Introduction 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. Critique of how workplace education was evaluated From personal experience, it was very seldom that I was asked to provide an evaluation for the education I received while working. I believe that this was due to the fact that most of the training that I had received came in the form of modules. The modules were part of a series of individual self-directed training courses which every new employee was required to complete. I consider that my employer felt that since these training modules had focused on basic knowledge areas such as workplace ... ... middle of paper ... ...der, C., & Shinsky, J. (2010) Constructive student feedback: Online vs. traditional course evaluations. Journal of Interactive Online Learning, 5, 283-296. Hosp, J. (2012) Formative Evaluation: Developing a framework for using assessment data to plan instruction. Focus on Exception children, 44, 1-10. Keenan, D. (2013) Experiential Learning and outcome-based education: A bridge too far within the current education and training paradigm. Applied Learning Technology, 3, 13-19. Miller, S. (1990). Effects of a municipal training program on employee behavior and attitude. Public Personnel Management, 19, 429-441. Noe, R. A., & Peacock, M. (2008). Employee training & development (Canadian ed.). Toronto: McGraw-Hill Ryerson. Weigelt, J., Brasel, K., Bragg, D., & Simpson, D. (2004). The 360-degree evaluation: Increased work with little return?. Current Surgery, 61, 616-626.
Elwood, J. (2006). Formative assessment: possibilities, boundaries and limitations. Assessment in Education: Principles, Policy & Practice, 215-232, doi:10.1080/09695940600708653
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
Structured and programmed training venues are designed to equip the employee, supervisor, and manager with the knowledge, skills, and abilities needed to startup, maintain, and improve services and products provided to general public on a global scale. Formal training is generally the focus of most organizations when discussing the return on investment in the form of revenue generation or in the case of governments, efficiency in utilizing citizens taxes in a responsible manner.
Saks, A. M., & Burke, L. A. (2012). An investigation into the relationship between training evaluation and the transfer of training. International Journal of Training & Development, 16(2), 118-127.
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.
...isation. To further these knowledge, skills and attributes (KSA’s) the usefulness and implementation of training and development has been looked at. It has been shown that companies that invested time and money into training and developing their staff/talent/human capital had better rates of talent retention, a more skilled and competitive workforce and a more attractive business in terms of career progression for employees. Training and development of talent in organisations also contributed to better self-development of employees in their professional networking capacity; furthering the ideals of a growing, competitive company.
According to Amherst College, training is about preparing and improves the employee knowledge, skills and expertise to carry out the current or the future job. The processes of re-learn and increase an existing knowing and skills, and mainly take time to reflect and ponder the new options can support them to progress their success at work. However, the objectives of this training were to improve the capacity of the students who are transiting into the career as HRM professionals.
Training and development are important asset to an organization. A lack of training can have many negative consequences on an organization. Employees are the key component in the success of a business. When employees are unhappy with their job, they are less motivated to be productive. This loss of productivity leads to loss profits and over moral within the company. Employees need to know that their personal values are important to the organization. Their reactions are important when the corporation is in the process of making changes and decisions. In the textbook, Crafting and Executing Strategy, Thompson, Strickland and Gamble (2012) state “No company can hope to perform the activities required for successful strategy execution without attracting and retaining talented managers and employees with suitable skills and intellectual capital” (p.332).
The basic research question at hand was: Overall, what are the employee’s attitudes and perceptions toward the training they were being asked to obtain? Secondly, are the workers able to take the training which they have received and utilize that knowledge in the workplace?
Martínez-Ros and Orfila-Sintes (2012) show that a good training should be less formal, more flexible in designing and highly skilled. The three aspects of employees’ perception of organizations’ training are perceived access to training, benefit of training, and support for training. The perceived access to training is the feeling of employee that how much they have access to the training programs of their companies. The social support of developing and improving the skills from supervisors and colleagues is the perceived support. Three different benefits from training programs employees can again. First, personal benefits are the things that can improve the job performance of employees. Second, job-related benefits are the things that make the better relationship between employees and managers as well as co-workers. Third, career benefits are the things that make the achieving goals process
6. Impact of Training and Development on Organizational Performance (Raja Abdul Ghafoor Khan, July 2011)
It helps to improve the availability, quality and skills of staff; it also supports and protects productivity by predicting and preventing skills shortages. (Wilkinson, Redaman, 2013) Training and development helps to cover the gap between desired and actual work performance (Mullins, 2007) and also attract high quality employees who are interested in increasing their levels of competence and enhancing their skills (Armstrong, 2009). Studies have confirmed what most employees and managers already know – an investment in the professional development of employees increases employee satisfaction and retention (Landrum, 2011); they help build loyalty, and loyalty increases productivity (Lipman,
The training program for both hourly and management has a vague over all structure but no substantive continuing contribution. Many different learning materials are available but are in disarray and are not standardized into closely related activates. This redund...
The main purpose of training is to acquire and improve knowledge, skills and attitudes towards work related tasks. It is one of the most important potential motivators which can lead to both short term and long term benefits for individual and organisation. There are so many benefits associated with training. Cole (2001)summarizes these benefits as below;
Dissimilar organizations deliver diverse kind of training approaches, but it is imperative that organization must comprehend that which training will produce the outcomes which are grounded on the aims and goalmouths of the organization. Krickpatrick proposed the standards for operative training program recognized on employees’ satisfaction with training, information acquire from training, dissimilar actions of employees on the job and better-quality organization presentation. In utmost of the organization, training is the technique of job satisfaction, actual training benefits in growing job satisfaction, customer satisfaction and lessens worker turnover intents. A research endorsed that there is a optimistic relationship between training and job satisfaction and mainly employees who contribute in training programs are more pleased and satisfied than those employees who did not get