COMPULSION TOWARDS THE SPECTACULAR- TRAINING AND DEVELOPMENT
- INTRODUCTION
People
play a pivotal role in the accomplishments of any successful business as
evinced in many organizational aphorisms (Somasundaram and Egan, 2004) in gaining
competitive advantage (Wei-Tao, 2006). It is an
explicit fact that no single human enterprise can succeed without properly
skilled and knowledgeable human resource development professionals (Goodman and Wood, 2004). Over the past
few decennaries, training and development in organizations has undergone a peculiar
transfigurations (McDowall and Saunders, 2010). Training
objectives have expanded beyond elevating efficiency on simple manual tasks to dispensing
employees with the skills needed to perform intricate and dynamic job, along
with the transformation of the essence of work (Bell et al.,
2017). Training is the effort initiated
by an organization to foster learning (Kraiger and Culbertson, 2013) among its
workers for the acquisition of intellectual capital such as knowledge
and attitudes (Grossman and Salas, 2011), and
development is effort that is oriented more towards broadening an individual’s
skills for the future responsibility (Antonacopoulou, 2006). Most companies
have assimilated High-leverage training in order to ascertain that the training
is felicitous in achieving strategic business goals and objectives (Salas et al.,
2012).
2. METHODS OF TRAINING AND DEVELOPMENT
1.1. Traditional Methods
- Presentation methods
Lecturing
including Standard lectures, guest lectures team teaching and panels as well as
audio visuals including overheads, slides and video (Martin, Kolomitro and Lam, 2014).
- Hands-on methods
v On
Job Training (OJT) - New recruits or inexperienced employees are entailed in learning
in the work setting and during work by observing contemporaries or managers executing
the job (Ameeq and Furquan, 2013).
v Self-
directed learning – Employees are required to acquire knowledge on preset training
content at their own pace without a trainer. (Keith and Frese, 2008).
v Apprenticeship
– This is a work-study technique involving both on-job and classroom training (Martin, Kolomitro and Lam, 2014).
v Simulations
- Allow trainees to see impact of decisions in an artificial, risk-free environment
(Lateef F, 2010).
v Case-studies
- employees are most likely to recall and use knowledge and skills if they
learn through a process of discovery (Rees and Porter, 2002).
v Behavior
modeling- presents trainees with a model who demonstrates key behaviors to
replicate and provides trainees with the opportunity to practice the key
behaviors (Aguinis and Kraiger, 2009).
- Group building methods
This
method focuses on improving trainees’ skills and team effectiveness by letting
understand dynamics of interpersonal relationships, own strengths and weaknesses
and those of co-workers (Marks et al.,
2002).
1.2.
Technology Based Methods
New
training delivery and instructional methods include online learning (e-learning)
(Weinhardt and Sitzmann, 2018), distance
learning, simulations, virtual reality (3D learning), expert and electronic
support systems, and learning management systems (Cascio, 2017) merged with
traditional methods found to be promising.
3. DESIGNING EFFECTIVE TRAINING
This
is a systematic approach for developing training programs. Figure 1.0 presents the seven steps in
this process. In designing, conducting Needs assessment to identify the need of
training (Arthur et al.,
2003), affirming the willingness of
employees for training (Boccara and Delgoulet, 2015), inducing a
learning environment, assure imparting knowledge and skills (Blume et al.,
2017), developing an evaluation plan, espousing
a training method and monitoring and appraising for change and ascension (Noe and Tews, 2017) are important.
Figure 1- Training Design Process
Source
- Noe, R. (2005).
4. EMPLOYEE DEVELOPMENT
Employee
development is associated with salient business outcomes such as employee
retention and the creation of a nimble and brilliant management team and work
force and often has its origins in the company’s mission, goals, and values (Lee and Bruvold, 2003). Development
refers to formal education, job experiences, inter personal relationships, and
assessments of personality and abilities (Greco, Charlier and Brown, 2018) that help
employees perform effectively (Chih, Liu and Lee, 2008) in their
current or future job and company.
