Training
and Development key to Organizational Success
1. Introduction
This blog intends to identify the
training and development concepts and definitions, which are needed for
training and development, identification of training needs, training and
transfer training, training policy, performance appraisal, training techniques
used, evaluation of training and development and benefits to the organization.
1.1 Concepts and definitions
Well trained set of employees would
be an asset to the organization. It is proved that the employees who have
received extensive training and development are those who are the most
productive. They are also referred to as the “cream of the crop”. When
employees are selected, very precisely at the interviews, there is no guarantee
how they would be totally acceptable to perform in the organization (Dessler,
2008). However much the employee has the knowledge, it cannot be guaranteed
that the maximum knowledge would be given if proper training is not given. This
is the main reason an employee who starts new, receives an orientation. Human
Resource factor is the most important in an organization (Cole, 2004). Therefore
considerable attention needs to be given.
The training and development in an
organization depends on the policies of the organization. Systematic training
is referred to as well organize training. At the selection process, job
description is considered to be inevitable. Therefore after the recruitment a
job description would be given and later an appraisal would be carried out.
1.2 Definition for Training
A learning experience where a
relatively permanent change in an individual will improve his ability to
perform on the job (DeCenzo & Robbins, 2000). The training should be
designed in a manner that will either change or enhance the skills, knowledge,
attitudes, and social behavior. This enhancement or the change of the skills,
knowledge, attitude and the social behavior would change what the employee know
how he carries in his work, and interaction with others. Training consist of
planned programs which are designed to improve performance of the individual,
group or the organizations level (Cascio, 1992). Activities carried out to
enhance the primary purpose of helping the employees of the organization to
inherit and to apply knowledge, skill, abilities and attitudes which are
required by the organization (Monappa &
Saiyadain,2008). Training is long term investment in the employees. It also can
be identified as the means of giving new or current employees the skills which
they require to carry out their tasks (Dessler, 2008). Training has the ability
to influence the organizations effectiveness. Human resource factor is the most
dynamic resource therefore human resource needs to be given the attention from
the management to obtain the full potential to the work carried out (Cole,
2004). In order to carry this out management should enhance motivation,
leadership, communication, work restructuring, payment systems and training and
development. Training is the attempt to improve current or future performance
of the workers which are relevant to both new and existing employees
(Ivancevich, 2010). Training also can be identified as a process of altering
the behavior of employees to achieve the organizational goals (Clifton & Fink,
2005). Training is carried out for the existing job skills. It would help the
employee to master what he is carrying out at the moment.
There are three types of
leaning activities to employees of the organization. Which are education,
training and development. All the above promote on the job learning. Training
and development can be identified in two areas. Which is performance and
competency.
Performance: this is the
effort done by the employee. This can be measured in terms of input and output.
Therefore performance can be identified as employee’s productivity.
Competency : this is not
a physical resource, but is a acquired characteristic of a person which has
facilitated for effective or superior performance. A person can possess a
motive, value, knowledge, skill, attribute or personality. Competency can be in
three forms. Which is as below
Technical Competency – this is the job
knowledge or the skill. It is related to the particular job carried out,
because it is specific for the job or the position and technical competency
differ from job to job.
Personality Competency – this is the
knowledge, skill, traits or the attributes which relate to a particular
individual. The person will carry his or her competency with him or her when
they shift the jobs.
Managerial Competency – this is the knowledge
or the skill of the key function of the management. Management function is
referred to as decision making, organizing, communication, motivating and
controlling.
An organization would
look forward to deliver an outcome from training and development given to the
employees. Without the correct competency motivation will not make an employee
perform.
1.2 Need for training for the Organization
Well trained set of employees would be an asset to the
organization as well as to themselves. With the changing and the challenging
environment, the organizations would have to bring systems and programs which
would bring the efforts, attention, creativity and general innovations of the
employees (Asare Bediako, 2008). Human resource training is mainly required to
train the employees to be competent on their job and to perform effectively.
