The Ways of Knowledge Gaining of Human Resource - Dissertation Example

? Employee Training & Development and Organizational Benefits Table of Contents Introduction 4 Research Aims and Objectives 5 Literature Review 6 Employee Training and Development in Organisations 6 Future Focus for Learning, Training and Development in Organisations in UK 7 Globalization and Need for Training 7 Benefits Accruing from Training Activities 8 Training Culture and Business Performance 9 The Right Training Approach 10 Primary Research 11 Research Strategies- Qualitative and Quantitative Research 11 Choice of Research 12 Data Collection Methods and Techniques 12 Hypothesis Testing 13 Research Findings and Analysis 13 Quantitative Analysis 13 Qualitative Analysis 19 Recommendations 19 Conclusion 20 Reference 22 Bibliography 23 Appendix 24 Questionnaire 24 Introduction Global competition and the swiftness with which the global scenario has changed have increased the importance and relevance of human capital in organizations. Along with this has changed the ways of knowledge gaining of human resource. The economy demonstrates immense uncertainties which has made knowledge one the most important and reliable source of sustaining competitive advantage. Today, knowledge has evolved as the basic capital which triggers the process of development. Initially competition was primarily built on the foundation of the possession of specific resources at low costs. However, the trend has now shifted to the possession of knowledge and knowledge management, which forms a basic component determinant of competition between organizations. Today, modern organizations use resources like time, energy, money and information for the permanent advancement and training of their human resources. Organizations extensively involved with the creation of new knowledge, extending it within the entire organization and also implementing it with the new technologies have evolved as producers of quality goods and services (Vemic, 2007, p.1). Training and Development is an important component in the field of human resource management as it is concerned with those organizational activities which are aimed at improving or bettering the performance of employees in the organizational settings. Training primarily encompasses three activities, namely training, education, and finally development. It involves the transfer of skills and knowledge from a working expert to learners in order to improve their current job performance. The concept of development is much wider. It involves a multi faceted frame of activities aimed at bringing someone from his present level to a different threshold of performance. The project aims to bring forth the effectiveness of employee training and development activities in organizations. Firstly, it begins with presenting the aims and objectives for the purpose. This is followed by a literature review of the topic which emphasizes on different aspects of the subject. A primary research is also conducted which brings out the extent to which training and development activities help in the benefit of the organization. The results of the research is briefly presented, interpreted and analyzed at the end of the report. The project concludes by presenting the required recommendations on the subject. Research Aims and Objectives The report primarily aims to bring forth the requirement of training and development in organizations in enhancing employee productivity and organization performance. The main objectives of the research are To bring forth the effects of training and development in organization, To analyze the impacts of training in the productivity of employees, To investigate the different training and development practices adopted in organizations To determine the interrelationship between training and development and organization performance, and To analyze the changing trends in the training and development patterns in organizations across industries. Literature Review Employee Training and Development in Organisations Organisations in the United Kingdom and their managers have constantly exhibited ambivalent attitude towards their organisation and the importance of training and development for their employees. Most organisations have unanimously agreed upon the requirement of investments in the process of training and development of employees not only as a measure of enhancing competencies of employees but also as a key mechanism of attracting and retaining employees. Organisations have also learnt that making investments in the fields of training and development may also add to the quantifiable value to the bottom line of the organisation. The APQC’s Open Standards Benchmarking Collaborative research shows evidence that organisations making more in training have demonstrated greater revenue generation by each employee than those that have made less investment for the purpose. However, it does not necessarily mean that if applied in another population, the results would replicate. But the observation raises conversations as to whether cost cutting in the fields of learning and development would have an impact on the bottom line during the phase of economic slowdown (Williams & Arnett, p.1). According to the CIPD, some of the major changes that would affect training and development in organisations within the coming few years would be in the form of greater integration between the organisational developments, performance management and coaching. 46% of the practitioners in CIPD have forecasted that greater responsibility would be assigned to the line managers with regards to the management and imparting of training and development. The findings of the 2010 survey have also revealed the importance of different mechanisms of training and development practices. The prominent ones are in-house training and development programs and also the coaching provided by line managers. E learning has evolved as a major development in the field and has been practiced widely in the last few years. 