Training and High Performance - Essay Example

Training Training: Mintzberg emphasizes the fact that “Learning a set of competencies does not per se make a manager competent.” (Mintzberg, 2004:140). In order to execute those competencies capably in working for the benefit of the organization, it is necessary to also provide effective training in leadership and management skills. Effective management and leadership skills also require the creation of a team oriented culture within the organization, building team based incentive and reward systems, encouraging self direction of team work and creative problem solving (Hughes, 2003:8).However, in all these aspects, it is training that can play a vital role in imparting necessary skills, not only in enhancing employee performance but also in improving communications within the firm and imparting leadership skills to managers, so that high performances can be elicited from all these parties. Management training: The introduction of performance appraisal systems within an organization are also helpful in ensuring that workforce improvements are monitored (Mathis and Jackson 1998). In order to ensure that there is a successful performance appraisal system in place, so that employee performance is evaluated well, training for managers who conduct the appraisal in rating employee performance can be very useful, not only in improving rating accuracy for managers but also in improving the overall performance of employees by enhancing the efficiency of the appraisal process overall.(Cardy and Dobbins, 1994). As a part of this process, managers can also improve their skills as managers and helps them to master effective management practices, which in turns impacts positively upon their ability to manage employees and elicit high levels of performance. There are two different kinds of leadership styles. A transformational leader is a charismatic and visionary person. Transformational leadership transcends daily mundane affairs and works by enhancing the motivation of the follower (Gardner and Avolio 1998) and by impressing upon such a follower the value and meaning of the leader’s goals (Bass 1985). The followers of a transformational leader are expected to think in innovative ways and focus upon upholding certain human values and principles. The transformational leadership style is one that focuses on innovation and creativity and encourages followers to find fresh and new perspectives on things; hence this leadership style is very effective in promoting organizational innovation and creativity and thereby improving performance. A positive correlation has been found to exist between transformational leadership and the performance of the organization (Lowe et al, 1996). Transactional leadership differs from the transformational in that the leaders are preoccupied with daily affairs and are less bothered with deeper meanings and overarching principles. Transactional leadership tends to be more practical and less idealistic as compared to the transformational. While transformational leadership is based upon a system of social exchange, the system of exchanges and rewards between the transactional leader and follower is based on economic exchanges, where the leader makes promises of certain rewards in return for certain levels of performance and this serves as the motivating factor for the followers, rather than the cherished values of the leader himself (Pillai et al, 1999). Therefore this approach of transactional leaders within an organization differs from that of transformational leaders who adopt a more active role and interact individually with each of their followers, modifying their approach where necessary to suit individual differences. On the contrary, transactional leaders, by adopting a management by exception approach adopt a more passive role, by intervening only in instance where such intervention is required. The kind of leadership training imparted in a firm will depend upon the goals that the organization seeks to achieve. For example, when innovation and creativity is to be improved for organizational success, the transformational leader will be more effective. However, transactional leaders can also enhance employee performance by rewarding employees for improved performance levels and thereby contributes to improvements in overall employee performances. Employee training: High performance work organizations are characterized by high levels of employment security and there are two significant aspects that affect employee performance, i.e, employee involvement in problem solving and continuous improvement, as well as continuous training of employees. (Brown et al, 1993). This model that has been implemented in successful firms is known as the SET model (Security, Employee involvement and Training) and Brown et al (1993) have examined the importance of each of these elements through case studies of five U.S. firms. They point out that all these three aspects are very important in enhancing levels of employee performance and training is extremely useful in helping employees to cope with the demands of their job as well as in equipping them with better skills to face problems and tackle challenges. The importance of communication: According to Hoffman (1997:27-29) better communication is the key to better business relationships and enhanced organizational performance. She points out that effective communication will take place only when a receiver is able to fully understand and comprehend and interpret the message that is being transmitted by the sender. Other factors that will influence the effectiveness of the communication include the topic or subject of the information that is being communicated and the context within which the communication occurs. Feedback can help ascertain that the message that is received is also the one that is being communicated. Organizational culture will impact upon the communication styles that exist within the organization. Within a firm that has a general sense of purpose and where there is a feeling of being close knit like a family, there is likely to be close interaction and communication among employees, with supervisors serving as mentors and coaches. There is much talk within the organization about vision, purposes and meeting challenges. However, an organizational culture that is more formal with more traditional and stereotyped communication patterns may be more impersonal, where roles may be clearly defined without much cross communication and interaction and where rewards may be contingent upon performance. The level of organizational success will be impacted by the quality of training in communication within the firm, since employees are likely to be happier with a well networked system where accountability is also enforced, which will result in higher levels of performance. Reference: * Bass, B. M., 1985. “Leadership and performance beyond expectations”. New York: Free Press. * Brown, Clair, Reich, Michael and Stern, David, 1993. “Becoming a high performance work organization: the role of security, employee involvement and training.” The International Journal of Human resource Management, 4(2): 247-75 * Cardy, R.L. and Dobbins, G.H., 1997. “Performance Appraisal: Alternate Perspectives.” Cincinnati: South Western Publishing Company * Hoffman, Diane, 1997. “Effective Communication, Organization and Training”, Hoffmann Rondeau Communications Inc * Gardner WL, Avolio BJ, 1998. The charismatic relationship: a dramaturgical perspective. Academy of Management Review, 23:32-58 * Lowe, K. B., Kroeck, K. G. and Sivasubramaniam, N, 1996. “Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature.” The Leadership Quarterly, 7(3), 385-425. * Pillai, R., Schriesheim, C. A. and Williams, E., 1999. “Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study.” Journal of Management, 25(6), 897-934. * Mathis, R.L. and Jackson, J.H., 1998. “Human Resource Management.” NY: West Publishing Corporation Read More