Organisations around the world have for years invested a great deal of their resources on employee training and development. Snell and Bohlander in their book (2006: 150) refer to the training magazine ongoing industry report (2004) asserts that in 2004, U.S. businesses spent more than $50 billion in training and development of their staff. According to Michael Armstrong (1993: 508), “training is the systematic development of knowledge, skills and attitudes by an individual to perform adequately a given task or a job”. The main purpose of training is to improve the performance of the organization by improving the performance of its employees (Currie 1997). Training and development of employees essentially means providing them with knowledge and skills that may boost organisational performance. The aim is to render their work more efficient and enable them to adapt to upcoming trends or become multitask. Training is mostly performed for a specific job or task and it is short-term while development is long-term and it encompasses general operations. Training is also more technical unlike development, which is more theoretical (Currie 1997). Many profit-making organisations have as their end goal to increase productivity which then translates into increased profitability. Bearing this in mind and despite the benefits that accrue organisations, many are still reluctant to invest in this endeavour (Gratton 2007). The aim of this paper is to look into the benefits of training and development for both firms and employees and explain why some organisations and individuals are reluctant to invest in training.
As already mentioned, training and development of employees entails numerous benefits for both a firm and its employees. One of its...
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While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
The training and development of employees in William Hill is imperative for the performance or the company as they are in a competitive market. William Hill has to inform workers to be aware of surroundings in the area that they work. Training and Development Training Training is essential for both employees and employer if they want to be effective within the organisation and also for a company like William Hill to stay competitive within their market. The reason why training is important to employees is to enable them to achieve their maximum potential in their current position, it is needed also to develop them to create further opportunities within the organisation because employees are likely to be better educated and become multi-skilled. Training should be ongoing within William Hill in developing the employee’s skills within the business.
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.
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Cultural forces represent another important concern affecting international human resource management. Culture is composed of the societal forces affecting the values, beliefs, and actions of a distinct group of people. (Mathis & Jackson, 171) Cultural differences certainly exist between nations, but also between countries. Getting individuals from different ethic or tribal backgrounds to work together may be very difficult in some parts of the world. Culture is important to human resources for two reasons. It determines the other factors ? political-legal, economic, and education-human capital factors. Culture affects human capital, because if education is greatly valued by culture, then members of the community try to increase their human capital. (Noe, Hollenbeck, Gerhart, and Wright; 537) Economic conditions vary also from country to country. Many lesser-developed nations are receptive to foreign investment in order to create jobs for their growing populations. In man...