HRM-Training and Development in the Workplace - Literature review Example

HRM- TRAINING AND DEVELOPMENT IN THE WORKPLACE {Insert university’s name} {Insert instructor’s name} {Insert student’s name} April 18, 2013 TRAINING AND DEVELOPMENT IN THE WORKPLACE In the modern world, the business environment is constantly changing with most organizations focusing on developing their services and products to operate globally as well as expand the competencies of their customers with an aim of meeting the changing demands. In order to attain the aforementioned objectives, the need for human resource to broaden their skills as well as other interpersonal and technical skills is of great importance. Additionally, the job roles and tasks are constantly changing with most organizations expecting their employees to be in a position to undertake responsibilities and perform tasks that were previously reserved for the management only. Technological changes in particular information technology have resulted into rapid generation of knowledge. In the period between 1900 and 1950, human knowledge has doubled and the trend has been the same over every 5 to 8 years. Knowledge is quickly becoming and hence there is need to double employees’ knowledge so as to keep up with the emerging changes. According Philips (1996) to mass production is something of the past as customers has become more selective. This is because increased consumer demands do not only require new solutions but also knowledge. Furthermore, as a result of increased competition Cotton (1995) points out that organizations need to revise their managerial methods, service and product mix as well as increase their productivity. Consequently, modern conditions of sophisticated information technology, market globalization, and knowledge, economy have altered the existing relation to the importance of human resources in the organizations. The mentioned conditions actualize organization human capital as the most strategic resource. In the context of globalization, turbulent and complex environment, knowledge has become the only reliable and effective source of competitive advantage (Cheng & Hampson, 2008). Horwitz (1999) traditional factors of manufacturing such as capital, soil and labor have not disappeared but their importance is not paramount in the organization. This is because knowledge is perceived as the major contributing factor in realization of competitive advantage. Hence, this essay will examine the aspect of training and development in the workplace and its contribution to knowledge and learning. According to Cheng & Hampson (2008) training and development is one of the best strategies that businesses can use in improving their human resources. Training and development practice involve the aspect of employees of the organization acquiring new competencies that are associated with their work and applying the same skills in their daily jobs. Philips (1996) in his study points out various forms that training can take, for instance coaching, formal classes among other off-the job and on-job training. Regardless of the training method used by the organization, there are a number of benefits for the employees and the organizations. Mabey, Salaman, & Storey (1998) some of the benefits of training and development in the workplace are increased organizational performance, job satisfaction and employees motivation. Consequently, researchers have pointed out that training and development in the workplace is an investment in the professional and personal life of the employees in addition to the performance of any organization (CIPD, 2008). Furthermore, training and development not only contributes to organizations’ performance but also its productivity and future development. However, organizations have various options for using distinct approaches and strategies in training and developing their employees. However, it is important for the management to introduce flexible provisions that will enable the employees to develop their skills as well as apply what they have learned in their jobs. Cotton (1995) in his study proposed the use of international exchange programs that can effectively facilitate learning of new competencies in different working conditions. Alternatively, organizations can use employees who are more experienced to train as well as mentor other employees. Philips (1996) other training methods that can be effectively used are group discussions, teamwork and coaching. In regard to the mentioned, employees can set aside special time so that learning process can proceed smoothly with minimal or no interference to the work schedule. However, for the adopted training methods to work successfully, it is important for the management to put in place a proper structure in addition to strategies and plans made in advance so as to effectively monitor the progress as well as identify all the activities that need to be carried out (CIPD, 2008). Cotton (1995) in his study points out key advantages of the aforementioned training approaches within the workplace they are not only convenient but also less costly. However, it is important for the organization management to use the strategies with caution. This is because they can easily result into bad practices being incorporated into the organizations culture. However, one way to curb the mentioned from happening is for the management to outsource for private tutors and trainers from other organizations. Consequently, Cheng & Hampson (2008) outsourcing training and development within the workplace are mostly beneficial to organizations that are trying to put in place new standards and practices that are likely to improve their existing working culture and performance. This is because the outsourced tutors and trainers are in a position not only to introduce but also to maintain a particular level of integrity with the organizations employees who