5. BENEFITS OF TRAINING AND DEVELOPMENT
Effective
training meliorate employees in achieving their personal goals (Lloyd and Bassett-jones, 2009), which in turn,
enhances the individual contribution, flourishing the purview of human
intellect (Truitt, 2011) to an
organization favoring the organization with its primary goals (Sahinidis and Bouris, 2008) and maintaining the development's contribution
at a level suitable to the organization’s needs (Tansky and Cohen, 2001). It develops
leadership skills (Conger, 2013), motivation,
loyalty, better attitudes alleviating the organizational health and culture (Marsick and Watkins, 2003). Training
ensures that an organization is ethically and socially responsible to the needs
and challenges of the society, corroborating an enhanced corporate image (Otto, Smits and Reese, 2004). This precedes
a company to improved quality, productivity and profitability (Kiruja, 2013).
6. SPECIAL ISSUES IN TRAINING AND DEVELOPMENT
There
are some special issues and drawbacks in conducting training and development
programs. This includes, providing inadequate training, incurring employee injury or
others outside the session during a training activity, incurring breach of
confidentiality or defamation, reproducing and using copyrighted material in
training classes without permission, excluding women, minorities, and older
employees from training programs, not ensuring equal treatment of all employees
while in training, revealing discriminatory information during a training
session (Benuto, Casas and O’Donohue, 2018).
7. FUTURE OF TRAINING AND DEVELOPMENT
Using
training as an approach in achieving sustainability goals relates to an
increased emphasis on performance analysis and learning for business
enhancement. New technologies that combine computer science, instructional
design, and graphic interfaces have the potential to increase our ability to
learn (Chou and Liu, 2005). Tele-immersion,
which is a technology that provides realistic, life-sized holographic
projections in which employees can hear and see collaborators as if they were physically
present in the office (Kurillo et al.,
2008) can be used to create a
holographic training room in the office with virtual trainees beamed in from
other locations (Bose, 2004).
Industrial
Technology Institute (ITI), the pioneer scientific research and development technology
transfer delegate of Sri Lanka is a successful organization with global
recognition in high quality service delivery. This Excellency is achieved
through effective employee training and development programs and the culture
facilitating continuous learning. ITI uses a blend of traditional and
technological training methods and as the leading technology transfer and
consultancy delegate in Sri Lanka, the researchers and scientists are trained
in foreign industries and university settings in meeting innovative high-tech
skills and gaining a broad perspective on effective technological, laboratory and
managerial as well as cultural practices. Such development programs are one
example of effect of understanding the larger environment (e.g., innovative
technologies and cultures) relates to successful training initiatives. ITI
ensures the training transfer and skill acquisition, facilitated through supportive
climate and job design variables such as task autonomy and organizational
commitment to quality as well as post training interventions such as goal setting
and guided reflection.
8. CONCLUSION
Knowledgeable
and innovative workforce is an asset to an organization and training is a
necessity if companies are to participate in the global market places by
offering high-quality products and services. Therefore, companies should
design, implement, and evaluate appropriate training programs that help
employees increase their productivity. Training prepares employees to use new
technologies, function in new work systems such as virtual teams, and
communicate and cooperate with peers or customers who may be from different cultural
backgrounds. It is important to view training from a change perspective. Bench-
marking training practices and re-engineering training processes are important
prerequisites for creating a need for change. For new training practices to be
accepted by employees and managers, trainers need to overcome resistance to
change, manage the transition, shape the political dynamics, and use training
to redefine the task. Formal and informal reinforcement is critical to ensure
the training transfer in the work setting.
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Also, Understudy is a OJT method used n workplace where : a superior gives training to an employee as his replacement like an assistant to a manager/director. The employee learns through observation and experience by contributing in handling problems in the working environment. Purpose is to prepare the employee for assuming the full duties and responsibilities (Olakunle, 2008).
ReplyDeleteHi Anne,
DeleteAgree with you. In this approach, the trainee is tutored by an experienced manager for the higher responsibilities to be taken by trainee, aiming at enabling him to acquire skills and perform as much as the superior on the job. The efficiency of this approach hangs on how much time and interest the superior has in the subordinate to assume (Steinmetz & Lawrence 2006). This is good for succession planning and allows for smooth transition of work when one officer leaves a schedule or organization (Crumpacker, 2007).
