Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.
Training and development imply changes, particularly changes in knowledge, skills, attitudes, or social behaviors, and although many strategies exist for effecting change, training and development are common and important ones. Organizations exist everywhere and with each organization it has its own set of objectives to function effectively. To have an organization function effectively, the organization must subdivide its overall objectives into various jobs. Jobs differ in their requirements, similarly, people differ in aptitudes, abilities, and interests, and along many other dimensions. Faced with such variability in jobs and their requirements on the one hand, and with people and his or her individual
This chapter introduces the literature works relating to training and development and how it has an impact on employee’s performance. It gives detailed explanation and clear idea on previous works by researchers in organizational politics to help in understanding the background information on which this research is based on. The chapter describes the concepts of training and development and the effects on employee performance and the gap in literature.
Inside any successful organization, there will be strong training and career development programs and systems. To recognize strong training and career development programs, one should know the: definition, methods, successes, HRM involvement, and their own wants and needs. To clarify understanding of these, the following will be described in detail: training and development by definition and how they fit into most organizations; the various methods used to train and promote career development; the direct correlation to organizational growth and success from training and development; the
“In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change” (Spector, 2010, p. 102). Having a focus on training can be an important part of helping employees understand how their competitive environment is changing. Along with the importance of changing their behaviors.
Knowledgeable and well trained employees are needed in every organization. It is important employees are able to perform all the tasks needed in order to reach the organizations needs and achieve the set goals. As times change, employees may stay behind in skills or may even lack training when it comes to new systems, technology or other procedures that the company may need in order to better performance. That is when the importance of training is more evident. An organization has a large responsibility for their success which is why training, development, and career development is
Training for employees on key areas are the foundation for well-prepared workforce and will lead to a stable structured organization. The main objective of this type of training is to help to illustrate the importance of training and why achieving the proposed goals is so important for the success not only of the employee but of the entire company.
As a part of our study, we tried to understand the training method adopted by various organizations for different classes of employees under different verticals. In essence, unlike the other facets of HR, training and development methodologies do not differ much across verticals in an organization. However, the methodologies vary as per the type of employee who is undergoing the program.
Training and development is one of the many essential functions of human resource management; it is deemed as the planning learned experience by which employees are taught various aspects of a given job and most importantly how to perform a job and or a future tasks. The basis for training and development implementation is to mold an efficient employee who performs tasks effectively resulting in optimum productivity, which aids in an organization’s overall aspirations. Job training has been around for centuries and has been utilized to teach individuals task specific to a given job or industry; it differs from education which affords individuals general information regarding traditional topics such as science, math, history, reading, and writing. Over those centuries, a few training methods have been explored such as on the job training, classroom training, vestibule training, systematic training, and the most currently used computer training. Within each of these, training methods can be found imperative information to assist an organization successfully meeting objectives.
Theories that relate to training and development are the control theory which the organization monitoring the employee on the basics of the organization which is following the rules and regulations and then award appropriately. The manager also as the ability to control the amount of work levied on an employee so that control is still
Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the
The relationship between employee and organizational development is both focuses on the improvements of the organization. According to DeCenzo and Robbins (2007) organization development refers to the “continuous improvements, diversity, and work process engineering” required for the organization to continue to grow (p.214). The continuous changes within the economy, technology, and the business industry is the reason why employee and organizational development is needed. If the organization decides to change how procedures and processing is conducted, it is important for employees to be trained on the new procedures, process of production, and skills needed to perform the new job requirements. In order for organizations to be
Many scholars see training as a means of improving employee’s capabilities by helping them acquire new skills. Michael Armstrong (2006) defined training as “ the use of systematic and planned instructions activities to promote learning”. (Nwachukwu, 2007) Defines training “ as an organisational efficient execution of activities for which he or she is hired.
Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,
Training and development is defined as the heart of a continuous effort deigned to improve employee competency and organisational performance (Mondy, Robert and Shane 2002). Training provides trainees with information and skills needed for their current job, while development arms them with the knowledge needed for the future role.