62% of the organisations have said that they have been using the method more extensively in comparison to the previous year. However, external conferences, events and workshops have shown a gradual downfall during the phase of crisis and tight budgeting (CIPD, 2010). Future Focus for Learning, Training and Development in Organisations in UK The CIPD has emphasized extensively on the contribution of learning and training in the service led and knowledge driven economy. Following the findings from the online polls and discussions of the Virtual Trainers Network, a new definition has emerged with regards to the role of trainers as facilitators and imparters of learning and development. It argues that trainers would have active role in the creation of a culture where learning would be more relevant to the needs and requirements of learners and also more integrated within the regular activities of the organisation (CIPD-a, 2008). According to the report, 86% have forecasted a positive shift in the involvement of line managers in determining the importance of development and learning programs in organisations. About 50% of the respondents have declared that line managers’ responsibilities would greatly increased during the next five years, and 71% have agreed on the fact that greater coaching would be required and would evolve as an important component in organisations (CIPD-a, 2008). Globalization and Need for Training Large number of companies in order to gain the advantage of the external competitive environment is endeavouring to penetrate into foreign markets. Firms are henceforth moving over to gain a global face by opening up units in several regions of the world. To this extent, Mankin (2009) states that companies by opening up units in foreign nations are continuously gaining access to diversified work cultures. . These people thus recruited need to be properly trained by the organizational managers to help in the successful accomplishment of organisational objectives. Moreover in addition to the issues pertaining to internationalisation the organization also needs to conduct large training activities in regards to introduction of new business processes and innovative work systems. The central business unit of the company herein must also focus on effective sharing of potential information with the employees located in foreign firms. Thus proper training activities need to be effectively initiated in this regard so as to adapt to the changing needs of the external business environment (Mankin, 2009, p.10). Benefits Accruing from Training Activities The companies both national and international tend to render huge amount of investments in regards to training activities to help in enhancing the performance, skill and knowledge potential of the existing work force. This development of the performance and skill standards of the workforce in turn tends to impart potential advantages for the concern as a whole. In this regard, Buckley and Caple (2009), observe that the potential of training activities generated by the human resource development managers in a concern tend to create a motivated work atmosphere. The employees invited to participate in the training programs tend to have a feeling of a collaborative work atmosphere wherein they can share their views and enhance their knowledge and skill base. Satisfaction level of the employees measured along workforce standards were found to be further enhanced owing to the initiation of training and developmental activities. Through better training activities the employees are able to render quality products and services. This helps in installing confidence in the minds of the people and thereby motivates them further to work on more complex projects. On the other hand the skills of the employees enhanced through effective training activities also help them to move to higher organisational levels thereby augmenting their salary standards. These benefits underlined reflect the potential advantages accrued from training activities at the personal level. Buckley and Caple (2009) also state that effective training activities also tend to render high amount of advantages for the organization as a whole. Development of the potential of the employees pertaining to knowledge and skill in turn helps the organization to produce better quality of products and services thus enhancing customer satisfaction. Again focusing on the internal environment reflects that growth in potential training activities largely reduce the attrition levels of the employees in the organization. The employees also feel much more focused to their work for which the rate of absenteeism in the company is found to spontaneously reduce. Hence the organisational managers can make optimum use of the present workforce to achieve organisational objectives in an effective manner. Again the training activities rendered can also be directed to develop the potential of the managers thereby helping them to change the operational and structural policies of the organization keeping tune to changes in the external environment. Organizations also tend to focus to organize programs like ‘train the trainer’ wherein the skills and expertise of the existing training force is developed to make them highly flexible to changing organizational needs. Henceforth it can be observed that effective training activities initiated within an organization helps to a great extent in changing the existing organizational culture of the organization (Buckley & Caple, 2009, pp.15-17). Training Culture and Business Performance The effectiveness of the training culture within an organisation can be enhanced through the process of increased collaboration wherein the employees can directly interact with the people of higher management for arriving at potential business solutions. This high level of interaction rendered in the internal business environment caters to a great extent in motivating the employees to perform efficiently thereby helping the company to gain more profits. Clutterbuck and Megginson (2005) observe in this regard that effective training atmosphere in an organisation signifies large amount of team work between the different members and the training community. Further the training programs must be rightly designed to fulfil the needs of the hour or for the purposes for which they are being generated. For example the need for enhancing the brand name of the concern through better production of services and products effective training must be given