When it comes to training need analysis Armstrong (2009, p. 4) states that ‘human resources management (HRM) is a strategic and coherent approach to the management of an organization’s most valued assets: the
ReplyDeletepeople working there, who individually and collectively contribute to the achievement of its objectives’. Many studies have demonstrated the effect of HRM on the performance of an organization (Peña Garcia Pardo and del Valle Fernández Moreno, 2009).
Hi Vianlo,
DeleteResearch acclaimed the importance of training by which organization can be develop and enhance organization profitability (Sung et al, 2014). Training need analysis (TNA) can be considered the most important steps in ensuring the effectiveness of the overall training process. This statement is made based on the emphasized placed by many training theorist on this step, who agreed that TNA must precede any type of training intervention (Wright and Geroy, 1992; Anderson, 1999). This opinion also shared by Elbadri (2001) which stated that in the beginning stage of the training cycle, TNA minimized error achieved by the training programs.
In addition training is a part of learning which essentially developing skills and attitudes of a person and enhance the job related knowledge. Training consists of planned programs designed to improve performance at the individuals or groups in organisational level which also obtain considerable changes in skills, attitudes, knowledge and social behaviour (Ranjeet Nambudiri, 2010).
ReplyDeleteHi Geethanjalee,
DeleteYes, Knowledge workers can easily accomplish their tasks successfully with high autonomy level. Different level of training is required for the people, depending on their competencies and job tasks (Becci, 2006). Training programs helps in making acquaintance of employees with more advance technology and attaining robust competencies and skills in order to handle the functions and basics of newly introduced technical equipments (Robert, 2006). Armstrong (2000) contends that trained employees often work better as teams because everyone is aware of the expectations and can achieve them together smoothly. In addition, employees who receive regular training are more likely to accept change and come up with new ideas. Training has direct relationship with the employees’ performance.
Employee behavior and work skills are impacted by training, which results into improved performance as well as changes in cognitive areas (Satterfield and Hughes, 2007), thus training has been priceless in increasing organizational productivity.
ReplyDeleteHi Premila,
DeleteNurturing a high-quality, knowledgeable and innovative human capital with strong moral and ethical values has become a precious source of driving organization’s productivity growth and competitiveness (Awang, 2010). Organizational feat cannot come about except through the instrumentality of employees who are equipped with the required knowledge, skills, and competencies (KSAs) needed for the execution of organizational strategy and planning (Ismail et al., 2015a).
In addition to what you have mentioned,Employees learn from their practical experience much better when compared to the knowledge obtained from books. On the job training decreases cost and save time (Flynn e t al . , 1995; Kaynak, 2003; Heras, 2006). It is better for the organizations to give their employees on the job training because it is cost effective and time saving (Ruth Taylor e t al . , 2004).According to Tom Baum et al (2007)it is good for organization to give their employees on the job training so that their employees learn in a practical way.
ReplyDeleteHi Ganga,
DeleteTrue, the relationship between training and work performance is both supported and criticized by researchers. Bernthal and Wellins (2006) found that training impacts return on investment (ROI) and return on equity (Meyer 2007b). It was found that training practices have enhanced employee motivation and commitment as well as appreciation for the organisation’s investment in their development, indicating that they do perceive value from the training and in turn become more motivated, committed and productive (Alexandros & Bouris 2008). On job training becomes more important when objective is to build economies around high productivity (Jacobs et al, 2000). On job trainings are usually more common in larger firms due to their large internal structures i.e. in case of large firms, probability of employee-mobility within the internal boundaries of the firm, increases to some extent, and on-job training plays its vital part by developing the required level of skills for the employees (Black et al., 2000).
Furthermore about to the employer development process Azulay, (2012) mention three main steps Discovery, Development, Demonstration. Discovery has sub 3 steps Awareness, Acceptance, Grasping the impact, Second major step is development, it also has four sub stages Desire to improve, Understanding (and articulating) the goal, Capacity to work on self-improvement, Engaging in learning activities. Final major step is demonstrated it has the 3 more sub step Practicing the new competency, Seeking and accepting feedback and help, demonstrating competence
ReplyDeleteHi Pubudu,
DeleteThe overall intent of employee development programs is to provide a systematic path for increasing the employees’ competence and the organizational performance (Jacobs et al., 2003). There is no single formula for creating an employee development program, but there are some important components that should be considered. A truly effective employee development program should include learning, career planning, goal setting, and evaluation. These areas will help the program be beneficial to the employees who utilize and to the organization that provides it. Without them, the employee development reverts back to being simply training (Shelton, 2001)
The fundamentals of a good employee training program are: orientation, soft skills training, and technical skills training. These concepts are the general foundation for any employee development program (Kleiman, 2000). Janet Kottke believes that employee development programs should contain the three Cs: core workplace competencies, contextual framework within which the organization conducts its business, and corporate citizenship. The core competencies in this model are, learning to learn, communication and collaboration, creative thinking and problem solving, and career self-management” (Kottke, 1999).
