In the words of Hodgetts and Kuratko (2001), “small businesses are businesses that are independently owned and operated, are not dominant in their field, and usually do not engage in many new or innovative…
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Following is the training proposal for a small hotel business.
There are certain factors that define the contours of the training proposal for the small business. When it comes to small businesses, they usually are off the radar of training. This is because courses usually reflect large businesses or industry needs. These courses may not focus on the needs of small businesses. According to Billett, Ehrich, Hernon-Tinning (2003), the pedagogic bases of such courses may not be suitable to them.
The training can be specific to one group of employees engaged in a specific activity for example chefs and assistants in a kitchen or generally to all the employees involved. In such a case, customer-orientation and maximisation of profit are of paramount importance as all employees are steered towards overall organisational effectiveness.
As Hoeckel (2008) purports, the costs could be direct like apprentice wages, salaries for training personnel, and indirect costs such as opportunity costs when work is foregone etc: and the perceived benefits need to be calculated in advance along with the costs to be incurred to find out whether the said programme can be justified.
Training is not complete unless it is evaluated. After a reasonable amount of time after the programme, a ‘before-after’ analysis should be conducted to see whether employee efficiency has increased. Moreover, satisfaction of the employees in the post-training period should also increase. When this translates into more profits, we can say that the programme has created value and hence can be justified.
When training programmes do not mirror the aspirations or requirements of small businesses, which most often is the case, many employers are reluctant to train their employees. There is the fear that employees may leave the organisation after undergoing training without any benefit whatsoever to the firm. Such aspects need to be addressed and the benefits accruing from the training
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The evaluation of training programs would assist in generating data that would confirm the strengths, as well as effectiveness of training and development programs; and if there are evident weaknesses that need to be addressed.
Clearly, there is a direct link between employee motivation and their willingness to attend training programs. A motivated employee would be excited to attend training programs so as to achieve professional heights. Referring to the career development model illustrated in this chapter, better career development programs can have the potential to keep employees motivated always.
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