The impact of training and development and employee motivation
The impact of training and development and
employee motivation
Elnaga
and Imran (2013), argues current organizations are facing extensive
competition, an ever-changing technological and business environment. Further
Elnaga and Imran (2013), explains globalization and ever-changing customer
needs have added more challenges for business organizations and in order to
meet these challenges, the industries are seeking to meet the needs to achieve
targeted level of profit by ensuring the proper training and development of
employees. Employees are the most valuable asset for any organisation as they
can build up or destroy the reputation of the company and can have an impact on
profitability (Elnaga and Imran 2013).
Training
and development have become one of the necessary functions in most organizations,
as training and development leads to high performance in the same field and are
an important part of the human resource department, having a significant impact
on the success of the organization by improving the performance of employees
(Mozael, 2015).
Employee
Training
According
to Abbas (2014), training is the key element for employees in the development
of companies, due to the lack of knowledge and skills of some employees fail to
perform the tasks on a timely basis. In addition, training is a learning
activity aimed at acquisition to have specific knowledge and skills for the
purpose of a job and the focus of training is on the job or the task (Cole,
2002). However, Singh and Mohanty (2012), believe that training is an important
means of improving the productivity of employees, which ultimately affects the
performance and efficiency of the organization.
Figure 5:1 Systematic training model
Source: Armstrong, (2014)
According
to Drucker (1999), employees are always seen as developing career-enhancing
skills that lead to employee motivation and retention. Drucker (1999), insists
no doubts, a well-trained and well-developed staff will be a valuable asset to
the company and thus increase the chances of their efficiency and effectiveness
in the discharge of their duties. In addition, Lawal (2006), stated that it is
updating the system of new techniques or skills related to the performance of
their jobs.
Aswathappa
(2000), suggested the training and development function is to be effective in
the future and yields all expected returns, and need to move beyond its focus
on techniques and traditional roles. Employee training and development, on the
other hand, achieves a balance between research and real company practices that
provide background on the basics of training and development, such as training
transfer needs assessment, learning environment design, methods and evaluation
(Noe, 2010).
Figure
5:2 Components of learning and
development
Source: Armstrong, (2014)
Training and development in
McDonald.
McDonald's
is characterized by the highest standards of quality services delivered to the
valued customers in each of its restaurants around the world. Skilled by proper
training, the crew and managers are the first step towards achieving and
maintaining these high standards. As a policy, the company offers career progression
opportunities that makes possible. Employees to polish and develop their
skills. McDonald's consists of on-the-job training and open learning development
modules, supported by courses and seminars at the National and Regional
Training Centers of the Company. The Management Development Curriculum is aimed
at persons aged 21 or over, graduates or individuals with previous management
experience. It offers a direct route to restaurant management through an intensive
structured training program
Abbas, Z. (2014). Identification of factors and their impact on employees' training and organizationalperformance in Pakistan. Kasbit Journal of Management & Social Science, 7(1): 93-109
Aswathappa,
K. (2000). Human resource and Personnel Management”, Tata McGraw
Cole, G. A. (2002). Personnel and human
resource management. 5th Edn., Continuum London: York Publishers.
Drucker, P. F. (1999). Management Challenges for the First Century, New York. Hoper Business.
Elnaga, A. and Imran, A. (2013). The effect of
training on employee performance. European Journal of Business and Management,
5(4): 137-47.
Lawal, M. M. (2006). Manpower Management; A Hand Book for Personnel Managers and Students of Administration. Abuja, Roots Books and Journal Nigeria Limited.
McDonald. (2010). training and development Employee . McDonald.
Mozael, B. M. (2015). Impact of training and
development programs on employee performance. International Journal of
Scientific and Research Publications, 5(11): 38-42.
Noe, R. A. (2010). Employee training and development.McGraw-Hill/Irwin.
Naveed, A. N. I. (2014). Impact of training and
development on the employee performance: “A case study from different banking
sectors of North Punjab. Arabian Journal of Business and Management Review
(Nigerian Chapter), 2(4): 1-5.
Singh, R. and Mohanty, M. (2012). Impact of training practices on employee productivity: A comparative study. Inter science Management Review, 2(2): 87-92.
Priya, I agree with your discussion on T&D and Employee motivation , further Armstrong(2012) states that motivation strategies aim to create a working environment and to develop policies and practices that will provide for higher levels of performance from employees.
ReplyDeleteI agree Manjula and in the same way training and development increases the demand in the workplace for employees at all levels to improve performance in their current jobs in order to acquire skills and knowledge to create new jobs and to continue their career progress in a changing direction Armstrong, (2001).
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ReplyDeletePriya I agree what you have stated on employee training , according to Armstrong, (2014) well-designed training programme can be linked to improvements in business results and that return on investment in training programmes is very high .
ReplyDeleteAgree Nadee, training refers to a company 's planned effort to facilitate employee learning of job-related skills , knowledge, and behaviors. The goal of training is for employees to master and apply the knowledge , skills and behaviors emphasized in training to their daily activities (Armstrong, 2012).
DeleteAgreed, Chris (2019) emphasizes that the Experience, which is a most looked upon factor when evaluating an employee is a compression of focused learning with great employee development & skill concentration. This is what, enables and add value to the employees in order to create competitive advantage. The author further states if a management is willing to nourish their work force it should make ways to provide continuous learning and development, making it Interesting and valuable so that the employees would be retained with high level of engagement as well.
ReplyDeleteAgree with your view Kobigah. Further, Beardwell and Helen (2001), view development as the process of becoming increasingly complex,more elaborate and differentiated by virtue of learning and maturation. Training is also seen as a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities.
ReplyDeleteI agreed with you view and in addition of that according to Maurer (2001) when employees have a theoretical idea of what they need to do and how they can do that, they become further motivated. Training and career development programs and knowledge sharing sessions do a better part to fulfill these requirements. The members of your team will be more valuable to your organization the company needs to make the opportunities to learn new skills of the subject matter ( Dugguh,2014). Provide trainings to your employees they require to advance in their careers and to become knowledgeable about the latest technologies and industry news. It becomes a very good motivational technique to all (Manzoor, 2012).
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