The author would like to argue that employees must be trained and empowered because there is no other way out for the organization until or unless they train their employees. The organization cannot gain or sustain its competitive advantage until or unless its employees are well-trained and well-skilled. Employees are the most important assets for an organization and employees become a sustainable competitive advantage for any organization if their individual goals match with the organizational goals and objectives. Professional development is also one of the most important concerns of employees in an organization. It is important to note that an organization has certain goals or objectives which it wanted to achieve by devising an effective and efficient strategy. Humans are the most important component of an organizational strategy to reach its goals and objectives. The most basic initiative which an organization has to adopt is align its goals with employees’ goals to gain a sustainable competitive advantage in the marketplace and this initiative is achieved by training employees. Employees are compensated and motivated by using a number of methods like increments, trainings, promotions and performance appraisals. (Action & Golden, 2003)
According to Burm (2007), the organizations are acknowledging the training of employees as a source of competitive advantage and they are aware that human resources are the most important asset for an organization. Employees with knowledge, necessary skills and competencies enable the organization to win the war of competition and gain a sustainable competitive advantage in the marketplace. The training programs are tailored according to the organizational strategy and employee tastes to align...
... middle of paper ...
.... Otherwise, the organization starts underperforming and it causes the organization to fail. The VP should rather increase the budget instead of decreasing or reducing it to increase employee performance, motivation and productivity.
References
Action, T., & Golden, W. (2003). Training the knowledge worker: a descriptive study of training practices in Irish Software Companies. Journal of European Industrial Training , 27 (2), 137-146.
Burm, S. (2007). What impact does Training have on employee commitment and employee turnover?
Chiang, C., Back, K., & Canter, D. (2005). The Impact of Employee Training on Job Satisfaction and Intention to Stay in the Hotel Industry. Journal of Human Resources in Hospitality and Tourism , 4 (2), 99-118.
Hughey, A., & Mussnug, K. (1997). Designing effective employee training programs. Training for Quality , 5 (2), 52-57.
Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the level required for a suitable performance (Snell and Bohlander 2007). Nevertheless, despite the benefits that these organisations and employees gain from training, some are still not willing to capitalise on it.
Moller-Maersk Group a multinational company that deals with the shipping of onshore and off shore commodities, has to be one of most highly successful companies to date. The contributed success of the company ties directly into the human resources department as a whole. As a matter of fact, many organizations credited this company for laying the foundation for best known practices. Management of Talents in the company has resulted in increased efficiency and overall growth in the company. Training needs are handled by the Human Resource department, thus ensuring that the workforce in the company is well rounded and equipped with the right knowledge to make them survive in this competitive world. This paper will allow some explanation
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.
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
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
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.
This part of the paper we are going to talk about training, and the different types of training. First is the definition of training, “Training can be defined as a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.” (Pg. 161) When you hear the term training what do you think of? Maybe you’re thinking about a manager and a new employee learning the ropes of the business; and you are right, but there are many different types of training. The types that our group is going to talk about are: lecture, orientation, and, stimulation.
Training methods can be accomplished by performing a few fun knowledge quizzes (pretests and posttests); implement a survey to identify training needs or customize a training need in order to develop an individual’s desire for further responsibility, promotion, or even cross-training to cover positions when necessary. Training would then actively commence with the employee through a process of one-on-one coaching, modeling techniques, feedback, and assessing method with the motivation and desire to learn emulated by the employee. It is also important to hire the right people, who are motivated, passionate, and desire to be the best that they can be at their jobs.
However, are formal training programs the vehicle by which the majority of employees and management alike acquire the bulk of knowledge needed to strive, survive, or prosper within the organizational structure, or is informal training taking the lead? Employees of today’s companies and agencies must recognize that they are in a dynamic environment that requires continuous adaptation, and in order for employees to meet their mission requirements they must hone their skills. While building their skills and knowledge base employees must understand the best way to maximize their capabilities needed to adequately address company’s future need by remaining current and engaging in the latest training via formal or informal training methods. This research project will review a study that was conducted to assist companies and agencies in ensuring their employees receive training in the format that best suits their ability to learn new information and techniques that will assist them in achieving their mission.
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
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.
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.
A well trained and motivated employees are invaluable assets to the company as far as the attainment of the organizational strategy is concerned.
O’Donnell, D., & Garavan, T. N. (1997). Viewpoint: linking training policy and practice to organizational goals. Journal of European Industrial Training, 21, 301-309.
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