Therefore the training and the development should aim at providing the
employees technical, managerial and personality competencies in order for them
to obtain high performance levels. Training can have the impact on the ability
of the employees and the motivation level. Therefore training can heighten the
skill and the ability of the worker, which would help to increase their
motivation level. They will have sense of commitment and would be encouraged.
Training is a powerful tool, since it has an impact on both productivity and
the morale and should be used properly. Young employees value training and development
more than pay and perks (Thompson, 2002). Every manager should have the
responsibility to train himself as well as the employees under him and should
identify, define an assess competitiveness.
Jobs change as the
technology grows. Technical training is a must for organizations to perform well.
Since most organizations have flatten their structure and have moved to teams,
employees perform wider variety of tasks. Training in general improves the job
skills. Training is growing important since most multinationals have moved to
other countries (Moorhead & Griffin, 1998). The need for training also
grows due to demographical and economic trends, because all type of labor is
attracted towards organizations. Human resource training plays a vital role in
all parts of the organization.
1.3 Organizations objective and the aim for Training and Development
Any organizations
effectiveness completely lies on the ability to accomplish the below
objectives. (Argyris, 2005).
1.
Achieving the Goals
2.
Maintenance of itself internationally
3.
Adoption to the environment
There are also three factors which makes training and development
a necessity in an organization. (B.M Bass, 2000)
1. To keep a good space
with the industrialization for the organizations survival
2. To train and then to
retain the higher level executives
3. Training of the inhuman
relations, which is necessary to identify human problems and for industrial
relations.
The company should be able to identify the most suited method and
the area where training and development is needed and should be addressed.
1.4 Identifying the Organizations training needs
There are many methods to identify
the organizations need for training and development (Monappa & Saiuadain,
2008). The below methods were identified (Sinha, 1974)
1. Line Managers ideas
2. Appraisal of the
proposals
3. Development ideas of
the organization
4. Training Managers
ideas
5. Identification of the
job description and problem identification
The above were later
summarized under three areas. (Thayer and McGhee, 2008 )
1. Organizational
analysis
2. Task analysis
3. Man analysis.
There are three level of analysis which were identified (Thayer & McGhee, 2008). Which is Organizational, Operational and Individual.
There are three level of analysis which were identified (Thayer & McGhee, 2008). Which is Organizational, Operational and Individual.
Organizational Analysis – the focus is to identify the need for
training within the organization, which would be assessed with the
organizations strategies and the objectives. This would eliminate the waste of
use of resources which are used to train the employees of what they already
possess. The PEST and the SWOT would also be considered.
Operational Analysis – this is the collection of data on operational
and the need for training and development. A clear analysis would be carried
out before the training process.
Individual Analysis – A clear understanding of the job holder, and
how the work is performed is explained.
There would always be a gap in training and development. The gap
between what is expected and what is received. The identification and the
analysis of the training can be divided into two areas (Dessler, 2008)
●
New employees: to identify the areas to be taught and breaking up of the areas
into sub tasks.
●
Current employee: training needs of the current staff is more
complex. The HRD and the managers would have to decide areas for training and
how the performance gap to be filled.
Another way to identify the needs for training is through
interview. HRD heads can carry out behavioral interviews with the job
performers and then benchmark the needs. This would help to understand the
competencies. Training needs assessments identification can be carried out
using interviews, surveys, reviews of records, observations and discussions
with the management and subject experts. (Ivancevich, 2010). This type of
information gathering would give and be carried out and whether training is the
answer to the differences identified.
1.5 Training Transfer
Most employees would find it difficult to apply what is learnt at
the training to the job performed in the organization (Moorhead & Griffin,
1998). When a new skill is learnt at the training rather than applying at the
work the employee would feel comfortable to apply the previous old method used.
This would result in the waste of resources used by the company for the
training. Training and training transfer is the knowledge, skills and the
abilities learnt at the training to be used at the job performed in the
organization (Casico, 1992). The training results can take three forms.