to the recruiting team so as to help them in selecting the right person. The training programs require huge amount of investments to be rendered which tends to be greater in respect to the management body than of the general workforce. Training programs to be effectively linked to the performance parameters require incorporating innovative concepts which would encourage the team members to take resort to large number of experimental activities. This increased focus on experimentation helps the organization as a whole to venture into newer areas thus gaining newer customer base and uncharted markets (Clutterbuck and Megginson, 2005, p.20-21, 35). The Right Training Approach The training program aimed at enhancing the skill base of the workers engaged in operations must fulfil certain parameters to become successful. In this regard, Reid, Barrington & Brown (2004) observes that the above training programs must firstly be targeted at specific populations and must be designed adequately to meet the organisation needs. Again the trainers involved in such operations must be expert enough to handle any type of potential queries. Further while rendering training program pertaining to handling of machinery equipments the trainers must render emphasis on the parameter of protection (Reid, Barrington & Brown, 2004, p.184-185). Harrison (2009) further states that training programs to be highly effective must be value centred. Secondly the training program must be evaluated in regards to the extent it can change the existing organisational culture. Thirdly the training program designed gains further efficiency in the light of organisational goals instigating change. Fourthly the management body should also focus on generating low cost but quality training programs to enhance the organisational effectiveness (Harrison, nd. pp.55-56). Primary Research Primary research is conducted in this project for supplementing the research conducted through secondary sources. The primary research is conducted by going out and collecting the data in person. However, it is ensured that the writing is able to integrate both the primary and the secondary effectively and in a cohesive manner (Purdue Owl, 2010). Research Strategies- Qualitative and Quantitative Research The two most common approaches for conducting primary research is quantitative and qualitative research. The use of numerical figures is common for quantitative research. The use of quantitative techniques has been primarily used for analysing the research question. The method seeks to develop answers for the questions. Some of predefined techniques and procedures have been used for the same. Evidences have been collected for producing the new findings. This research technique is used because it has the ability to develop and present complex descriptions to the issue of the research. On the other hand, qualitative research is used as a tool for highlighting on the human aspects of the research like relationships, behaviours, beliefs and emotions of the individuals. Qualitative research may use a wide variety of variable which requires to be analysed. This research is conducted over a sample of 50 individuals in the organisation. The technique that is used for the research is the questionnaire method which includes a set of open and close ended questions (Family Health International, 2006, p.1). The sample chosen for the purpose is a set of 50 employees of the organisation. The reason for using the qualitative technique is that it allows greater flexibility and spontaneity in the process. The research is able to quickly respond to an answer provided by a particular candidate. Based on the answer, the research can also frame the subsequent questions. The provision of open ended questions allows gathering a wide variety of answers. Different people may have different views on a particular issue which gives a comprehensive idea about the issue. The open ended questions are also able to generate rich and explanatory answers. The responses collected in this way are found to be meaningful and are not anticipated from before (Family Health International, 2006, p.5). Choice of Research The research focuses on the analysis of the impacts of training and development in organisations on the productivity of employees and performance of the organisation. It uses both the quantitative and qualitative research techniques for the purpose. The objective of using a combination of the two approaches is to utilise the benefit of both. Quantitative research would yield the extent or degree to which the training and development in the organisation has been successful. On the other hand, qualitative research provides an in-depth analysis of the study. Combination of the two techniques helps in using a multiple and improved approach for better transformation of the data collected in the survey (Flick, 2009, p.32). Data Collection Methods and Techniques The research has tried to collect the data from reliable sources so that the findings from the data would reflect the accurate results. The data is collected from 50 numbers of employees in the organisation for bringing forth their experience through the training sessions which would reflect the effectiveness of the same. The data would be collected using the questionnaire method which would comprise of both open and close ended questions. The data so collected would be analysed analytically. The focused group interview would be conducted for the purpose. This would allow the removal of confusion that might arise in the respondents’ mind as the researcher would be physically present and would be able to remove any doubts that might arise (Saunders, 2003, p.27). Hypothesis Testing A hypothesis is developed and tested for conducting the research. The researcher is required to collect the data from the sample and put them to statistical analysis. In this project, it is assumed that implementing a training and development program would enhance the productivity of employees and improve the overall performance of the organisation. This assumption may be either accepted or may be rejected. This procedure is known as hypothesis testing. The null (H0) and the alternate hypothesis (H1) developed are presented as under: H0: The training and