Complete a Journal Article Review related to one of the main traits associated with leaders.
Introduction
Clinton O. Longenecker wrote the article titled ‘The Training Practices of Results-Oriented Leaders’. It was published in the Industrial and Commercial Training Journal, Volume 39, Issue 7, in 2007. This article sets out to demonstrate that for many organizations, though training is becoming an important tool in improving organizational performance; front-line managers are often passive or indifferent on the issue of providing proper training to employees. The article addresses business leaders, human resource management, frontline managers and training professionals. In reviewing this article, the issues presented will be identified and analyzed so that further recommendations can be made.
Content of the Article
The author first spoke about the increasing need for organizations to produce better results and because of this, they sometimes overlook the competitive advantage to be gained from effectively training their employees Of the authors opinion was that less than optimal performance would be achieved if employees were just expected to know what to do and how to do it. He pointed out that managers, that ensure effective outcomes, must create a training system, and that workers must be educated to see that the big picture is paramount.
The article identified organizational leaders as being ultimately responsible for ensuring that people are properly prepared to perform and that this is critically important. A systems approach to training was introduced which forces organizations and managers to effectively plan the training and can be helpful in removing the causes of ineffective training. In further describin...
... middle of paper ...
...ss of the training for the employees.
Conclusion
In summary, I believe that readers will find this article to be very intriguing and enlightening as they analyze and examine each point made by the author. This is an important and noteworthy article that if taken into consideration by organizational leaders today will change their viewpoint on the effectiveness and priority of training their employees to improve organizational performance.
References
Clinton O. Longenecker, (2007) "The training practices of results-oriented leaders", Industrial and Commercial Training, Vol. 39 Iss: 7, pp.361 - 367
Menguin, J. (2007). Why Is Training Imporatant? By Jef Menguin. Retrieved April 25, 2010 from http://jefmenguin.wordpress.com/2007/06/17/why-is-training-important/
Noel, R. (2008). Employee Training and Development. New York: McGraw-Hill/Irwin
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.
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.
Khan, M. I. (2012). The Impact of Training and Motivation on Performance of Employees. IBA Business Review, 84-95.
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.
Kennett, G. (2013). The impact of training practices on individual, organization, and industry skill development.
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.
Training occurs widely gabs among employees ,it is depend on the education level in each individuals .some individuals see the training programmed is difficult or complex, others see the same programmed is a primitive or boring, that’s making the training program loses important from the beginning .
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
Several studies have demonstrated a strong link between Learning & Development activities and positive contribution to performance management, but it is also noted that for a developmental performance management system to work, the organization should already have an appropriate culture. (Harrison, 2005) Campbell and Kuncel also warn that direct objective of a single training program is not to improve overall performance or increase business gains; no one training program can include all the determinants that are needed for individual job performance. (Anderson,
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.
In such situations, the training manager’s priority is towards the more actionable parts of the job, i.e. the visible, human relations, content creation, aspects of training. In small training departments, management gears more towards building up the visibility of the courses and programmes as opposed to record-keeping. Measuring accountability and return on investment, is viewed more as a back-office, number-crunching, time-consuming task that can be left until a slow time, which often never occurs.
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.
In conclusion, training and development have been seen as a vital component in the organization’s investment for the future, particularly in Australia due to dangerously low levels of skilled workers as reflected in many studies and this literature review. Hinterhuber & Popp produced a very interesting spin on the idea of knowledge as an inbuilt mechanism for success however the overwhelming amount of evidence pointed to cumulative processes. Put most simply training and development is a complex web of theories and laws that dictate the level of available education. When organizations invest in improving the knowledge and skills of its employees, the investment is returned in the form of a more productive and effective workforce that is capable of reaching organizational goals and objectives
O’Donnell, D., & Garavan, T. N. (1997). Viewpoint: linking training policy and practice to organizational goals. Journal of European Industrial Training, 21, 301-309.