1. Increase job
performance – Positive
2. Reduce job
performance – Negative and
3. No effect – Neutral
Training on reduced job performance or no effect is a cost to the
organization. The cost can be in two forms. Which would be training cost and
the reduced job performance cost. Therefore the need for training should be
carried out very precisely. Before a training is carried out the organization
should make sure that the structure is in place, ensure positive transfer,
learned knowledge and skills
A training program to be productive, it should always be at the
closer, should make sure that the employees is taking positive thoughts to do
the job differently. Trainer should be able to follow up with the manager or
head of the division or even with the supervisor. Training and training
transfer should be facilitated using collaborative effort by the trainer, and
the trainee should be able to take action before doing the job after the
training program.
1.6 Policy for Training and Development
Policies should be formulated by the organization for
training and development. The policies should be set up after consideration of
the marketing, finance, operations as well as the HRD. All major policies
should be formatted in written format in manuals. Which would facilitate the
managers, supervisors, union/association executives to be familiarized with the
system. The policy document should comprise of broad objectives of the
management ( Mullins, 2007). Following would be the essential elements that
should be included in the policy document for training and development.
1. View of continues training
2. Assumption that training will be a life long process
3. Identification to update existing skills and to replace outdated skills and train for new skills, and performance of multiskills.
1. View of continues training
2. Assumption that training will be a life long process
3. Identification to update existing skills and to replace outdated skills and train for new skills, and performance of multiskills.
1.7 Training Methods and techniques
Training and Development consist of five steps (Dessler,
2008)
Step 1 : Need Analysis – identification of the training
requirement is carried out
Step 2 : Instruction design – the trainer would decide on
documents compile and produce of the training content among the participants.
Step 3 : Validation –
this is the identification of the forum for the training
Step 4: Implementation –
where the training is carried out
Step 5: Evaluation
–identifying whether the training program was a success.
Before the identification
of the training the learning outcome should be identified. Learning is the
process of acquiring knowledge, understanding and the skills and the values in
order to adopt to the environment. The below mentioned would be four essential
ingredients that needs to be present for training to be effective.
- Goal Setting
- Behavior Model
- Practice
- Feedback.
There are different
trainings that could be carried out in an organization, which can be identified
as below.
- On-the-job
- Off-the-job
- Apprenticeship
- Job Rotation
- Lectures
1.8 Benefits to the organization from Training and Development
The purpose of training and development is to improve
knowledge and the skills by changing the trainee attitude. The following
benefits can be outlined as below
●
To increase the confidence and the commitment of the employees
●
More recognition which would enhance the increase of pay and
promotion.
●
Promotions based on the appraisal
●
Career progression opportunities
●
Increases the availability, skill and quality of the employees
1.9 Example for Training and Development at ABC Private Limited
The training and
development at ABC Private Limited is considered necessary and adds value to
the individual performing the duties entrusted. At present there is a Training
and Development Manual which is maintained by the organization. The training
manual would be the guide to facilitate the training for the whole annum, with
the recognized trainings and developments fulfilment. Since the organization is
in the industry of Apparel manufacturing the processes need constant training
with the changing technological advancement. The training is given to the
employees regarding new technology development, motivation, sales objectives of
the company etc. The training for example on technology would help the employee
to understand the present introduction of the new technology and it should be
applied to the organization when performing the duties. The training would have
a chance to be applied, where the employee would get application knowhow as
well.
Therefore these type of
trainings are very important for the organization to move forward and reach the
organizational objectives.
2. Conclusion
An organization would facilitate
growth and enhancement of the employees, on the job to create more awareness of
the employee towards what is carried out. Employees are connected to the
organizations goals and objectives. A training would reduce supervision and
empower the employee to take decisions on his own and help the organization to
achieve the objectives.
Considering the above highlights,
that training and development is a key element for organizational success.
Since it would enhance the individual performance and the level of competency
which would finally lead to organizational success.