development programs have resulted in the improvement of employee productivity and performance of the organisation. H1: The training and development programs have not resulted in the improvement of employee productivity and performance of the organisation. Research Findings and Analysis Quantitative Analysis Importance of Induction Training in the organisation 40% of the employees have responded by highly agreeing to the fact that induction training is crucial for the organisation. The importance lies in the fact that employees get a basic understanding of the environment in which he functions. Also, it helps in uplifting the employee confidence and motivation which accounts for some of the essential requirements in a successful training program. Only 8% i.e. have disagreed to above fact while a very small percentage has remained indifferent to the same. Relationship between productivity and training and development in the organisation A majority of 50% of the respondents have highly agreed to the fact that employees suffer from low productivity because of the inadequacy of the training and development program. This throws light on the fact that a direct relationship exists between training and development and the productivity of employees which consequently improves the overall performance of the organisation. The number of respondents disagreeing to the fact is very low which shows that the lack of training accounts for one of the major reasons behind productivity fall in organizations. Training helps in the management of time and priorities More than half of the respondents have responded to above question by saying that training programs have helped them to manage time better and efficiently. They have recognised the importance of recognising time management and the identification and avoidances of time wastage (Downs, 2008, p.3). It shows how poor management of time can affect individual work negatively and consequently the work of others. Training in this regards mainly refer to the process of setting priorities and analysing the way in which the time is being spent presently. It helps to filter the information and handle and cater to the demands within the stipulated time and within the resource constraints. It allows individuals to focus on their goal and use the available time on trying to reach that goal. Prioritising the tasks helps to pre-plan the tasks proceed with the project without hurdles (Downs, 2008, p.4). Relationship between training and development and employee turnover As per the response of the employees, most of them have highly agreed by saying that the implementation of training programs has been able to curtail employee turnover to a large extent. Training not only helps to develop the skills of employees but also directs them in the right direction. Employee turnovers primarily arise because of improper and inadequate induction training. A small minority of the respondents have disagreed with the fact that there is a positive relation between training and employee productivity. This reveals that if employees are trained and guided in the right direction it helps employees to reach their goals easily and this increases their confidence and motivation level. Relationship between training and development programs and competitive advantage of the organisation The above figure reveals that organisations making investmemnts in training and development of employees are in a better position to have a competitive edge over its competitiors. A vast majority of the respondents have agree to the above fact. This is because a highly skilled workforce would be able to deliver better performnace in the direction of organisation objectives and aims and this would consequently add to the bottom line of the organisation too. Qualitative Analysis The qualitative analysis has been conducted from the open ended questions in the questionnaire. Employees have responded by saying that training has helped identify with the organisation missions and objectives. The most important areas in which they have benefited are their problem solving and decision making skills. According to their opinion, training would increase the skill sets of employees which would encourage them to engage themselves in a wide range of responsibilities and tasks. A trained workforce would be in a better position to deliver quality services to its customers in the form of provision better and improved products and services. A vast majority of the respondents have emphasised on the provision of on-the-job training. This is because this would give them greater avenues to learn while performing their work and would also be a cost effective method for the employer. Recommendations The training program initiated in an organization to be highly effective must rightly focus on enhancing the productivity of the organizational workforce. Thus effective training programs must be designed by the management team in the light of any changes or innovation rendered in the organizational process or system. These types of training programs greatly help in installing confidence in the minds of the people and help them to perform better in the innovative work environment. Further the training programs created must be made innovative and interactive to help the employees in not only gaining confidence but in also enhancing the loyalty parameter. Thus the trainers themselves must be adequately directed by the organizational policies to render a jovial and inspiring climate while rendering training which would help in making such less mundane. To further enhance the loyalty parameter the training program must also be directed to focus on safeguarding parameters which would help the employees in working freely and safely in the workplace. Employees being rendered safety gain further impetus of performing in a better manner which would henceforth augment the industrial productivity. Effective training programs can also be designed on the basis of incorporating the views of external parties like high quality trainers in the training modules developed in the organization. The incorporation of the views and ideologies of the external parties can help to a great extent in enhancing on the flexibility parameter of the employees involved. Similarly