Benefits and Issues in Training and Development
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).
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).
References
Benuto, L. T., Casas, J. and O’Donohue, W. T. (2018)
‘Training culturally competent psychologists: A systematic review of the
training outcome literature’, Training and Education in Professional
Psychology, 12(3), pp. 125–134. doi: 10.1037/tep0000190.
Conger,
J. A. (2013) ‘Developing leadership capability : What ’ s the inside black
box ?’, The Academy of Management Executive (1993 – 2005), 18(3), pp.
136–139.
Kiruja,
E. (2013) ‘Effect of motivation on employee performance in public middle level
technical training institutions in Kenya’, Managementjournal.Info, 2(4),
pp. 73–82. Available at: http://www.managementjournal.info/abstract.php?id=383.
Lloyd,
C. G. and Bassett-jones, N. (2009) ‘Does Herzberg’s motivation theory have
staying power?’, Journal of Management Development, 24(10), pp. 929–943.
doi: 10.1007/s11244-006-0131-5.
Marsick,
V. J. and Watkins, K. E. (2003) ‘Demonstrating the Value of an Organization’s
Learning Culture: The Dimensions of the Learning Organization Questionnaire’, Advances
in Developing Human Resources, 5(2), pp. 132–151. doi:
10.1177/1523422303005002002.
Otto,
M. W., Smits, J. A. J. and Reese, H. E. (2004) ‘Cognitive-behavioral therapy
for the treatment of anxiety disorders’, Journal of Clinical Psychiatry,
65(SUPPL. 5), pp. 34–41. doi: 10.1016/j.orgdyn.2004.01.003.
Sahinidis,
A. G. and Bouris, J. (2008) ‘Employee perceived training effectiveness
relationship to employee attitudes’, Journal of European Industrial Training,
32(1), pp. 63–76. doi: 10.1108/03090590810846575.
Tansky,
J. W. and Cohen, D. J. (2001) ‘The relationship between organizational support,
employee development, and organizational commitment: An empirical study’, Human
Resource Development Quarterly, 12(3), pp. 285–300. doi: 10.1002/hrdq.15.
Truitt,
D. L. (2011) ‘The Effect of Training and Development on Employee Attitude as it
Relates to Training and Work Proficiency’, SAGE Open, 1(3), pp. 1–13.
doi: 10.1177/2158244011433338.
Hi Tharika, Grugulis (2016) argues that training and development increase impact on production, avoid skill shortages in firms and develops high employee commitment and engagement as well as the productivity and profit.
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).
Hi Tharika, 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).
ReplyDeleteHi Nimali,
DeleteIt 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).
A 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).
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).
Hi Tharika, As stated by Reynolds (2004), training has a complementary role in accelerating learning: ‘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.’
ReplyDeleteHi 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, 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).
Hi Tharika, In addition training is a part of learning which essentially develop 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 organizational level which also obtain considerable changes in skills, attitudes, knowledge and social behavior benefiting both the individual and the organization (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.
Hi Tharika, Further adding to why the training is needed, according to G.P. Nunvi (2006), training programs are directed towards maintaining and improving current job performance while development seeks to improve skills for future jobs.
ReplyDeleteHi 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).
Adding more to what you have mentioned, Dessler (2008) introduced five steps of training and development as follows
ReplyDeleteNeed Analysis
Instruction design
Validation
Implementation
Evaluation.
Hi Rukshan,
DeleteYes, Training design is a complex process requiring the fulfillment of all these in enhancing employee and organizational performance and have discussed in depth in a separate post. 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.
Hi Tharika, 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).
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ReplyDelete