3. References
Armstrong, M. (2006)
Human Resource Management Practice 10th ed. Kogan Page. London
and Philadelphia.
Armstrong, M. &
Stephen, and T. (2005) A handbook of Management and Leadership: A guide to
managing for results. Kogan Page ltd.
Argyris, C, (2005). The
Management of Learning. Maidenhead: McGraw-Hill
Asare-Bediako, K. 2008.
Professional Skills in Human Resource Management 2nd ed. Asare-Bediako 7 Associate Limited, 277 Windy Hills.
Bass, B. M. &
Vaughan, J. A. (2005). Training in Industry: The Management of Learning.
London: Tavistock Publications
Beardwell, I. & Holden,
L. (2013). Human Resource Management: A contemporary perspective. New Delhi:
Macmillan India Limited.
Brody, M. (2000), June
8. Helping workers to work to smart. Fortune, pp 86-88.
Cascio, W. F. (2003).
Managing Human Resources: Productivity, Quality of Work life, Profits.
McGraw-Hill Inc.
Cole, G. A. (2004).
Personnel Management 4th ed. Ashford Colour Press, Gasport Great Britain.
Cole, G. A. (2004).
Management Theory and Practice 6th
ed. Thomson Learning
DeCenzo, A. D, &
Robbins, P. S. (2000). Personnel / Human Resource Management 4th ed. Prentice-Hall, New Delhi, India
Dessler, G. (2008).
Human Resource Management 11th
ed. Pearson
International Edition.
Heathfield, S. M. (2012). Training: Your investment on people development and retention. About.com Guide. Human Resource [on-line] Assessed on January 20, 2012 from the World Wide Web. http://humanresources.about.com/od/educationgeneral/a/training_invest.htm [Accessed on 20 November 2018]
Heathfield, S. M. (2012). Training: Your investment on people development and retention. About.com Guide. Human Resource [on-line] Assessed on January 20, 2012 from the World Wide Web. http://humanresources.about.com/od/educationgeneral/a/training_invest.htm [Accessed on 20 November 2018]
Ivancevich, J. M.
(2010). Human Resource Management 8th ed. Boston: Irwin
McGraw-Hill
Merriam, B. S. (2000).
Qualitative Research and Case Study Applications in Education. San Francisco
Jossey-Bass Publishers Inc.
Monappa, A &
Saiyadain, M. (2008). Personnel Management 2nd ed. Tata McGraw-Hill, New
Delhi.
Moorhead, G. &
Griffin, W. R. (2000). Organizational Behavior: Managing People and
Organizations 5th ed. Boston New York
Mullins, J. Laurie.
(2007). Management and organizational Behavior 8th ed. Prentice Hall.
Pearson Education, Edinburg Gate.
Neuman, W. L. (2007).
Basics of Social Research: Qualitative and Quantitative Approaches 2nd ed. Pearson education Inc.
Noe, R. A. (2006).
Employee Training and Development 4th ed. McGraw-Hill Irwin
Robbins, S. P. &
Judge, T. A. (2007). Organizational Behavior 12thed. Pearson, Prentice Hall.
Sinha, A. D. (2005).
Whither Management Development, ISTD survey of Indian Business Practices,
Calcutta.
Hi Priyantha, According to vancevich (2010) training and development is a process that attempts to provide employees with information, skills and understanding of the organization and its goals. Additionally training and development aids an employee to continue to make the necessary positive contribution to the success of employing organisation in terms of on the job performance.
ReplyDeleteThank you Vianio for the valuable comment. Yes as you have said I agree with the statement cited from Vancevich (2010). Training and Development provides the employee to enhance the knowledge he or she possess and sharpen it. As explained in my concepts and definitions a learning experience can be understood as a relatively permanent change in an individual will improve his ability to perform on the job (DeCenzo & Robbins, 2000).