According to Khan (2013) training and development process is equally important similar to other HR policies. Training and development helps the employee to enhance their knowledge and perform their work well. Hence training is useful to reduce the problem of attrition.
ReplyDeleteHi Renuka,
DeleteGood point. The onset of 21st century has created a galloping demand for professional employees due to which employee attrition has achieved a critical significance (Talapatra et al., 2016). Training and career development has noteworthy positive association with intention to stay (Garg and Rastogi, 2006). Training, its types and direction is a key variable that lead to job satisfaction and employee retention (Chew and Chan, 2008). Training & development contributes strongly in developing employees’ intention to stay with the organisation (Hassan et al., 2013).
Nassazi (2013) states job rotation and transfers is another method of training. Transfer could involve movement of employees internationally. These rotations and transfers enable employees acquire knowledge of the different operations within the organization together with the differences existing in different countries where the organization operates.
ReplyDeleteHi Taniya,
DeleteAgree with you. Job Rotation (JR) have existed as a method of training for developing individual knowledge, skills, and abilities since the industrial revolution (Holle, 2005), and in today's dynamic global workplace, JR afford organizations an opportunity to manage changing psychological work contracts and employee desires for self-managed careers (Marshall, 2006). JR is also known as job mobility, but usually, horizontal mobility is termed as JR, while vertical job mobility is termed as promotion (Kaymaz, 2010). JR is seen as a kind of an on-the-job training technique and such training technique is known to have a positive effect on employee motivation (Mohsen et al., 2012).
Most plausibly, an experiential learning effect arises because, by engaging in international business activities, employees of multinational enterprises (MNEs) acquire knowledge about foreign markets and operations, which enables them to overcome the challenges of unfamiliarity with foreign markets and the potential liability of foreignness. When MNEs operate in disparate host countries, the transfer employees enhance their knowledge base, capabilities, and competitiveness through organization-level experiential learning (Pereira, 2008).
Further adding to why the training is needed, according to G.P. Nunvi (2006), training programs are directed towards maintaining and improving
ReplyDeletecurrent job performance while development seeks to improve skills for future jobs.
Hi Nalin,
DeleteImproved capabilities, knowledge and skills of the talented workforce proved to be a major source of competitive advantage in a global market (McKinsey, 2006). To develop the desired knowledge, skills and abilities of the employees, to perform well on the job, requires effective training programs that may also effect employee motivation and commitment (Meyer and Allen, 1991). Training refers to a planned intervention aimed at enhancing the elements of individual job performance” (Chiaburu and Tekleab, 2005).
The overall intent of employee development programs is to provide a systematic path for increasing the employees’ competence, regardless whether that increased competence would be used for doing present or future work for career growth (Jacobs, 2003).
As suggested by Armstrong (2014) training should be systematic in that it is specifically designed, planned and implemented to meet defined needs. Effective training uses the systematic approach with an emphasis on skills analysis.
ReplyDeleteHi Shiromi,
DeleteYes. I have illustrated a much comprehensive training design approach above.
However, Goldstein (2001) claims that, of all of the best practices, needs assessment is probably the most important part of the process. Therefore, training needs assessment is the foundation of the entire instructional design process. It establishes the content of subsequent training. If not done correctly, or at all, the job-relatedness, effectiveness and validity of any training program is jeopardized. In addition, needs assessment provides a database to support or justify resource allocation for other human resource functions. Therefore, Rothwell (2002) indicates effective training as systematically designed learning, based on a complete analysis of job requirements and trainee compatibility.
Competency modeling is a new approach to needs assessment that focuses on identifying personal capabilities, including knowledge, skills, attitudes, values, and personal characteristics (Noe, 2005).
