Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Training And Development In The Workplace
Training And Development In The Workplace
Training And Development In The Workplace
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Training And Development In The Workplace
Introduction
A pre-approved topic on the relationship of workplace learning and development opportunities with job satisfaction and psychological well-being (lesser burnout) among the employees was presented in a graduate class of the MAIS 645, 2014. An overwhelming response elicited the author to further elaborate and corroborate the topic by conducting a review. Thus, this paper hypothesizes that the availability of the workplace learning and development opportunities influences the psychological well-being of a worker with positive outcomes. The progression of this paper would include the understanding of the association between workplace learning opportunities and job satisfaction followed by understanding the relationship of job satisfaction resulting in employees’ psychological well-being and lesser burnout. There are tremendous benefits to workplace learning and development opportunities to both the employees and the employers. As per Massey and Walker (as cited in Miller, 2003) the future holds that the only difference between a successful organization and the one that is not would be the level of learning in organizations. Miller (2003) states that leaders of the organizations are proactively looking for ways to develop the capacities in their organizations to learn and re-learn the strategies to implement workplace learning. The article by Miller (2003) concludes that workplace learning plays a key role in organizational productivity and effectiveness. When it comes to the employees, among other benefits workplace learning provides confidence to the employee to work in a competent manner. In their study, Panagiotakopoulos (2011) found that workplace learning and training reduces employee errors while helping employees ...
... middle of paper ...
...plication of the bivariate probit model. The International Journal of Human Resource Management, 17(1), 139-154. doi:10.1080/09585190500366649
Rowden, Robert W. and Conine Jr., Clyde T. (2005). The impact of workplace learning on job satisfaction in small US commercial banks. Journal of Workplace Learning, 17(4), 215-230. doi:10.1108/13665620510597176
Rowold, Jens. (2008). Multiple effects of human resource development interventions. Journal of European Industrial Training, 32(1), 32-44. doi:10.1108/03090590810846557
Royalty, A. B. (1996). The effects of job turnover on the training of men and women. Industrial and Labor Relations Review, 49(3), 506-521.
Sahinidis, Alexandros G., Bouris, John. (2008). Employee perceived training effectiveness relationship to employee attitudes. Journal of European Industrial Training, 32(1), 63-76. doi:10.1108/03090590810846575
In the recent years, organizations have paid extra attention to employee stress and its effect on job performance. Burnout, an outcome of stress is known to cause individual, family and organizational problems and health conditions such as insomnia and hypertension. The question many ask is where does it originate from? And, how supported are the employees by the organization? Researchers have attempted to link stress and burnout and its effect on job performance. This research analysis includes different scholarly studies done and that found many contributing factors such as job satisfaction, work and family demands, work environment, and culture.
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
Burnout has become a major social, cultural and health issue. It has also become globally significant. It affects all kinds of people regardless of their age, race, gender, etc. It can occur at any stage in one’s life and affect them on a physical, emotional, social or cultural level. There is a lot of stigma associated with burnout in the society. Education is key to break the stigma. The risk for burnout has risen significantly in certain occupations, notably in the field of human services. Self-awareness as well as awareness of others is important to identify the problem and treat it in the most suitable manner. This paper considers understanding burnout by examining a few
Authors Thomas and Rutter suggest that employees are aware of their lack of skills and would prefer more training. Both state “…. respondents were aware of their skills shortage and clearly highlighted that training ….on skills were of greatest need” (292).
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
Singh, S. K. (2008). Human resource development: HRD--IR interface approach. India: Atlantic Publishers & Distributors Ltd.
Companies put thousands of dollars into decor, food and beverage display, maintaining the property grounds and so many other things, and forget the key element of a successful relationship with customers- their employees. Many factors go into keeping employees satisfied, Wagenheim and Anderson (2008) concluded four key factors that impact job satisfaction, number one is rewards and recognition, researchers have identified extrinsic rewards, including salary and benefits as the most important factors for retaining employees, while others contend that intrinsic rewards such as working conditions, status, and security drive employee satisfaction (Leavitt, 1996: Savery, 1996). Number two factor would be personal choice and development, not all employees are fuelled by pay and benefits alone, some found more of a value in career development for their job satisfaction (Leavitt, 1996). The number three factor was a healthy work and life balance within employees, researchers present that there is a direct connection between life satisfaction and employee satisfaction, Bauer (2000) believes either employee satisfaction impacts life satisfaction or life satisfaction impacts employee satisfaction, although Hagedorn and Sax (1999) believe it is reciprocal. And finally, the number four factor includes employee training and development, Howard and Frink (1996) found that employees who perceive growth opportunities are more satisfied. The first objective of this study was to determine the impact employee satisfaction has on customer satisfaction. The second objective of this study was to determine the organizational impacts on employee satisfaction. These objectives will be determined through the study of eight journal articles and select...
Today businesses believe that the sustaining of performance and competitive advantage to becoming a great organization. As an organization’s success depends on their employees’ performance, the value of specific individual employee has played an important role within an organization to be competitive. At that time, the value of each and individual employee and their satisfaction with their jobs are one of the key factors for an organization and organizations need to find ways to improve employee job satisfaction to achieve organizational goals.
Storey, J. (1992) Developments in the Management of Human Resources: An Analytical Review. Cambridge,MA: Blackwell.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
An article in the Journal of Applied Psychology studied the link between job burnout and
To cater with this issue, HSBC could apply the theory of job enrichment. According to Beatty and Schneider, “Job enrichment is a technique which can motivate the employees which emphasizes that the works need to be challenging and interesting”. The theory of job enrichment was developed by Frederick Herzberg, an American psychologist, in 1968. The job enrichment involving the workers to managerial functions of the higher ranks, allow them to perform more challenging jobs which can strengthen their self-actualization, self-control and self-respect. (Shakeela, Shaheen, and Saleem 2012). The employees will be more engage in doing the challenging jobs and generate great positive income. Moreover, employees will get higher satisfaction by performing more challenging jobs rather than repetitive works. (Memoona, Kiran and Bahaudin,
Human Resource Development (HRD) can be defined as any activity that contributes to the development of people working for an organisation. HRD is the framework for employees to develop their personal and organisational skills, knowledge and abilities. Development can be formal learning process such as in classroom training, a learning course, or a planned organisational change process; Or informal self-development orientation to engage in flexible, high performance organisations. Such processes include: