Benefit of Training
Training
This is divided into several definitions of training. Training is a planned, systematic, planned activity and competencies, knowledge and skills required to perform efficiently and effectively (Gordon, 1992).
Development
Development is an active and action-oriented activity aimed at creating a new person or entity. It often works in the future for a job or a new role to play (McNamara, 2008).
Training and development are often used to close the gap between the present performance and the desired future performance. Training and development falls under Human Resource Development (HRD) function which has been argued to be an important function of Human Resource Management (HRM) (Weli and Woodall, 2005). Identify the "needs" for training and development of this work function, we can get the idea to select the appropriate methods and programs for these needs, how to implement them, and evaluate the results of the final results (McCourt and Derek, 2003). According to Chan and Lynn (1991) the organizational performance criteria should include profitability, productivity, marketing effectiveness, customer satisfaction, but also employee performance morale. In this perspective, effective and efficient employee performance will positively influence organizational performance.
On the other view Millar (2007) built a framework of talent management which consists of planning, recruiting performance, learning, career development, succession planning, compensation and measuring and reporting. In order to organize a company effectively, companies must rethink how they hire, train and reward their employees. Therefore, the employees could be encouraged to be competitive. Organizations are seeking to develop, motivate and increase the performance of their employees in a variety of human resources applications (Gungor, 2011). To maintain an organization, it needs to be organized with a larger, smaller or more efficient service. Specific job skills, knowledge, abilities and competence (SKAC) required in the workplace are not effectively taught in formal education. Therefore, many employees need the necessary training to make SKAC a significant contribution to the company's growth. Not only to develop the skills of each new employee, but also must be trained to become an integral part of the organization. Training and development is an integral part of every organization whose main purpose is to develop employee competencies. It will enable them to improve the efficiency and efficiency of their human resources. To win employees' hearts and minds, they can identify with the organization, it can be an advantage for an organization (Armstrong, 2009).
1. Benefits of Training
The main objectives of the training are to upgrade and improve knowledge, skills and attitudes for job related tasks. This is a major factor that can provide short-term and long-term benefits to individuals and organizations. There are many benefits associated with training as below (Cole, 2002).
1. High Morale: Workers are happy to come to work each day, comfortable in the nature of their work and with their co-workers, and optimistic about their production.
2. Lower cost of production: Eliminate risk by minimizing or preventing waste material from trained and trained personnel to trace materials and equipment better and economically.
3. Lower turnover: Training brings a sense of security at the workplace which in turn reduces labour turnover and absenteeism is avoided.
4. Change management: Trained management helps to improve the understanding and intervention of employees in change management, and provides the skills and capabilities required to adapt to the present.
5. Provide recognition, enhances responsibility and the possibility of increased pay and promotion.
6. Improve the quality of the staff.
Training programs are conducted to improve skills for future employment and to maintain and improve the current job performance. Given the progress of technology, some are unemployed with regard to the transfer of machinery in current jobs. Education and competence become necessary for current position and those wishing to be promoted in the future (Nunvi, 2006).
Reference
1. Armstrong, M. (2009). Armstrong's Handbook of Human Management Practice. 11th ed.
2. Beardwell, N. and Holden, B. (1993). Managing for success. 2nd ed. England: Prentice Hall Publisher.
3. Chan, Y. and Lynn, B. (1991). Performance evaluation and the analytic hierarchy process. Management accounting research, 3, pp.57-87.
4. Cole, G. (2002). Personnel and human resource management. 5th ed. Continuum London: York Publishers.
5. Dacauza, D. and Robbins, S. (1996). Human Resource Practice. 5th ed. New York: John Wiley & Sons Inc.
6. Gordon, B. (1992). Are Canadian firms under investing in training? 1st ed. Canada: Canadian Business Economics, pp.25-33.
7. Guest, D. (1997). Human resource management and industrial relations. Management studies, 24(5), pp.503-521.
8. Gungor, P. (2011). The Relationship between Reward Management System and Procedia Social and Behavioral Sciences. pp.1510-1520.
9. Infande, A. (2015). The Four Basic Steps in the Training Process. Kindle Edition.
10. Mc.Dowall, A. and Sauders, M. (2010). UK Manager's Conception of Training and Development. European Industrial Training, 34, pp.609-630.
11. McNamara, C. (2008). Employee Training and Development: Reasons and Benefits. 1st ed. [Online]. Available at < http://www.managementhelp.org/index.html>. [Accessed on 16th March 2019].
12. Nadler, L. (1984). The Handbook of Human Resource Development. New York: John Wiley & Sons.
13. Nunvi, G. (2006). Business Organization and Management. 3rd ed.
14. Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003). Understanding the people and performance. London: CIPD.
15. Shen, J. (2004). International Training and Management Development Theory and Reality: A Conceptual Study. Management Development, 24, pp.656-666.
16. Swart, J., Mann, C., Brown, S. and Price, A. (2005). Human Resources Development: Strategy and Tactics. Oxford: Elsevier Butterworth-Heinemann Publications.
17. Torrington, D., Hall, L. and Taylor, S. (2005). Human Resource Management. 6th ed. London: Prentice Hall.
18. Weli, A. and Woodall, J. (2005). HRD in France: the corporate perspective. Journal of European Industrial Training, 29(7), pp.529-540.
19. Wognum, A. (2001). Vertical Integration of HRD Policy within Companies Human Resource Development International. 4th ed. pp.407-421.
20. Wright, P. and Geroy, D. (2001). Changing the mindset: the training myth and the need for word-class performance. International journal of human resource management, 12(4), pp.586-600.
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ReplyDeleteIn addition to the content above, I would like to underwrite following in the area of Training & Development.
ReplyDeleteWhen employees have the knowledge and skills of tasks that assigned them to carryout, people will be work more competent and efficient than employees who lack in knowledge and skills. Therefore, Training and Development would provide opportunities to create a successful career life for employees. Further, organizations efficiency also would be increased (Tahir et al, 2014). As Leard (2010) stated, trainings will positively improve effectiveness and productivity of organizations while value employees. Further organizations are responsible to use Training and Development as an opportunity to develop future leaders (Noe, 2002). As Obi-Anike and Ekwe (2014) emphasized, organizations should deliberate following points for better outcome of training activities.
1. Maintain Training and Development as a continuous activity of the organization.
2. Understand that trainings are providing competitive advantage more than skills development.
3. Recognize Training and Development as an opportunity to create intellectual capital.
I agree with you. As you said employees have the knowledge and skills of tasks that assigned them to carry out, people will be work more competent and efficient than employees who lack in knowledge and skills.
DeleteEffective training is not a solitary event in an organization. Training must be strategic therefore, it is necessary to be designed in order to improve the knowledge, skills and abilities of current workers to help them achieve the organization’s strategic plan. Therefore, in order to design an effective training first step is to understand the organization. This can be done by conducting a SWOT analysis to determine the strengths, weaknesses, opportunities and threats to the organization. By using the output of such information and an understanding of the organization’s vision, effective training creates a competitive advantage for the organization. Once the SWOT analysis is done, a training needs assessment is taken place to identify the gaps between the employees’ actual performance and desired performance. A thorough analysis of performance gaps determines what training needs to be done or if there is a need for training at all. In some cases, the performance or knowledge gaps are not related to training deficiencies and other interventions may be needed (Gusdorf.2009).