are not only in a position to learn but also to develop high skills or competencies that they can apply in the job. Essentially, instructor led training is characterized by professionalism, discipline and effectiveness more specifically if the instructor is outsourced. However Philips (1996) in his study points out the disadvantage of outsourcing instructors as not only costly but also having the capabilities of disrupting the normal work schedules. Darby (2006) in his study emphasizes the importance of organizations embracing training and development in the workplace. This is because it improves organizations human resource in addition to employees being in a position to carry out different roles and responsibilities within the organization. Hence, the organizations performance and productivity is improved. In a nutshell, the organization is in a position to effectively adapt to increasing competition and changing environment. However for the employees to be continuously motivated to take the existing opportunities for training and development in the organization, it is essential for the management to offer incentives such as allowances, promotions and benefits among others. The mentioned will enable the organization not to suffer professional or skill shortage in line with the changing business environment in attaining its objectives. Additionally, it is evident that some employees have weaknesses pertaining to their workplace skills. Hence organizations management should put in place a training program that will strengthen their skills that every employee need to improve in. consequently, an effective development program is able to bring all the organizations employees to a higher level so that they are in a position to have similar knowledge and skills. The mentioned can reduce the existing loose links within the organizations that depend on other employees so as to complete basic job tasks. Additionally, provision of necessary training creates knowledgeable workforce who are in a position to take over for one another as required, work independently or on teams with constant supervision or help from others (Cheng & Hampson, 2008). According to Philips (1996) it is essential for organization management to provide effective training to its workforce because employees who attains the necessary training arte in a position to perform their jobs. This is because they are more aware of the proper procedures and safety practices for basic tasks. Furthermore, effective training builds the confidence of employees due to the fact that they have a better understanding of their responsibilities as well as the industry. The gained confidence may further make the employees not only to perform better but also to think of better ideas that can assist them to excel in their duties and thus result into improved productivity. According to Cheng & Hampson (2008) employees who are competent and are conversant with the changing industry standard assist the organization to be strong competitor and leader within the industry. Consequently, training and development program that is well structured ensures that organizations employees have background knowledge and consistent experience. In particular, the portrayed consistency is important for the basic procedures and policies of the organization. Hence, the management should ensure that all its employees are aware of the procedures and expectations of the company which include: administrative tasks, safety and discrimination as subjecting them to regular training in the aforementioned areas ensures that they have all the important information. Furthermore, organization ensuring that employees have access to training and development makes them to have advantage over other employers in other organizations that are not provided with training (Mabey, Salaman, & Storey, 1998). If organizations invest in training, employees develop a sense of belonging as they feel valued. Additionally, effective training puts in place a supportive workplace (Cheng & Hampson, 2008). Studies have further indicated that the culture of the company has effects on training, learning and development. According to Cotton (1995) organizations have different work environments and cultures and the mentioned affects their strategies and level of emphasis pertaining to employee training and development. Some organizations actively encourage their employees to take part in workplace learning and development by inculcating a training culture that encourages sharing of knowledge across all levels. Philips (1996) it is important for the management to play a nurturing role so as to successfully create a training environment. One way to achieve this is to value the employees as individuals who want to advance their careers. For instance most organizations visions are to develop employees’ skills an aspect that has made organizations to adapt a variety of informal and formal training programs. Another example of how company’s training and development being influenced by mission and strategic mission is that of Aircraft Maintenance Co. the mission statement of the company is the mandate to foster as well as maintain high standards of business ethics and professional conduct. Hence to attain the mentioned studies outline the importance of organizations such as the aircraft industry extending the job training beyond the organization but in the aviation industry. Additionally, for effective workplace learning Darby (2006) in his study outlined that most organizations adapt a mix of informal and formal training. For instance a café Co may require all its new baristas to undertake a structured 12 step training which entails job and classroom training. Furthermore, it is important for organizational management to adopt a strong culture of teamwork and informal buddy training approach which ensures that all the trainees get the required guidance and support (CIPD, 2008). However, in conducting organizational training, the management should ensure that they put into consideration what need to be learned. Cotton (1995) it is important for organizations to carry out assessment before selecting a training program and evaluation model. Mabey, Salaman, & Storey (1998) in their study reviews on training and development in the workplace and noted that there are certain factors that should be taken into consideration while training older employees. In training older employees, the training should be organized in such a manner that the adapted material should be relevant to the job, provide the positive feedback as well as encourage self confidence among them. Organizational management should ensure that the trainees are capable of attaining full task mastery of all the previous components before proceeding to the next step. Philips (1996) in his study emphasizes training systems should be designed in such a manner that they are build on elements that trainees are familiar with from past learning as well as job. Horwitz (1999), understanding the employee training and development needs a clear understanding of the changes that are as a result of learning. Due to the fact training and development are the generators of new knowledge, training and development holds strategic place in the human resource management. In order for organizations to increase their competitive advantage and preserve attained positions, they should be in a position to create new knowledge and not to depend on the existing ones. Hence, continuous employee training and development is not only development of an individual but also organizational performance. Cheng & Hampson, (2008) points out that organizations should adapt a strategic produce of training and development that will ensure that entire organization is shaped, creativity encouraged as well as make the organization unique and distinct from others. According to Philips (1996), it is important for organization management to know that education is not the privilege and duty of employees who are in higher positions or in skilled labor but for everyone. Cotton (1995) portrays that the larger the organization, the more funds it will need in training and development so as to equip its employees with diverse and greater possibilities of not only education but also development. However, it is important for organizational management to realize that the only essential knowledge is that with strategic significance to the organization, one that assists in increasing company’s value. Therefore, the adapted knowledge should portray the needs of the company, gives it competitive advantage and create innovation. Darby (2006) however emphasizes the importance of harmonizing the needs of organizations, goals and employees’ needs and goals with the obtained knowledge, education and learning. Furthermore, in selecting appropriate training and development strategies, organizational management should not only focus in obtaining new abilities, knowledge and skills but on the possibility of introducing employees to new changes, promoting entrepreneurship as well as encouraging attitude change in making key business decisions (CIPD, 2008). Conclusion In the present turbulent environment, organizations need to adapt effective employee training and development. This is because the ability of organizations as well as individuals is not only to obtain but also master new knowledge, skills and abilities has become significant competitive advantage for organizations. The concept of employee and organizational training and development with the learning organization is part of the modern businesses. Therefore, organizations renewing knowledge is essential and not optional. Moreover, the necessity of the rate of learning should be paramount to that of changes. Employee training and development is a process that is continuous process which is the only logical and meaningful strategy in m knowledge obsolescence, need for increased innovation and dynamic changes. Human resources is a representation of intellectual resources which is the emerging and key source of resources of the organization and they could increase the impact of the same through training. The learning organization is due to a strategic relationship with training and development of employees as well as recognition that knowledge is the solution to various challenges resulting from globalization and organizational change. In the current world, every organization not only learns but also teaches. Thus organizations with effective learning environment are in a position to attract talent individuals as well as involve them in all organizational procedures and motivate them in not only generating but also generating knowledge which enables them to be in a position to improve and maintain their professional skills. In a nutshell, organizations which fail to realize the importance of knowledge are unlikely to accept global changes. Learning level also directly determines the competitive advantage organizations have in the market. References Cheng. E.W.L. & Hampson, I. (2008) ‘Transfer of Training: A review and new insights’, International Journal of Management Reviews, 10(4), pp.327-341. Cotton, J. (1995) The theory of learning strategies: An introduction. London: Kogan Page. Darby, J.A. (2006) „Evaluating training courses: an exercise in social desirability? Journal of European Industrial Training, 30(3), pp.227-239. CIPD (2008). Learning and Development Survey. London: CIPD. Horwitz, F.M. (1999) ‘The emergence of strategic training and development: The current state of play’, Journal of European Industrial Training,23(4/5), pp.180-190. Mabey, C., G. Salaman, & Storey.J (1998). Strategic human resource management: London: A reader Sage. Philips, J.J. (1996) ‘How much is the training worth?’, Training and Development, 50(4), pp.20 -24. Read More