TRAINING AND DEVELOPMENT NEEDS AND TYPES
Employees are the most significant resource of each
organization, where the companies’ performance and profitability are dependent
on the employees (Delery & Gupta, 2016). All organizations have the aim of
satisfying their customers, and the employees represent a major factor in
organizations’ progress towards achieving this aim (Kumar & Pansari, 2015).
The survival of any association in the aggressive business world lies in its
capacity to prepare its human assets to be imaginative, creative, and
innovative, as well as those who will be able to perform and enhance the
competitive nature of the company (Kumar & Pansari, 2015).
Training and
Development Needs
According to Wognum (2001), the needs for employee
training and development may occur at any level of the organization, such as
strategic, tactical, or operational. Wognum (2001), mentioned that needs that occur at the strategic level are identified by senior leaders based on
organizational goals, mission, and strategy. Middle management is responsible
for identifying the needs at the tactical level with the cooperation of other
lines of business. Needs that occur at the operational level are determined by
leaders at lower levels of management, who are mainly focused on an
individual’s performance and department-specific subjects (Wognum, 2001).
In order to enable an organization to formulate human
resource training and development goals that will allow both formal and
informal human resource training and development methods and programs to create
a workforce that enables effectiveness and competitiveness, it is worth giving
consideration to, providing proper coordination as well as proper incorporation
of the needs within the three levels (Wognum, 2001).
Training and
Development Needs’ Types
A vital element in the process of identifying employee
training and development needs is that all needs should be relevant to
organizational objectives. According to Wognum (2001) and Torrington et al.
(2005), there are three categories for identifying employee training and
development needs:
1.
Resolving
problems that are focused on individuals’ performance.
2.
Continuous
improvement of working practices regardless of individual performance issues
and,
3.
Renewing
the organization through innovations and strategic changes.
Nassazi (2013) commented that, while going through the
needs identification process, leaders should also be thinking about the needs
to create, develop, maintain, and improve any systems pertinent to the job and
required skills, in addition to the methods that will be used to implement
training and development programs.
Table 01: The Training and Development Needs’ Types
According to the above are summarized in Table 1.
Milkovic & Bordereau (2003), mentioned it is worth keeping in mind that
throughout the identification of training needs, there is a need to create,
enhance, maintain, and toughen any systems crucial in contributing to the
supply of individuals with the required knowledge. Training and development
programs should also be designed to cater to their unique needs. Furthermore,
the training program, content, and the trainees' choice depend on the
objectives of the educational program (Milkovic & Bordereau 2003).
List of References
Asim, M. (2013). Impact of motivation on employee
performance with effect of training: Specific to education sector of Pakistan.
International Journal of Scientific and Research Publications, 3(9), pp. 1-9.
Delery, J. and Gupta, N. (2016). Human resource
management practices and organizational effectiveness: internal fit matters.
Journal of Organizational Effectiveness: People and Performance, 3, 2, pp. 139-163.
Elnaga, A. and Imran, A. (2013). The effect of training
on employee performance. European Journal of Business and Management, 5, 4,
137-147.
Kumar, V. and Pansari, A. (2015). Measuring the
benefits of employee engagement. MIT Sloan Management Review, 56, 4, pp. 67.
Milkovic, G. and Bordereau, J. (2003). Human Resource
Development: The Field. New Jersey: Prentice Hall.
Nassazi, N. (2013). Effects of training on employee
performance: Evidence from Uganda (Unpublished doctoral dissertation).
University of Applied Sciences, Vassa, Finland.
Torrington, D., Hall, L. and Taylor, S. (2005). Human
Resource Management. 6th Ed. London: Prentice Hall.
Wogum, A.A.M. (2001). Vertical Integration of HRD
Policy within Companies. Human Resource Development International 4,3, pp. 407–421.
An employee who receives the necessary training is better able to perform there job. they becomes more aware of safety practices and proper procedures for basic tasks (Kapur, 2018). The training may also build the employee's confidence because they has a stronger understanding of the industry and the responsibilities of there jobs. This confidence may push them to perform even better and think of new ideas that help her excel (Walters & Rodriguez, 2017).
ReplyDeleteObisi (2001) reported that training is a systematic process of enhancing knowledge, skills, and attitude, which leads to satisfactory performance by the employees on the job. He further mentioned that the needs and objectives of the training program should be identified before offering it to the employees. Scott, Clothier, and Spriegel (1977) argued that training is the crux of better organizational management, as it makes employees more efficient and effective. They further elaborated that training practice has a strong bond with all other human resource practices as (Mamoria, 1995) it enables employees to develop themselves within the firm and raise their market value in the market. Moreover, training supports shaping employees’ job-related behaviors and facilitates them to participate in the success of the organization, which, ultimately, the firm gets a higher return due to the superior performance of its employees. Mamoria (1995), further mentioned that a well-trained worker is able to make the best use of organizational resources with a minimum level of wastage. As stated by Ohabunwa (1999), when employees are well trained, organizations can delegate responsibility and authority to them with full confidence that they will ensure organizational success.
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