Training in Overall Organizational and HRM Strategy
‘Training is the planned provision to modify attitude, knowledge or
skill behaviour through learning experience to achieve effective
performance in an activity or range of activities. Its purpose, in the
work situation, is to develop the abilities of the individual and to
satisfy the current and future needs of the organisation.’ (Manpower
Services Commission, 1981). According to D. King (1964) there are
many reasons why an employer should provide training including
shortage of labour, high turnover, expanding production, automation,
redundancy, improvement of quality, reduction of scrap,
diversification of products and raising the calibre of the staff.
Although this is quite a dated theory, most of the reasons mentioned
are still relevant these days. All the benefits of training are
related to cost as the impact of training has to be cost effective.
In the first section of this essay, I am going to give an introduction
to Human Resource management otherwise known as HRM. In the next
section, I would like to discuss some of the benefits of training and
ultimately provide a reason why it is essential to build training into
an organisation. In section three I will introduce the idea of a
learning organisation and will continue to summarise its
characteristics. In the penultimate section of my essay I will show
how to identify if an organisation is using training and development
techniques before the final section in which I will conclude my main
points.
Human resource management (HRM), formally known as personnel, has the
responsibility of using and developing the employees at...
... middle of paper ...
...e most jobs are becoming
more complex and an increasing shortage of qualified employees.
Therefore training is emerging as the most important natural resource
to most organisations.
Bibliography
Buchanan, D. and Huczynski (2001) Organizational behaviour
4th Ed. Harlow: Pearson Educational.
Warren, M.W, (1979) Training for Results.
2nd Ed. Canada: Addison-Wesley
Bolton, T. (1997) Human Resource Management
Oxford: Blackwell
Nadler, L and Nadler, (1989) Developing human resources
3rd Ed. London: Jossey-Bass
Line, D., Marcouse, I., Martin, B. (2000) A-Z Business Studies
3rd Ed. London: Hodder and Stoughton Educational
Worthington, I., Britton, C., (2000). The Business Environment.
3rd Ed. London: Financial Times/ Prentice Hall
Online resources
www.peoplemanagement.co.uk
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.
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
Health care is an ever-evolving field. Being a healthcare organization in the modern day means that one must keep up with the changes and strive to keep a competitive advantage at all times. In order to stay at the forefront of healthcare, an organization must rely heavily on its human capital. “Having human resources with the right skills at the right time does not happen by accident (Fried & Fottler, 2015).” Properly training and developing employees is very significant in ensuring an organization has a strong foundation. Training and development affect every role and has the power to make a company if done well, or break it if done poorly.
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.
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.
Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
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.
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.
The importance of properly training new employees cannot be understated. Having a well trained staff can spell success for any business. It was shown that both good training, and motivation had positive correlation to employee performance (Muhammad, 2012). The proper training of a company's population is imperative to increasing profitability and success of the business. This is why measures ...
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.
Training is a process through which skills and attributes are developed, also information is provided, in order to help individuals who employed in organizations to become more effective and efficient in done their task. Better job performance will make the maximum contribution to the organization, not only at present but also in the future. The goal of training is for employees to acquire knowledge, learn new skills and behaviors emphasized in training programs and apply them to their day to day activities. Long-term planning that is used in most of the firms that invest in developing new skills to their workforce has enabled the firm to cope with the uncertainty that they may face in the future. When employees are recognized by the organization of their interests in the firm through offering training programs, they will apply their best efforts to achieve organizational goals, and demonstrated high performance on job. Training should involve more than just basic skills development to enable companies to gain a competitive advantage. One major area of the Human Resource Management function of particular relevance to the effective use of human resources is training.
The current job market shows an emerging trend of replacing the job role of 'Training Manager' with that of a 'Organisation Development Manager'. The trend is highly influence by the fact that the Training Manager role in the organisation perspective is usually from a smaller scale or in focused groups, and it is usually someone who develops and delivers job and skills training to the employees. Whereas, the role of an Organisation Development Manager is usually seen to be at a larger scale, and throughout organisation as a whole, it is usually someone who analyses and studies the organisation and implements change.
O’Donnell, D., & Garavan, T. N. (1997). Viewpoint: linking training policy and practice to organizational goals. Journal of European Industrial Training, 21, 301-309.
This essay attempted to define Human Resource Development (HRD) with the purpose of providing strategic contribution to the organisations. The emphasis is on development instead of training. The concepts and practices of the learning organisation are presented as the approach to individual and organisational learning, thus set the principles of HRD within the context of organisational and HR strategy.