Adding more to what you have mentioned, Dessler (2008) introduced five steps of training and development as follows Need Analysis, Instruction design, Validation, Implementation, Evaluation.
ReplyDeleteHi Rukshan,
DeleteYes, Training design is a complex process requiring the fulfilment of all these in enhancing employee and organizational performance. There is no such universal model in training design. The 7 step model I have mentioned In designing includes, conducting Needs assessment to identify the need of training (Arthur et al., 2003), affirming the willingness of employees for training (Boccara and Delgoulet, 2015), inducing a learning environment, assure imparting knowledge and skills (Blume et al., 2017), developing an evaluation plan, espousing a training method and monitoring and appraising for change and ascension (Noe and Tews, 2017) are important.
Gaming and gamification of training outcomes can be considered as an effective way of training when applied carefully, used in conjunction with instructional design principles (Amastrong and Landers, 2018). Armstrong and Landers (2018), further said: "gamification of training, including the use of points, badges, leaderboards, challenge, narrative, and immersion, can be used to positively affect learning outcomes". So I suggest gamification can be used as a method of training and development.
ReplyDeleteHi Achintha,
DeleteThank you for the suggestion and agree with you. The popularity of games for training purposes has increased over the past decade as games offer a low-cost, yet effective alternative to training (Wilson et al., 2009). The games-based training method is competitive, which can be a motivating feature for the majority of learners. Similar to the case study method, the content is also applied, which can further serve to motivate learners (Martin et al., 2016). Some disadvantages of this method are the inability to know what components of the game contribute to the training (Wilson et al., 2009) and the difficulty for the trainer to ensure that all key learning concepts are transmitted through this method. Faria (2001) demonstrates that player personality characteristics, player academic ability, and team characteristics (such as motivation and cohesion) can all be correlated to performance in business games on a study of the effectiveness of business games.
Some disadvantages of this method are the inability to know what components of the game contribute to the training (Wilson et al., 2009) and the difficulty for the trainer to ensure that all key learning concepts are transmitted through this method.
Despite the limitations, game based training can be recommended for learners that thrive in or are motivated by a competitive environment.
Hi,As stated by Thompson (2002), young Employees prefer training more than a good remuneration and other benefits due to the reason that training and development can enhance the skills of the employee and become a powerful tool for motivation hence it has a direct impact to morale and the productivity on the individual.
ReplyDeleteHi Mark,
DeleteMotivation is a very important from an organizational point of view because it transforms human resources into action. And this improves the efficiency level of the employees and it leads to achieve organizational goals (Sandhu, 2012). When employees are being trained, they get their skills improved and developed; progression in their skills will lead them to enhance their productivity and their team performance subsequently they will complete their tasks on time and therefore their efficiency will increase also. Training improves the satisfaction level of the employees and rewards them with competitive edge over other employees and transforms them into valuable employees. Training also helps to increase job knowledge and skills. It also expands the intellect on overall personality of the employee (Klein & Weaver, 2000).
Also would like to add as Employee job satisfaction is connected to the turnover of the organization and is completely connected to the training and development of the company (Pouslston, 2008)
ReplyDeleteHi Priyntha,
DeleteYes. The choice to resign is made in a rational and step-by-step fashion, principally in response to dissatisfaction with the present job (Talapatra et al., 2016). Strong organisational commitment develops and outlines a culture that endorses a sense of belonging and ownership among employees indispensable for being satisfied, productive and loyal employees, hence moderates turnover intention (Hussain and Asif, 2012). Organisations should have a proactive retention strategy in order to placate the employees who differ by roles, needs and their motivation to the maximum extent (Ragupathi, 2013). Training, its types and direction is a key variable that lead to job satisfaction and employee retention (Chew and Chan, 2008).