DeleteWhen trainings provide to the induals the result will help to change the individuals behaviour, knowledge or attitudes by learning. It is an outcome of training which provided by the organisation to the individuals (R. Krishnaveni ,2008).
ReplyDeleteThank you Geethanjali for the valuable comment made by you. As per the statement which is cited from R.Krishnaveni, 2008, individual’s behavior is affected by the training he or she would receive from an organization.
DeleteRuth et al., (2007) considered it to be better for companies to provide employees with on the job training compared to classroom sessions, because it is less in costs and saving time. Since employees mostly learn in practical ways, on the job training is the best (Tom et al., 2007).
ReplyDeleteThank you Baiimipremila for the valuable comment made by you. As you have taken the citation from Ruth et al., 2007, I agree that it is better for the companies to provide employees with on the job training rather than classroom type sessions, which would be less in costs and also time saving. That is why it is said that the Human Resource factor is the most important in an organization. (Cole, 2004) therefore considerable attention needs to be given.
DeleteHi Priyantha,
ReplyDeleteWhen it comes to development, there are several company strategies for providing development. The most effective development strategies involve individualization, learner control, and ongoing support (Caudran, 2005). Individualization makes sure that development efforts are directed at capitalizing on the employee’s strengths and improving weaknesses. Sprint’s individual development plans are based on five core competencies: act with integrity, focus on the customer, deliver results, build relationships, and develop leadership (Ellis, 2004). These competencies are used by each business unit to establish its strategy as well as by each manager and employee in creating development plans and are the foundation for development conversations between managers and employees (Noe, 2010).
Thank you Tharika for the valuable comment given. Also as you have cited Caudran, 2005, it is a valuable comment. Yes to develop the employee proper training and development need to be given. Also I would like to add as learning experience can be compared where a relatively permanent change in an individual will improve his ability to perform on the job. (DeCenzo & Robbins, 2000).
DeleteHi Priyantha, Apart from what you have mentioned,
ReplyDeleteConveyance style is a very important part of Training and Development (Carlos A. Primo Braga, 1995). Employees are very conscious about the delivery style (Michael Armstrong, 2000). If the trainer is not delivering the training in an impressive manner and not getting the attraction of the audience and it means he is wasting the time (Mark A. Griffin et al., 2000). It is necessary for a trainer to engage its audience during the training session (Phillip seamen et al., 2005). Delivery style means so much in the Training and Development
Thank you Ganga for your valuable comment regarding training and development which was cited from Carlos A Primo Braga, 1995, as it said Conveyance style is a very important part of Training and Development. Also as cited by you If the trainer is not delivering the training in an impressive manner and not getting the attraction of the audience and it means he is wasting the time (Mark A. Griffin et al., 2000). It is necessary for the training to engage with the participants, then only they will be able to apply what they learnt to the job they are performing.
DeleteTraining is an instrument to educate the employees in specific skills or assist them identifies problems in their tasks abilities. Development is an effort to provide employees with the capacities the company will require in future (Gomez-Mejia, Balkin & Cardy, 2001). Training provides the opportunities to raise the profile development activities in the organization.
ReplyDeleteThank you Renuka for the debatable thoughts. Yes it is. As you have mentioned Development is an effort to provide employees with the capacities the company will require in future which was cited from Gomez-Mejia, Balkin & Cardy, 2001. . Training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992).
DeleteAdding on motivation to learn, People will learn more effectively if they are
ReplyDeletemotivated to learn. As Reynolds et al (2002: 34) commented: ‘The disposition and commitment of the learner – their motivation to learn – is one of the most critical factors affecting training effectiveness. Under the right conditions, a strong disposition to learn, enhanced by solid experience and a positive attitude, can lead to exceptional performance.’
Yes. Thank you for the valuable point to note. As cited by you Reynolds et al 2002;34 add a valuable point. Training is long term investment in the employees. It also can be identified as the means of giving new or current employees the skills which they require to carry out their tasks. (Dessler, 2008)
Delete"Training is the use of systematic and planned instruction activities to promote learning" Armstrong (2014,p.342). However as Reynolds (2004: 45) pointed out, training has a complementary role to play in accelerating learning.
