Human Resource Management Essay

Training is essential for both employees and employer if they want to be effective within the organisation and also for a company like William Hill to stay competitive within their market. The reason why training is important to employees is to enable them to achieve their maximum potential in their current position, it is needed also to develop them to create further opportunities within the organisation because employees are likely to be better educated

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.

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

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.

Within todays ever-changing working society, training and development is a key part within any organisation. Employees are the main capital within organisations which suggests

Explain why some UK companies are reluctant to invest in training and development. Do you consider these reasons to be valid? The rapid development of technology and in other areas have led companies’ ability to replicate products more easily, and the rapidly expansion of the service sector has led the nature of consumers to demand high quality at the lowest prices. Both of these highlight the importance of gaining the competitive advantage through the labour force.

The prerequisites for training vary in different businesses, with size being a significant factor. The smaller firms tend to conduct their training for their employees on a superficial level, having their entire focus on learning informal skills. Whereas in comparatively larger SMEs, there is a broader spectrum for the learning perspective. These companies want to obtain a more formal training with an objective of achieving standard skills. Thus, different firms have different training strategies regardless of the size. This paper analyzes these differences and identifies the challenges that may inhibit certain training strategies.

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,

Similarly, Longenecker and Fink (2005) assert that the benefits derived from training are manifold, and these include; exposure to new and better practices and ideas for application, leads to reflection, self-appraisal and retrospection, motivates employees to improve performance, encourages career development planning, helps identify specific performance problems and challenges an employee to think differently, to name a few. Other benefits are a more flexible workforce, improved performance of existing employees, decreased supervision, higher skill levels and reduced learning time, thus reducing learning costs, improved organisation morale, and to ensure for succession (Molander 1989).

The classic economic breakdown of “goods and services” gives us a false dichotomy of how most businesses work since, to many companies, success involves a prime combination of both goods and services. Simply, they must offer quality goods combined with quality service to attract and retain customers. What is offered to consumers matters concurrently with how that product is offered, whether the product is, in economic terms, a good or a service. Training is one step that an organization can take to better equip their employees to provide the best service possible in order to flourish as a business. That said, managers must weigh the costs of training against the benefits. In many cases, training mangers do not have a good way to measure and analyze the benefits of their efforts (Mosier, 1992). This reality means that managers should pay special attention to whether or not their employees need training and then develop measures to determine if the costs of training are outweighed by the benefits of a more skilled workforce. In their textbook on human resource management, Gomez-Meija, Balkin, Cardy (2012) present a scenario where a business implements a training program and needs to measure the impact on the system on their finances. The following paragraphs examine the benefits of that training program and uses numerical measures to determine how the program impacts the bottom line this fictional company.

By and large, training is an indispensable process which is needed in all aspects of life to work as a bridge between the existing and the acquired knowledge and skills .

Training helps make the most of the company investment in IT. Having employees who know how to do things properly will make your company more efficient, cutting business IT support costs and streamlining business processes.

·     Training - Employees want to increase their skills, knowledge, and abilities to remain marketable. It gives them a sense of job security. In today's workplace, the more training employees get, the more likely the employer will retain them. "According to a 1999 Emerging Workforce Study conducted by Interim Services and Louis Harris and Associates: Among employees who say their company offers poor training, 41 percent plan to leave within a year, versus only 12 percent of those who rate training opportunities as excellent. (Business Week, March 1, 1999)"

This is completely understandable when you realize that in many companies, training and development aren 't focused on producing a targeted result for the business. As a result, business owners frequently send their people to training courses that seem right and sound good without knowing what to expect in return. But without measurable results, it 's almost impossible to view training as anything more than an expense.

This research focuses on the impact of training and development on employees’ performance in the banking industry using Zenith bank plc as a case study.