EMPLOYEE BENEFITS OF TRAINING AND DEVELOPMENT
Employee training
and development is one of the most significant motivators used to help both
individuals and organizations achieve their short-term and long-term goals and
objectives. Training and development not only enhance knowledge, skills, and
attitudes but also offer several other benefits. The following are common
benefits of employee training and development, according to Nassazi (2013):
1. It increases
employees’ morale, confidence, and motivation.
2. It lowers
production costs because individuals are able to reduce waste.
3. It fosters a sense
of security, which lowers turnover and absenteeism.
4. It increases
employees’ involvement in the change process by providing the competencies
necessary to adjust to new and challenging situations.
5. It provides
opportunities for recognition, higher pay, and advancement.
6. It assists the
organization in increasing the availability and quality of its workforce.
It is noteworthy
to remember that individuals become more productive (Bapna et al. (2013),
because training and development programs improve individuals’ skills and
abilities. Some organizations even offer tuition reimbursement for
individuals to attend such programs (Jehanzeb & Bashir, 2013).
According to
Jehanzeb and Bashir (2013), training and development programs help individuals
learn the soft, functional, and technical skills necessary to perform their
jobs. Individuals achieve a higher level of job satisfaction because it feels
like individuals are investing in their own future. Employees of the
organization feel that their role within the organization has a real purpose (Jehanzeb
and Bashir, 2013). Since individuals’ loyalty tends to increase substantially,
individuals should invest more of their time and effort in achieving the bottom
line for the organization (Jehanzeb and Bashir, 2013). Individuals tend to
proactively seek opportunities to acquire innovative skills, experience diverse
roles and responsibilities, and look for additional personal and professional
development. Such tendencies increase their confidence, self-esteem, and job
gratification. Training and development enhance the overall performance of
individuals (Jehanzeb and Bashir, 2013).
Examples
investigated by various researchers to determine the benefits of training and
development are as follows:
Nassazi (2013)
mentioned that there is documented evidence that training activities have a
positive impact on the performance of individuals and teams. Training
activities can also be beneficial regarding other outcomes at both the
individual and team level (e.g., attitudes, motivation, and empowerment).
·
Frayne & Geringer (2000) conducted a field
experiment in which they administered self-management training (lectures, group
discussions, and case studies) to 30 salespeople in the life insurance
industry. Results showed that salespeople who participated in the training
program demonstrated higher self-efficacy, outcome expectancy (e.g., “I will
increase my sense of accomplishment”), and objective outcomes (e.g., number of
new policies sold) as well as subjective job performance (i.e., sales managers’
ratings of each salesperson’s performance). Training-related performance
improvement was sustained over a 12-month period after training ended.
·
There are also documented benefits of training for
managers and leaders. Collins & Holton (2004) conducted a meta-analysis of
the benefits of managerial leadership development programs, including 83
studies published between 1982 and 2001. Cullen & Turnbull (2005) found
that mean ds (comparing training with
no training) ranged from 0.96 to 1.37 for knowledge outcomes and from 0.35 to
1.01 for expertise/behavioral outcomes. Knowledge was defined as principles,
facts, attitudes, and skills measured using both subjective (e.g.,
self-reports) and objective (e.g., standardized tests) measures. Expertise and
behavioral outcomes were defined as changes in on-the-job behavior and were
also assessed using both subjective (e.g., peer ratings) and objective (e.g.,
behavioral) measures.
·
Davis & Yi (2004) conducted two experiments with
nearly 300 participants using behavior-modeling training and were able to
improve computer skills substantially. Although behavior-modeling training has
a rich history of success (e.g., Decker & Nathan 1985, Robertson 1990), a
unique aspect of this research was that training was found to affect changes in
worker skills through a change in trainees’ knowledge structures or mental
models.
List of References
Bapna, R., Langer,
N., Mehra, A., Gopal, R. and Gupta, A. (2013). Human capital investments and
employee performance: An analysis of IT services industry. Management Science,
59(3). pp. 641-658.
Collins, D.B. and
Holton, E.F. (2004). The effectiveness of managerial leadership development programs:
a meta analysis of studies from 1982 to 2001. Hum. Resour. Dev. Q. 15:217–48.
Cullen, J. and
Turnbull, S. (2005). A meta-review of the management development literature.
Hum. Resour. Dev. Rev. 4:335–55.
Davis, F.D. and
Yi, M.Y. (2004). Improving computer skill training: behavior modeling, symbolic
mental rehearsal, and the role of knowledge structures. J. Appl. Psychol.
89:509–23.
Decker, P.J. and
Nathan, B.R. (1985). Behavior Modeling Training: Principles and Applications.
New York: Praeger.
Frayne, C.A. and
Geringer, J.M. (2000). Self-management training for improving job performance:
a field experiment involving salespeople. J. Appl. Psychol. 85:361–72.
Jehanzeb, K. and
Bashir, N.A. (2013). Training and development program and its benefits to employee
and organization: A conceptual study. European Journal of Business and
Management, 5(2), pp. 243-252.
Nassazi, N.
(2013). Effects of training on employee performance: Evidence from Uganda
(Unpublished doctoral dissertation). University of Applied Sciences, Vassa,
Finland.
Development programs are worth spending a lot on since most successful businesses invest in their employees' training. This leads to an increase in ability and proficiency, which boosts morale and production (Sheeba, 2011). According to Deckop et al, (2006), development appears to lower the rate of employee turnover.
ReplyDeleteAlso he employee who attend more training and development session need less supervision and direction since training increase their knowledge and skills and they become able to achieve all the task of the organization (Ganu, 2013). At the end, it explains that the training and development programs are essential for any organization since the employee is an organizational asset who drive organization to success(Majeed, 2017).
ReplyDeleteAccording to Armstrong (2009), training is one of the most appropriate ways to increase the productivity of individuals and meet organizational goals. Training and development have a diverse role in the achievement of an organization's goal by integrating the interests of the organization and its employees (Stone, 2002). Employee performance is influenced by several factors. One of the factors is training and development, which help to enhance the capabilities of employees, which will eventually increase the organization's performance (Robart T. & Frank, 1998).
Delete"Employee training and development is one of the most important motivators used to help both individuals and organizations achieve their short-term and long-term goals and objectives," you stated. Many organizations state in training and career development programmes that training and career development programmes increase the tools and resources that employees believe they have, thereby increasing engagement (Bergström et al., 2016). Employee turnover is caused by a lack of proper training and development sessions. Employee turnover (also known as "labour turnover," "wastage," or "attrition") is the rate at which people leave a company. It can be disruptive as well as costly (Armstrong, 2014). Organizations can motivate their employees by providing appropriate training programmes that include intrinsic and extrinsic motivational factors.
ReplyDeleteI agreed with your statement Ms. Kalpani. According to Armstrong (2009), training is one of the most appropriate ways to increase the productivity of individuals and meet organizational goals. For any organization, having a trained staff is vital, but we are seeing an increasing number of non-trained employees being hired in many organizations. The staff of an organization should be aware of the implications of globalization, technology changes, workforce diversity, changing skill requirements, the contingent workforce, decentralized work sites, and employee involvement, etc. Because when either one aspect of the above changes in the working process, it could change the whole business operation. Therefore, it is important for the organization to be prepared and to take control (Javed, 2014).
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