ReplyDeleteThank you Shiromi for the valuable comment. Also for citing as Reynolds (2004;45) on training. It can also be added as Training has the ability to influence the organizations effectiveness. Human resource factor is the most dynamic resource therefore human resource needs to be given the attention from the management to obtain the full potential to the work carried out (Cole, 2004).
DeleteAccording to the Tarique, (2014) seven Trend of training and development practices available.
ReplyDelete1.Technology-Based Learning,
2.Informal Learning,
3.Customized Learning and Learner Control,
4.Continuous Learning,
5.Learning and Development Through teamwork
6.Extreme Development: Stretch Assignments and Learning Agility
7.The New Experts
Thank you Pubudu for the very valuable comments and debatable too. As cited from Tarique, 2014 these practices can be applied. Therefore the employee training would add value to the organization. Training is long term investment in the employees. It also can be identified as the means of giving new or current employees the skills which they require to carry out their tasks (Dessler, 2008).
DeleteHi Priyantha, Petro (2018) says the training programs will not only improve the better performance by the employee but also let organization sustain in the competitive business environment. He further suggests though the organizations are using lecture method to conduct training programmes, it would be better if the management can use group discussions instead so that the employee can train on communications aspects with the client as well. What's your idea on this?
ReplyDeleteThank you Achintha for the valuable comment and the addition of the citation. As indicated by you the citation of Petro (2018), which clearly explains the importance of training programs, and that they not only improve the employee but also adds great value to the organization. That is why Training is long term investment in the employees. It also can be identified as the means of giving new or current employees the skills which they require to carry out their tasks. (Dessler, 2008).
DeleteFurthermore, Cascio (2017) states that a mix of traditional methods and the use of new technology together such as Virtual reality(3D Learning), expert and electronic support systems, and learning management systems is more successful. in addition to it, Weinhardt and Sitzmann (2018) state that e-learning is a part of training delivery and instructional methods.
ReplyDeleteYes. Thank you very much for the much added thought. As cited by Cascio it enhance the individual knowledge of the worker. I would also like to add as Activities carried out to enhance the primary purpose of helping the employees of the organization to inherit and to apply knowledge, skill, abilities and attitudes which are required by the organization (Monappa & Saiyadain,2008).
DeleteThis comment has been removed by the author.
ReplyDeleteHi priyantha,
ReplyDeleteApart from what you have wrote, further few advantages could be found as profits, higher productivity rates, lower turnover rates and increased company loyalty. However, training and development is to focus and prepare an employee for jobs in the future (Kennedy, 2004)
Thank you Rukshan for the valuable comment. Yes it is as cited by kennedy (2004) the training and development adds value to the individual and make them strong to face the future challengers without any fear.
DeleteIt can also be added as the Job Satisfaction is connected directly to an organizations turnover of the organization and is completely dependable on training and development (Pouslston, 2008).
ReplyDeleteThank you Nilusha for the valuable comment. As you have cited from Pouslston (2008) Job Satisfaction is indeed connected to the employees training and development. They feel that they are recognized. That is why I have added as Human resource factor is the most dynamic resource therefore human resource needs to be given the attention from the management to obtain the full potential to the work carried out. (Cole, 2004).