while designing the training modules of an organization pertaining to a certain product category or service special focus can also be laid on the working and operational patterns of the competitive companies pertaining to the same industry. This scenario would help the employees and management body to understand the changes required to be rendered in the organizational process and structures to help in the augmentation of the performance standards in order to match the needs of the external market. Conclusion The modern business environment is gradually becoming increasingly competitive highlighting the entry of newer firms in the existing industry with also major changes in the demand circle. Thus the modern organizations need to change their business systems and processes accordingly to help in the successful accomplishment of newer business objectives. Rendering high amount of alteration in the business hemisphere also denotes that the management team of the organisation also needs to effectively design training and development methodologies to help the employees increase their efficiency and productivity. Similarly training programs must also be properly created to help newer and existing employees in not only gaining a better understanding of the work environment but also should focus on developing their potential liking for the organisation. Thus effective training programs are considered successful when they become able to enhance the loyalty parameter of the employees. Henceforth apart from work related training programs other training programs like induction training must be widely encouraged to help then employees fit themselves rightly to the organizational culture. Further employees working in a competitive atmosphere through effective training programs can work more efficiently based on set time frames. Training programs rightly help the employees in rendering quality work while operating on stringent deadlines. Working on the loyalty parameter the effectiveness of the training program can also be measured on the reduction of attrition levels in the organization. Confidence of the employees being enhanced with also the growth of interactive sphere makes the employees feel increasingly inclined to the organizational culture thus eliminating the culture of absenteeism and resignation in the concern. Finally the improvement of the training methodology in the concern further helps in helping the company to render potential competition to the external competitors present in the market. Reference Buckley, R. & J. Caple. (2009). The Theory and Practice of Training. Kogan Page Publishers. Clutterbuck, D. and D. Megginson. (2005). Making coaching work: creating a coaching culture. CIPD Publishing. CIPD. (April 21, 2010). Sweeping change in store for learning, training and development, according to annual CIPD survey. [Online]. Available at: http://www.cipd.co.uk/pressoffice/_articles/LTDfinal210410.htm. [Accessed on April 22, 2011]. CIPD-a. (November 11, 2008). CIPD report uncovers future focus for learning, training and development in UK organizations. [Online]. Available at: http://www.cipd.co.uk/pressoffice/_articles/SADReport.htm. [Accessed on April 22, 2011]. Downs, L. J. (2008). Time Management Training. American Society for Training and Development. Family Health International. (2006). Qualitative Research Methods: A Data Collector’s Field Guide. [Pdf]. Available at: http://www.fhi.org/nr/rdonlyres/etl7vogszehu5s4stpzb3tyqlpp7rojv4waq37elpbyei3tgmc4ty6dunbccfzxtaj2rvbaubzmz4f/overview1.pdf. [Accessed on April 30, 2011]. Harrison, R. (No date). Employee Development. Universities Press. Flick, U. (2009). An introduction to qualitative research. SAGE Publications Ltd. Mankin, D. (2009). Human Resource Development. Oxford: Oxford University Purdue Owl. (2010). What is Primary Research and How do I get Started?. [Online]. Available at: http://owl.english.purdue.edu/owl/resource/559/1/. [Accessed on April 30, 2011]. Reid, M, Barrington, H. & M. Brown. (2004). Human Resource Development. CIPD Publishing. Saunders. (2003). Research Methods for Business Students. Pearson Education India. Vemic, J. (2007). Employee Training and Development and the Learning Organization. [Pdf]. Available at: http://facta.junis.ni.ac.rs/eao/eao200702/eao200702-13.pdf. [Accessed on April 22, 2011]. Bibliography Frazis, H. & Loewenstein, M. (2007). On-the-Job Training. Now Publishers Inc,. Wallace, I. G. (1997). Developing effective safety systems. IChemE. Appendix Questionnaire Name: Age: Gender: Designation: Part 1 1. Employee creativity and dynamism is required in the organisation during tough and crucial times a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 2. You suffer from low productivity because of lack of training and development programs in your organisation a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 3. Induction training is given prime importance in your organisation a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 4. The induction training in your organisation provides excellent opportunities for the newcomers to have a comprehensive learning about the organisation a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 5. The new employees find the induction training in your organisation very useful a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 6. The overall productivity and effectiveness of your department improves after implementation of the training programs a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 7. Training helps to manage your time and priorities considerably a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 8. Training and development has helped to reduce employee turnovers in the organisation a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree 9. Training and development programs have helped the organisation to have an extra edge over its competitors a. Highly disagree b. Disagree c. Indifferent d. Agree e. Highly agree Part 2 1. Mention some of the post training improvements you have experienced. 2. How, in your opinion could a training and development program help employees to attain the organisation’s goals and objectives? 3. Mention one training technique which, in your opinion, would be effective in your organisation. Read More