique of these four training methods, the cadet scheme being illustrated by an oil palm estate case study. Next, the advantages and weakness of the four methods are presented in a summary note form. It concludes that the methodsvary according to the situation and needs; sometimes persons of mediocre qualification and ability are promoted, leading to adverse effects on the overall plantation performance. In general, there are no proven formulae for training; the attitude of the trainee is crucial.
Since competition from more attractive employment sectors in Malaysia's dynamic economy has led to a decline in available plantation workers, plantation companies have had to devise new techniques to recruit and train planters at all levels. Four such methods constitute the focus of this paper, which was first presented at the ISP Sabah-Tawau Branch Seminar 'Towards Total Quality Management in Plantations' (Sabah, Malaysia; 16-17 October, 1995). These methods are: (1) rank and file promotion; (2) recruitment and training of individual planters; (3) cadet planters' training scheme; (4) employment of experienced planters from other companies. After an introduction and a second section which defines 'training', the bulk of the paper is concerned witha detailed comparative critique of these four training methods, the cadet scheme being illustrated by an oil palm estate case study. Next, the advantages and weakness of the four methods are presented in a summary note form. It concludes that the methodsvary according to the situation and needs; sometimes persons of mediocre qualification and ability are promoted, leading to adverse effects on the overall plantation performance. In general, there are no proven formulae for training; the attitude of the trainee is crucial.
Since competition from more attractive employment sectors in Malaysia's dynamic economy has led to a decline in available plantation workers, plantation companies have had to devise new techniques to recruit and train planters at all levels. Four such methods constitute the focus of this paper, which was first presented at the ISP Sabah-Tawau Branch Seminar 'Towards Total Quality Management in Plantations' (Sabah, Malaysia; 16-17 October, 1995). These methods are: (1) rank and file promotion; (2) recruitment and training of individual planters; (3) cadet planters' training scheme; (4) employment of experienced planters from other companies. After an introduction and a second section which defines 'training', the bulk of the paper is concerned witha detailed comparative critique of these four training methods, the cadet scheme being illustrated by an oil palm estate case study. Next, the advantages and weakness of the four methods are presented in a summary note form. It concludes that the methodsvary according to the situation and needs; sometimes persons of mediocre qualification and ability are promoted, leading to adverse effects on the overall plantation performance. In general, there are no proven formulae for training; the attitude of the trainee is crucial.
Palabras clave
Capacitación., Gestión., Malaysia, Métodos., Plantaciones., Palma de aceite