DeleteEmployee training is the most suitable method to modify and manage workforce skills according to organization’s objectives and to improve the overall organizations’ performance. Organizations’ performance always depend upon performance of its employees, so training also plays an important role in increasing employees’ job motivation, satisfaction and commitment. Training is a form of investment that needs more time, effort and money but this investment gives long term benefits to both organizations and employees(Zahra et al, 2014)
ReplyDeleteThank you very much for the valuable comment Lakshmi. As cited by you Zahra et al, 2014 emphasis that training is considered as a need for the organization to sustain in the future. They would feel content, and they would perform well. I would also like to add as Training also can be identified as a process of altering the behavior of employees to achieve the organizational goals. (Clifton & Fink, 2005)
DeleteTraining in organizations holds the key to unlock the potential growth and development opportunities to achieve a competitive edge (Rama V. & Nagurvali Shaik, 2012). Organizations train and develop their workforce to the fullest in order to enhance their productivity. Thus, knowledge, skill and abilities are determinants of employees’ performance which organizations need to continuously invest in wisely in order to improve their employees’ productivity. As supported by (Noe, 2006), organizations spend an enormous amount of money and time on training in order to aid employee's learning of job-related competencies. Thus it is important to fully provide the results from training efforts (Dowling & Welch, 2005).
ReplyDeleteThank you Anne for the valuable addition of comments. The citation which is used by you on Rama V. & Nagurvali Shaik(2012) and Noe (2006) has added that the growth of the organization depends on the development opportunities which have a competitive advantage. Therefore I would also like to add Human Resource factor is the most important in an organization. (Cole, 2004) therefore considerable attention needs to be given.
DeleteLearning is a continuous process that not only enhances existing capabilities but also leads to the development of the skills, knowledge and attitudes that prepare people for enlarged or higher-level responsibilities in the future.( A handbook of human resource management practice/Michael Armstrong.–10th ed.p.cm.)
ReplyDeleteThank you Francis for the valuable comment. Learning is a continues process as I have also mentioned as A learning experience where a relatively permanent change in an individual will improve his ability to perform on the job. (DeCenzo & Robbins, 2000). The experience which the individual has gained would bring a permanent impact on them and also on the organization. Training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992)
DeleteTo add to what you have already stated, the necessary parts of an important employee training program are constructed on orientation, management skills, and operational skills of employees and considered as the groundwork of any employee development program ( Kleiman,2000).
ReplyDeleteThank you Shamalka for the valuable reply. Yes it is. As per you citation Kleiman (2000) it adds value to the individual. I would also like to add as Activities carried out to enhance the primary purpose of helping the employees of the organization to inherit and to apply knowledge, skill, abilities and attitudes which are required by the organization.(Monappa & Saiyadain,2008).
DeleteWould you agree that competency is a combination of Personal resources such as know-how, aptitude or quality, emotional and physiological resources and Environmental resources such as technology, databases, books, relationships, networks.?
ReplyDeleteYes indeed. I agree. Thank you for commenting. Also I would like to add more to the above as activities carried out to enhance the primary purpose of helping the employees of the organization to inherit and to apply knowledge, skill, abilities and attitudes which are required by the organization (Monappa & Saiyadain,2008).
DeleteHi,
ReplyDeleteTraining and development are the main safety needs of an employee in an organization as per Maslow’s Hierarchy of needs in order to elevate the operational standards of the organization and there by upgrading the employee development level which leads to job security (Joseph, 2015).
Thank you Ashanthi, for the valuable comment. As cited by you Joseph (2015) has mentioned about the job security. There are safety needs for the individuals when they perform their job. I have also indicated as Human resource factor is the most dynamic resource therefore human resource needs to be given the attention from the management to obtain the full potential to the work carried out. (Cole, 2004).
DeleteTraining or development programs are composed efforts are being made through individuals and organizational appraisals to recognize the training needs. After the training and development programs, an assessment is done to discover the adequacy of the program in accordance with the need, which had been identified (Olaniyan and Ojo 2008)
ReplyDeleteThank you for the valuable comment added by you. As per the citation given by you Olaniyan and Ojo (2008) has also indicated the value of the training. Training should be applied to the job performed. I have also added as Training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992). That is why the training as planned aiming at the job roles in the organization.
DeleteHi Priyantha, According to Tarique (2014), the corporate learning function of an HRM has to make sure that employees nurture the competencies that are needed for their job functions. Such as skills, knowledge, and behaviors and attitude. He further describes this process includes the functions such as instruction, maintenance, application, and transfer of competencies.