ReplyDeleteI would like to bring in a different kind of training & delivery method apart from what you have already mentioned. i.e. Job shadowing. Job Shadowing is a training delivery method that places an employee who already has the skills with another employee who wants to develop those skills. Apprenticeships use job shadowing as one type of training method. For example, an apprentice electrician would shadow and watch the journeyman electrician perform the skills and tasks and learn by watching. Eventually, the apprentice would be able to learn the skills to do the job alone. The downside to this type of training is the possibility that the person job shadowing may learn “bad habits” or shortcuts to performing tasks that may not be beneficial to the organization(Goldstein & Ford, 2002)
Hi Lakshmi,
DeleteYes. Job shadowing can be useful as a training method to generate employee interest and engagement. As Kathryn Tyler points out, it is an ideal way for employees to gain new perspectives on a company and even “shop” for different roles within the company. While the primary purpose of job shadowing is for the trainee to learn to perform a specific job, demonstrates that trainees get the unique opportunity to view the company from a different perspective, which may give them a broader view of the company (Tyler, 2008). Job shadowing can be recommended for situations where a company is training existing employees for a new role in the company, or giving existing employees a chance to “try on” a new role without the risk and cost of failure associated with job rotation (Martin et al., 2016).
Also would like to add as when the employee feel that there is a chance for them to develop themselves to what the organization is expecting, they feel motivated due to training and development (Costen and Salazar, 2011).
ReplyDeleteHi Nilusha,
DeleteI agree. Employees provide variety of skills, knowledge and talents to a company and they consider the most important and useful asset of any company, so organizations are needed to retain such human asset by keeping them motivated through effective trainings for further development and to enhance their skills for betterment and success of the company (Swart et al., 2005). Organizations, in which their employees support and value the training programs, are able to achieve greater commitment outcomes (Bartlett, 2001).
ReplyDeleteThere are many ways that an association can meet its training and development needs. A few organizations centralize the function, regularly by finding it inside the HR division. In this mode, HR experts who have a specialty in training and development give all training to all organization employees. Different organizations centralize the training function, however they find it in a training department that does not answer to HR (Walters 2013)
Hi Anupama,
DeleteYes. I agree with you. Human resource management refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. Human resource practices play a key role in attracting, motivating, rewarding, and retaining employees. The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day-to-day activities. For a company to gain a competitive advantage, its training has to involve more than just basic skill development (Noe, 2005).
As stated by Reynolds (2004), training has a complementary role in accelerating
ReplyDeletelearning: ‘It should be reserved for situations that justify a more directed, expert-led approach
rather than viewing it as a comprehensive and all pervasive people development solution.’
Hi Ashanthi,
DeleteLearning must occur for training to be effective. Capabilities that can be learned include verbal information, intellectual skills, motor skills, attitudes, and cognitive strategies. To explain how these capabilities can be learned, several theories of learning are important including, reinforcement theory, social learning theory, goal setting theory, need theories, expectancy theory, adult learning theory, and information processing theory. Important design elements include providing learners with an understanding of why they should learn, meaningful content, practice opportunities, feedback, a model, a coordinated program, and a good physical learning environment for the training to be effective (Noe, 2005).
Hi Tharika, In Addition we can also take the Six Disciplines Concept of learning and development initiatives ( Pollock et al, 2014). Organizations that adopted this 6D Concept has proven to make the learning successful.
ReplyDelete1). Define – Starting with an objective, let the participant know what they will be doing differently.
2). Design – Plan and manage learning transfer process.
3). Deliver – Make the delivery memorable learning experience.
4). Drive – Engage participants and their supervisors in to practice and recognize criticality of the transfer process.
5). Deploy – Make the participant an integral part, while providing aids and performance support, and provide feedbacks as and when needed.
6). Document – Gather insights and measure that will be helpful for the management to drive continuous improvements.
Hi Prasad,
DeleteThank you for sharing this fact. The 6D-approach encourages retention of knowledge, critical thinking, metacognition, collaboration and leadership skills in addition to self-evaluation and peer feedback. Given the significance of the above traits in training and development, the approach provides a strategy to those who want to implement and strengthen the above traits. Didactic teaching techniques need to be augmented by new student-centric pedagogical strategies and implementation milieus, where information and communication technology-enabled tools are seamlessly integrated, and lifelong information gathering, assimilation, integration and implementation is the ultimate goal (Banerjee et al, 2018).
The training is an investment and not a cost and it is not an easy task to train employees (Bliss,2014).Researches acclaimed the importance of training and how the organizations can improve the profitability of the organization (Sung et al, 2014; Tharenou, 1991).As stated by Tung-Chun (2001)the educated and well trained employees of the company are a pre-requisite for an organization in order to facilitate the knowledge of the employees and skills which are beneficial to the successful job performance (Sung et al, 2014; Tharenou, 1991).
