Training and development falls under HRD function which has been argued to be an important function of HRM (Weil & Woodall 2005).
It is worth nothing that, as researchers continue with their quest into the training research area, they also continue their arguments into its importance. Some of these researchers argue that the recognition of the importance of training in recent years has been heavily influenced by the intensification of competition and the relative success of organizations where investment in employee development is considerably emphasized (Beardwell et al. 2004).
As per the IT, industries training must be applied for all the employees’ technology and work-related areas enhancement.
According to Kenney & Reid (1986) planned training is the deliberate intervention aimed at achieving the learning necessary for improved job performance. Planned training according to Kenney and Reid consists of the following steps:
Identify and define training needs
Define the learning required in terms of what skills and knowledge have to be learnt and what attitudes need to be changed.
Define the objectives of the training
Plan training programs to meet the needs and objectives by using right combination for training techniques and locations.
Decide who provides the training
Evaluate training
Amend and extend training as necessary
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Reference List
Armstrong, M. 1995. A handbook of personnel Management Practices. Kogan Page Limited London.
Beardwell, I., Holden, L. & Claydon, T. 2004 Human Resource Management a Contemporary Approach. 4th Ed. Harlow. Prentice Hall.
Kenney, J. & Reid, M. 1986 Training Interventions. London: Institute of Personnel Management.
Weil, A., &Woodall, J. 2005. HRD in France: the corporate perspective. Journal of European Industrial Training, 29,7, 529–540
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Good article Malshani, I would like to add another view for this. According to Paradise (2007) as organizations try to survive in the turbulent dynamic market, strong emphasis must be laid on human capital in order to be competitive and financially solvent. However, there are other factors that affect organizations’ success; organizations must possess productive (i.e. effective and efficient) employees. In addition, organizations differentiating on the basis of human capital due to its intangible characteristics such knowledge, skills and motivation of workforce increasingly sees it as invaluable in order to remain sustainable in the market. Thus, organizations should have employees that have capability of adjusting to swift dynamic business environment.
ReplyDeleteThanks Chathuri commenting my post and adding furthermore, Those with expertise have very high value in organizations and are highly sought after (O’Donnell, 1999; Streumer et al, 1999). Therefore, with this in mind, it is the role of HRD to develop and provide for these high-value experts by focusing on the recruitment, selection, training and development of human resources (Ardichvili & Gasparishvili, 2001; Gardiner et al, 2001).
DeleteWell explained. Workers are the backbone of the association, the accomplishments or issues endured by the association are contingent to the performance of its workers, although training and development is very challenging, numerous associations are investing further than billion a time on training and development (Rodriguez & Walters, 2017).
ReplyDeleteThanks and Agreed you mentioned motivation of workforce increasing and in addition, Jackson (2002) opined that some cultural assumptions underlie human resource management with regards to developing employees: he deliberated through an example which highlighted the distinction between the hard and soft approaches on developmental aspects, appearing in the strategic HRM literature The hard approach assumed the employees in the organizations as mere resources to achieve the objectives of the organization, whereas the soft approach viewed the employees more as valued assets capable of development (Tyson and Fell 1986; Hendry and Pettigrew 1990).
DeleteThanks Zacky commenting my post and adding further, Those with expertise have very high value in organizations and are highly sought after (O’Donnell, 1999; Streumer et al, 1999). Therefore, with this in mind, it is the role of HRD to develop and provide for these high-value experts by focusing on the recruitment, selection, training and development of human resources (Ardichvili & Gasparishvili, 2001; Gardiner et al, 2001). In addition, it has been argued that because of the ageing population in the workforce, new strategies are required to recruit and retain highly qualified workers and also to strengthen organizations’ knowledge management capacity (Debrah, 1996 & 1998; Bova & Kroth, 2001; Chermack et al, 2003).
DeleteWell-explained. Organizations and nations must make sure their workforces are constantly learning and growing if they want to stay competitive. Organizations can adapt, compete, excel, innovate, produce, be safe, improve service, and achieve goals with the help of training and development activities. Organizations spend over $135 billion annually on employee training in the United States alone (Patel, 2010). Businesses spend in training because they think having a trained workforce represents a competitive advantage.
ReplyDeleteThanks Ranga comment my blog and agreed you mentioned details further,
DeleteTraining is the organized way in which organizations provide development and enhance quality of new and existing employees. Training is viewed as a systematic approach of learning and development that improve individual, group and organization (Goldstein& Ford, 2002) in Khawaja & Nadeem (2013).
Employees are the long term asset of a company. They need to be boosted with knowledge and motivation in order to be in this competitive world. Company should make sure regular training session are given to employees.Always a knowledgeable and self confident person can contribute more to company in a much easy way
ReplyDeleteThanks Udaya commenting my post and adding further, According to Elnaga and Imran (2013), this effort assists individuals in decreasing their anxiety or frustration encountered in the workplace.
DeleteWell explained Malshani, Human resource management considers training and development as a function dealing with organizational activity aimed at improving the work performance of people and groups in organizational settings. It is an endeavor to improve current or future employee performance by boosting an employee's ability to perform via learning, usually by changing the person's attitude or growing his or her skills and knowledge. Employee performance is affected by numerous aspects, including job happiness, knowledge, and management, but there is a link between training and performance (Chris, 2010).
ReplyDeleteAgreed Christeena and adding to your comment furthermore, The importance of training and development to employees and managers cannot be quantified following the changing pattern in technology. Adequate provision of training needs for employees will go along way in reducing their intention to leave, absenteeism, industrial hazard, etc. Apparently, training needs is not only restricted to the confinement of new employees (Hartenstein, 2001; Hutchins, 2009).
DeleteGood article Malshani. Employee training and developments has become a more influential way to the success of businesses. Therefore, Organisations should select the right and most suitable training and development programs to achieve both short term and long-term objectives (Nda & Fard, 2013). Training and development is a continuous process as the skills, knowledge and quality of work needs constant improvement. Since businesses are changing rapidly, it is critical that companies focus on training their employees after constantly monitoring them & developing their overall personality (Steven & David, 2012).
ReplyDeleteThanks Madushan and adding furthermore, There have been criticisms that organizations are either not focusing on any of these roles or are not striking a balance among roles. For example, a study by Ardichvili & Gasparishvili (2001) indicated that there is evidence of a stronger emphasis on selection and recruitment than on employees’ T&D. On the other hand, it has been criticized that identifying and selecting the right people for recruitment and retaining those that have been trained are areas of concern for HRD practice (Bhatta, 2002; Benson & Zhu, 2002; Yadapadithaya & Stewart, 2003).
DeleteGreat post Malshani. further, according to Aaron W. Hughey and Kenneth J. Mussnug (1997) Nowadays, employee training is much more common than it was ten years ago. Nowadays, almost all businesses provide their staff some kind of training. Companies are starting to understand that learning truly is a lifelong endeavor and that developmental activities like employee training have a profoundly positive impact on job satisfaction, productivity, and, ultimately, overall profitability, . The truth is that training may positively affect the bottom line when it is thoughtfully conceived and properly administered.
ReplyDeleteThanks Manoj commenting my article and adding further, Do education, communication skills, language and culture have any effect on employees’ transfer of learning? Previous research on the transfer of learning has indeed shown that as well as physical and social factors, employees’ psychological conditions and abilities can either encourage or discourage the acquisition and transfer of new skills and knowledge (see for example, Baldwin & Ford, 1988; Wexley & Latham, 1991; Tannenbaum & Yukl, 1992; Cheng & Ho, 2001; Kupritz, 2002; Reid & Barrington, 2003).
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