ReplyDeleteThank you Prasad for the valuable comment. Also for the added citation by Tarique (2014). I have also added as Training has the ability to influence the organizations effectiveness. Human resource factor is the most dynamic resource therefore human resource needs to be given the attention from the management to obtain the full potential to the work carried out (Cole, 2004).
DeleteAs organizations understand the importance of having quality human capitals some companies invest 7% of their wages in training and developments. In present-day training plans are considered to be in the business goals of some of the growing companies. For instance, Motorola (Yawson, 2009).
ReplyDeleteThank you Prabath for the value added comment. As per the citation which is from Yawson (2009) it is valuable to have a competent work force. That is why I have added as Human Resource factor is the most important in an organization. (Cole, 2004) therefore considerable attention needs to be given. Training is long term investment in the employees. It also can be identified as the means of giving new or current employees the skills which they require to carry out their tasks. (Dessler, 2008).
DeleteStolovitaca et al.(2011)confronted that many organizations believe that publishing lots of courses online would be great. However, quantity is not substitute for quality. Just because the information are available in the sites of the organization that will not assist to increase the output of the employees.
ReplyDeleteThank you Aruna for the comment much added by you. As you have you have used the citation of Stolovitaca et al., (2011) they organization should be able to use the information in a right manner to add value to the employees, the requirement should be explained and then a training should be given to explain the concept.
DeleteHi, Adding to your blog, Being able to prove the effectiveness of training is important, not only in justifying the expenses of training but also the original reason for carrying it out. Some organizations still pay lip service to training in its many manifestations. Even those which are committed to training will consider that evaluation of training is difficult and time consuming and difficult to carry out (Bedingham, 1997).
ReplyDeleteThank you for your valuable comment Selvarajan. Yes I agree but training the employees are considered to be adding value as well to the individual as well to the organization. I would also like to add as the training should be designed in a manner that will either change or enhance the skills, knowledge, attitudes, and social behavior. This enhancement or the change of the skills, knowledge, attitude and the social behavior would change what the employee know how he carries in his work, and interaction with others. Training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992).
DeleteTorrington,Hall and Taylor(2005),suggest that training and development should be for strategic capability of an organization rather than just targeting achieving business objectives and need to reinforce entrepreneurial and innovative culture and embedded with everyday work.
ReplyDeleteThank you Suresh for the valuable addition. As cited by you from the Torrington , Hall and Taylor (2005) I agree with you. I would also like to add as learning experience where a relatively permanent change in an individual will improve his ability to perform on the job. (DeCenzo & Robbins, 2000)
DeleteIt is very much necessary for an organization to conduct training programs but it has to be very carefully designed (Armstrong, 2000). Organizations which develop a good training design according to the need of the employee have seen positive results, and a bad design resulted in loss of time and money (Tsaur and Lin, 2004). And also organizations should be very particular when selecting the the trainer, that may also spoil the whole program if he or she is not capable of (Griffin et al., 2000)
ReplyDeleteThank you Nimali for the much added comment. I would also like to add as that training should be designed in a manner that will either change or enhance the skills, knowledge, attitudes, and social behavior. This enhancement or the change of the skills, knowledge, attitude and the social behavior would change what the employee know how he carries in his work, and interaction with others. Training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992)
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ReplyDeleteHi, Training is the organised way in which organisations provide development and enhance quality of new and existing employees. Training is viewed as a systematic approach of learning and development that improve individual, group and organisation (Goldstein& Ford, 2002).Thus it is the series of activities embarked upon by organisation that leads to knowledge or skills acquisition for growing purposes. Thereby, contributing to the well being and performance of human capital, organisation, as well as the society at large.
ReplyDeleteAgreed Priyantha, So Training impacts the behavior of workers and their working skills, resulting in better performance and meaningful changes for workers and organization (Satterfield & Hughes, 2007).
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