ReplyDeleteHi Shamalka,
DeleteThe survival of an organization implies the prosecution of sustainable competitive advantages. Now more than ever, individuals and organizations must continuously gain knowledge to remain competitive (Sheikh, 2008). Training is one of the main activity in order to have qualified, flexible, and proactive employees and to achieve the correct running of each stage of the process of knowledge management (Alavi and Leidner, 2001).
Generally supervisors are conducting the on-the-job training for their subordinates which impacts the routine performance. In this case the organizations need to ensure the respective supervisors are updated with latest technology, knowledge, skill sets and training techniques (Yawson, 2009).
ReplyDeleteHi Prabath,
DeleteYes. Supervisors are the first level of management where they are given major duties and responsibilities to form and lead work groups in organizations (Goldstein & Ford, 2002). As an experienced leader, problem solver and role model at the group level, supervisors often work together with their employers to design, implement and monitor the organizational policies, procedures and plans, including training programs (Ellinger et al., 2005). Many scholars like Chiaburu and Tekleab (2005), and Ismail et al. (2007) view that supervisor’s role in on job training programs has two salient features: support and communication. Support is often related to a supervisor who provides encouragement and opportunities to improve employee performance in organizations (MacNeil, 2004; Noe, 2005). Communication is often seen as supervisors express ideas or feelings while giving people information, as well as encourage exchanging and sharing ideas and up to date information between a person or a group through symbols, actions, written or spoken words (Harris et al., 2000).
Saks and Haccoun (2010) confirmed that, in the global context lesson plan has been a key fact in training and development. The main component of the lesson plan includes, characteristics of the good trainer, the selection of the trainees, Training materials and equipment. Hence, it is important to create a climate for training.
ReplyDeleteHi Dishan,
DeleteImmediately the training needs are identified, the human resource department must initiate the appropriate training effort, to close the gap between expected and actual results. This may also depend on circumstances like; developing a training plan, designing a training lesson, selecting trainer and preparing the trainers (Martin et al., 2016). To be a successful training professional requires staying up-to-date on current research and training practices (Noe, 2005).
Researchers emphasize that strong competition, technological advancements in the recent global arena have compelled organizations to invest heavily into employee development. The continuous organizational changes and ever improving technical environment have made the organizations to realize that their success depends on the skills of the employees, which in turn requires continuous process of training and development (Beardwell, Holden and Claydon, 2004).
ReplyDeleteHi Chandrika,
DeleteAgree with you. Training and development refers to the process to obtain or transfer KSA (knowledge, skills and abilities) needed to carry out a specific activity or task; therefore, benefits of training and development both for employer and employees are strategic in nature and hence much broader (Stavrou et al., 2004). Apospori et al. (2008) had deduced that there is a considerable impact of training on organizational performance. Corporate training and employees’ development is an important activity and it increases employees’ performance (Iftikhar and Siraj-ud-din, 2009). Oguntimehin (2001) has identified that training increase productivity, improves the quality of work, improve skills, knowledge, understanding and attitude of employees.
Grugulis (2016) argues while training and development increase impact on production, avoid skill shortages in firms and develops high employee commitment and engagement its links to productivity and profit are very hard to measure.
ReplyDeleteHi Suresh,
DeleteI agree with you when it comes to unscheduled training. Informal, unscheduled training can lead to waste of time and problems in workflow. Studies show that employees who develop through unstructured training are less productive during a developmental period than those who have formal training (Singh, 2012). When training is not evaluated, the investment and its effects cannot be tested and resources can be wasted in inadequate activities (Foot and Hook, 1996).
It is observed that investigation directed at building a contingency model of transfer-oriented training intervention design would provide information important for developing training environments more conducive to positive transfer in terms of productivity effectiveness. Identification of training needs, design and implementation of training programmes, transfer of training, and evaluation of programme benefits are key activities (Krishnaveni & Sripirabaa, 2008) in addition to studying general training variables such as types of training, selection of trainees, selection criteria, evaluation instruments (Singh, 2012).
In conclusion, training, together with other activities positively affects results and is associated with an increase in productivity and profits as well as staff turnover decrease (Ichniowski et al., 1999).
