Organisations attain competitive advantage through the utilization of skills and knowledge of their employees (Bach and Sisson 2000).According to Subedi (2006:90), the highest value for training as perceived by managers, supervisors and employees was the ‘need for performance improvement’. If this is true then why is it that organisations and individuals still do not invest in training? Studies show that despite the recognition that training offers an avenue for development of skills, enhancement of productivity, increase in individual and organisational performance (Pride et al 2009; Bulut and Culha 2010), it is still quite rare in practice (Lengermann 1996).While some organisations invest in training, others find it more practical to poach employees, subcontract or engage temporary lower skilled workers (Bach and Sisson 2000).
Cost, fear of poaching, poorly designed training programs, inability to ascertain economic returns and measure effectiveness of training are recognized as some of the reasons why organisations and individuals do not invest in training (Bach and Sisson 2000; Lloyd 2002; Jameson 2000; Van den Bossche et al 2010). On the other hand, while individuals may acquire new skills in order to be better positioned in the labour market (Grugulis 2006), organisations invest in training to obtain control also known as monopsony power (Booth and Zoega 2000), achieve competitive advantage (Bach and Sisson 2000) and to gain employee commitment (Bulut and Culha 2010). This essay examines benefits of training and development and possible reasons to why organisations and individuals are reluctant to invest in training. It also looks at the two main commonly practised approaches to training in relation to how they influen...
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Investments in training and development are linked with a range of organisational and individual benefits, such as being a major determinant of economic growth and organisational performance (Santos and Stuart 2003). According to Pigors and Myers (1977), training is very essential to organisations...
The difference between high performing companies and all other organizations is the degree to which training is integrated into company culture and strategy. Despite less time was given for formal training, the employees were benefiting more. This is due to the environment of continuous learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an investment for the organization because it is potentially a company’s most critical asset.
Training should be interactive and motivating, and equal opportunities should be given to the employees to raise their questions. After the training employees should find themselves more comfortable and more motivated. Means training should be used as an incentive for raising employees’ confidence. Employee training pays off the cost and efforts of the organization, but slowly and gradually. This is the reason that leaders with acute business vision and acumen never lose patience, and they continuously invest in employee training for guaranteed results in the near
For a brief second, put yourself into the mind-set of an employer and think about the day-to-day running of a business. It won’t be long before you realise that training current employees and increasing their knowledge is a great way to improve business operations. Even though many will argue that the drawbacks of expense and time away from work take away from the benefits of job training, the pros tend to outweigh the cons to make job training a viable expenditure.
Workplace education is one of the most essential factors that companies must take into consideration when they are to evaluate the different methods for improving their employee’s competency and skills and the company’s competitiveness in the market and its overall quality. By utilizing workplace education practices such as in-house training, seminars, peer to peer learning, online modules, etc., companies are able to attain high training effectiveness for their employees. As mentioned by Noe and Peacock (2008), “training effectiveness refers to the benefits that the company and the trainees receive from training” (p. 134). The training effectiveness benefits apply to both the employee as well as their respective employer. Benefits for the employee may include behavioural changes or even acquiring new skills. For employers, trained employees could provide a more competent team, increased expertise, an increase in productivity, and even higher sales. To optimize the effect that workplace education has on any individual company, companies must be willing to receive and make changes based on feedback and evaluations from both the training and the competencies of the individuals.
Enterprise training is a premeditated and systematic training activity which focuses on improving working quality, ability, achievement and contribution (Lee and Pershing, 2000). In other words, the training is a systematic intellectual investment. When a corporation investing manpower and material resources to train employees, there will be an improvement of labour quality, human capital, corporate performance, and invest income for shareholders (Brinkerhoff and Montesino,
In today’s dynamic and competitive marketplace, the need for consistent skills and knowledge up grade has not lost its importance. What used to be effective training and development programs in the past may not be so now due to changing circumstances hence the need to continuously adapt these programs to suit the current needs of the organisation. Such actions are only possible when the organisation knows how effective its previous training and development programs have been through follow-up and evaluation programs. In the absence of such proactive follow-up programs any organisation is likely to be faced with undesirable consequences such as low productivity and profitability and unjustified high costs of induction programs.
The workers themselves may also not be keen to invest in skills specific to the business since their job is not secure. Conley (2006) said that organisations tend not to provide training and development of the highest quality to their temporary workers. Even if the workers were in the organisation for years the employer would still not find it necessary to invest in proper training simply because they were temporary (Conley, 2006). Despite the fact that temporary and fixed-term workers are entitled to equal opportunities when it comes to training the employers always found a way around this (Conley, 2006). This is obviously negative since workers will not achieve their full potential and their work not being completed to the best it could be (Altuzarra and Serrano, 2010). Productivity and wastage will suffer as a result (Bryson and Scurry, 2010). Conley (2006) gave another reason why not investing in adequate training was bad for organisations. She said that employee motivation and morale fell because they were not confident in carrying out their roles and responsibilities. Employees self-worth would other decrease because they felt they were not worthy of being invested in. Their progress in the organisation was limited without training. They could not see a way of achieving the goal of advancing to a permanent contract (Conley, 2006). Disheartened employees
Training opportunities to advance an employee’s career and develop new skills can give an employee encouragement. Training should be in areas that they want to pursue, as it will be more appealing so they will be more ambitious to learn. After training is completed, the more experienced employees can be enlisted to help train other employees and provide them with their new knowledge. This can influence them to be more productive and feel more like an essential part of the company.
The drives of this investigation were to examine the prospects and insights of training excellence between employees, and to recommend insinuations for educating training superiority and growing training satisfaction, job satisfaction, and goal to stay between workers in the organization
Training and development are important factors to the success of any organization. Each employee is a valuable asset that can either add to the success a company or contribute to its failure. Training supports and makes possible the development of new skills and knowledge. Offering training for employees at various levels within an organization assist employees develop the necessary skills and proficiency to be successful in their careers as well as prepare for new responsibilities.
First , HR management have to know the difference between training and development , it is like It’s the difference between today and tomorrow. It's the distinction amongst drawing in and holding the 'best and the brightest' as opposed to not understanding why that maturing hotshot simply left. When we train, we just guarantee that our people are prepared to carry out today's occupation.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Learning and development contains many different forms. When it is strategically aligned with effective performance management systems, learning and development can enhance productivity, performance and increase staff commitment and loyalty. This is of considerable significance given Ireland’s commitment to a knowledge-based economy; strategic training and learning and development have become even more essential...
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