This paper analyzes Integral Energy's significant training and development programs, which are implemented under the broader
strategy of organizational change management to transform Integral from its traditionally protected status to a company subject to an extremely high degree of competition. The author analyzed personal interviews, surveys, discussions,
internal documents, and published literature to evaluate critically the effectiveness of Integral's
training and development strategy in terms of its application to work psychology. The paper relates that the variety of courses offered and the focus on both hard and soft skills support the opinion that Integral's Corporate human resources is committed to creating opportunities for staff to gain appropriate skills. Table of Contents Company Selection Methodology Personnel Interviews Analysis of Staff Surveys Methodology Limitations Background Company Background Industry Background Work Psychology's Application to Integral's Training and Development Strategy Work Psychology Job Satisfaction Entrepreneurial Skills Mutual Commitment Self Managed Teams Leadership Induction Intangible Training and Development Skills Restructuring Changes to the Psychological Contract Integral's Training and Development Programs Actions Taken to Address the Strategy Staff Survey - Communication Staff Surveys - Change Readiness Critical Evaluation Planning Linking Training to Organizational Needs Variety of Training Utilization of Knowledge - Opportunities Evaluation and Adjustment Value the Trained Employee Conclusion Appendices Internal Communication Employee Survey - Communication Timeliness of Internal Communications Relevance of Internal Communication Employee Survey - Change Readiness Personnel Interviews Evaluation of Integral's Human Resource Strategy - Training and Development Evaluation of Integral's Human Resource Strategy - Training and Development