Training in achieving strategic business goals…

ByTharika Dilhari Tharika Dilhari -

Training in achieving strategic business goals…

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 (Tai, 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 peculiar transfiguration (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, 2000). 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).

References

Antonacopoulou, E. P. (2000) ‘Employee development through self-development in three retail banks’, Personnel Review, 29(4), pp. 491–508. doi: 10.1108/00483480010296294.

Bell, B. S., Tannenbaum, S. I., Kevin, F. J., Noe, R. A. and Kraiger, K. (2017) ‘100 years of training and development research: What we know and where we should go’, Journal of Applied Psychology, 102(3), pp. 305–323. doi: 10.1037/apl0000142.

Goodman, J. S. and Wood, R. E. (2004) ‘Feedback specificity, learning opportunities, and learning’, Journal of Applied Psychology, 89(5), pp. 809–821. doi: 10.1037/0021-9010.89.5.809.

Grossman, R. and Salas, E. (2011) ‘The transfer of training : what really matters’, pp. 103–120.
Kraiger, K. and Culbertson, S. (2013) ‘Understanding and facilitating learning: Advancement in training and development’, in Handbook of psychology, pp. 244–261.

McDowall, A. and Saunders, M. N. K. (2010) ‘UK managers’ conceptions of employee training and development’, Journal of European Industrial Training, 34(7), pp. 609–630. doi: 10.1108/03090591011070752.

Salas, E., Tannenbaum, S. I., Kraiger, K. and Smith-Jentsch, K. A. (2012) ‘The Science of Training and Development in Organizations: What Matters in Practice’, Psychological Science in the Public Interest, Supplement, 13(2), pp. 74–101. doi: 10.1177/1529100612436661.

Somasundaram, U. V. and Egan, T. M. (2004) ‘Training and Development: An Examination of Definitions and Dependent Variables’, pp. 850–857. Available at: https://files.eric.ed.gov/fulltext/ED492440.pdf.


Tai, W. T. (2006) ‘Effects of training framing, general self-efficacy and training motivation on trainees’ training effectiveness’, Personnel Review, 35(1), pp. 51–65. doi: 10.1108/00483480610636786.

Comments

  1. Recruitment and SelectionNovember 14, 2019 at 8:50 PM

    Hello Tharika, There 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)

    ReplyDelete
    Replies
    1. Tharika DilhariNovember 14, 2019 at 9:09 PM

      Hi Anupama,
      Yes. 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).

      Delete
  2. Renuka BalaranjitNovember 15, 2019 at 7:02 AM

    Hi Tharika, 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.

    ReplyDelete
    Replies
    1. Tharika DilhariNovember 15, 2019 at 5:33 PM

      Hi Renuka,

      Good 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).

      Delete

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