Human Resource Management and Balanced Score Card

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.

The concept of training and development is the general idea of training and development and employee performance. In the dynamic environment that is the world of business, to never become obsolete the company has to first recognize that its greatest resource is its human capital and the

Training is a process to develop skills in the employees that can help in achieving desired organizational objectives by providing them necessary skill developing activities. Training is used as an important tool in an organization as it has the ability to change the organizational culture and value. Training involves providing opportunities to employees so that they can develop their skills that are required to perform well. Even though employee training shows that management has implemented human resource strategies successfully but it doesn’t guarantee success.

Training is a planned effort to enable employees to learn job-related knowledge, skills, and behavior. Development involves acquiring knowledge, skills, and behaviors that improve employees’ ability to meet the challenges of a variety of new or existing jobs, including the client and customer demands of those jobs (p. 9).

Training and development: Employees should be trained and given chance to improve and enhance their skills. Many employers fear that if the employees are well rained, they’ll leave the organization for better jobs. Organization should not limit the resources on which organization’s success depends. These trainings can be given to improve many skills like:

Training means the providing development opportunities for employees to upgrade their skills, knowledge and ability to perform their current job in efficiently and effectively. Therefore through a training program expecting that aims to change the behavior of the employees toward achieving the organizational objectives and the goals of the organization in terms of all the skills of their related work.

The balanced scorecard was first identified by Kaplan and Norton in 1990 as a management tool to help management to summarize the key factors to conduct a successful business, and to align the whole business operations according to the overall business strategies. Then, in the following year, they implemented the balanced scorecard in various companies to conduct the study, and it appeared that the balanced scorecard was the key to drive the performance in the companies. It provided the management all the necessary strategic information by emphasizing enablers over results and changing strategic management paradigms.

Balanced Scorecard is a general methodology that is being used to improve performance within strategic

For the most part, when you coalesce the terms "training" and "development" are utilized together to describe the general development and inculcation of an organization's employees. On the other hand, while proximately cognate, there are consequential distinctions between

Training and development is one of the fields in human resource management. It is concerned with the activity of the organization that is aimed towards bettering the performance of the individual members of the organization as well as groups and teams in the organization. It also has other names such as learning and development and human resource development. It encompasses three main activities. These are training, development and education. Training is the activity which involves focusing on and evaluating the job that is held by the individual. Development refers to the activities which focus on the activities taken by the organization which employs the staff to better the working environment. These activities are next to impossible to evaluate. Education refers to focusing on the jobs that individuals hold in future and it is evaluated against these jobs. When an organization undertakes these training and development activities, they led to increased productivity of the members of staff ADDIN EN.CITE Harrison20051005(Harrison, 2005)100510056Harrison, R.Learning and development2005LondonChartered Institute of Personnel and Development9781843980506http://books.google.co.ke/books?id=vMFcnZiT63cC( HYPERLINK l "_ENREF_3" o "Harrison, 2005 #1005" Harrison, 2005).

Training and Development are basically two inter-related terms. Training is the process of teaching or educating the new or recent employees the basic skills that they need to execute for their jobs. Whereas development can be described as advanced training at management level in order to ensure managerial development such as managerial performance by imparting knowledge, shifting approaches or swelling expertise.

The term ‘performance' is a familiar term used in many aspects of everyday life. Most dictionaries define it as the manner or quality of functioning and it is appropriate to apply it to organizations, with regard to monitoring and quantifying their operating capabilities. Performance measurement system will be those traditional, financially-based performance measures which periodically summarize the organization's performance for the benefit of shareholders, lenders, creditors and statutory authorities.

Traditional approaches to human resources metrics have proven to be inadequate. Businesses have been measuring and reporting on the same data for the last two decades or more, i.e., turnover rates, costs per hire, FTE, and total compensation, but still have “an inability to directly measure HR’s impact on the bottom line” (DiBernardino, 2011, p. 45). With advances in technology, the rudimentary evaluation of metrics can be expanded to more broad categories, and across functions that allow organizations to quantify the value-added component that HR has on each function within an organization. Conversely, with initial and continuously large investments in human capital for most organizations, a failure to measure and optimize financial performance may translate into huge losses, and certainly sunk costs. Therefore, it would make better sense for organizations to focus on human resources, not as a necessary expense, but as a needed investment in this current economy. By focusing on not only what is there, but what is missing in the measurement of metrics may allow businesses can begin to uncover the true intricacies on the value-added impact of the human resources function, and allow human resources to become a full and strategic partner in building blocks to the planning processes for businesses.

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

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.