An organization that invests considerably on training employees in a certain field will meet with the difficulty of deploying such an employee in a different field of work without risking waste of money and energy involved in such training (Armstrong and Taylor, 2014).
ReplyDeleteIt is worth noting that during the identification of training needs, there is need to create, develop, maintain and improve any systems relevant in contributing to the availability of people with required skills. Moreover, training programmes should be designed to carter for the different needs. Further still, the training programme, content and the trainees' chosen depend on the objectives of the training programme (Milkovic & Bordereau 2003).
DeleteA number of approaches for analyzing training needs depending or either new or current employees have been pointed out by earlier studies. The two most traditional approaches being the problem centered approach and the profile comparison approach. The problem centered approach focuses on any performance difficulties and the corporation analyses if the problems are due to insufficient skills, which then need to be developed if the problem is to be solved. Profile comparison approach on the other hand focuses on matching the competencies with the job filled, whether new position or existing position. Some changes in strategy and technology may also bring the need for new or additional skills (Torrington et al., 2005).
The primary purpose of learning and development as an organizational process is to aid collective progress through the collaborative, expert and ethical stimulation and facilitation of learning and knowledge that support business goals, develop individual potential, and respect and build on diversity.(Harrison (2009: 8).
ReplyDeleteHi Gabriel,
DeleteRegardless of the training method, certain conditions must be present for learning to occur. These include (1) providing opportunities for trainees to practice and receive feed- back, (2) offering meaningful training content, (3) identifying any prerequisites that trainees need to successfully complete the program, and (4) allowing trainees to learn through observation and experience. For learning to occur it is important to identify what is to be learned—that is, to identify learning outcomes. Learning outcomes should be related to what is required to successfully perform the job (Noe, 2005).
Adding more to what you have mentioned, Training & development increase the employee performance like the researcher said in his research the traning & development is an important activity to increase the performance of health sector organisation (Iftikhar Ahmad and Siraj-ud-din, 2009).Another researcher said that employee performance is the important factor and the building block which increases the performance of overall organization (Qaiser Abbas and Sara Yaqoob). Employee performance depends on many factors like job satisfaction, knowledge and management but there is relationship between training and performance (Chris Amisano, 2010).
ReplyDeleteHi Nishad,
DeleteThe phenomenon of employee performance is a multidimensional construct and an extremely vital criterion for determining organizational success or failure (Sendawalu et al., 2018). It is important to not ignore the prevailing evidence on growth of knowledge in the business corporate world in the last decade. This growth has not only been brought about by improvements in technology nor a combination of factors of production but increased efforts towards development of organizational human resources. It is, therefore, in every organizations responsibility to enhance the job performance of the employees and certainly implementation of training and development is one of the major steps that most companies need to achieve this. As is evident that employees are a crucial resource, it is important to optimize the contribution of employees to the company aims and goals as a means of sustaining effective performance. (Afshan et al., 2012).
Hi Tharika,
ReplyDeleteThere is ample evidence that evaluation continues to be one of the most vexing problems facing the training fraternity. Evaluation of training and development is the most essential aspect of training programme. Generally all good training and development programmes start with identification of training and development needs and ends with evaluation of training (Gopal, 2009). Training evaluation ensures that whether candidates are able to implement their learning in their respective work place or to the regular routines (Nagar, 2009).
Hi Aravindth,
DeleteYes. Agree with you. Training evaluation is the systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value and modification of various instructional activities (Werner & DeSimone, 2006). Effective evaluation is well-planned and reliable. Therefore, organizations must closely study the data obtained from the training evaluation to upgrade the present training programs (Abdel-Wahab et al., 2008).
There are various evaluation models have been proposed in the literature such as Galvin’s CIPP (1983), Brinkerhoff’s model (1987), Kraiger, Ford and Salas’ model (1993), Holton’s model (1996) and Phillip’s model (1966). However, the most widely used evaluation model is the four levels of evaluation model by Donald Kirkpatrick in 1967. This model comprises of four levels of evaluation namely: Level 1- Reaction, Level 2-Learning, Level 3-Behavior, and Level 4-Results. According to Kirkpatrick, each level is essential and has an impact on the next level. The process becomes more complicated and time consuming as the assessor move from one level to the next (Kirkpatrick & Kirkpatrick, 2006).