Impact of Training and Development of Employees - Coursework Example

IMPACT OF TRAINING AND DEVELOPMENT OF EMPLOYEES Student’s name Code & Course Professor’s Name University City Date Impact of Training and Development of Employees The new realities of increased competition and the need to survive in the contemporary business environment compels for maintaining an effective result driven culture within any organizational context. Acquiring such objectives necessitates for a highly-integrated training for employees within the organization. Improved capabilities, skills, and knowledge of the workforce are a major contributor of competitive advantage in any organization. Achieving such desired skill set and culture necessities for training programs that influence employee commitment and motivation. As such, training programs not only develops the employee, but also improves the organization’s human resource in favor of garnering competitive advantage. In this respect, training presents multifaceted effects on the organization’s productivity. The effects of training, this paper confronts, are instrumental in developing a positive result driven culture. Employee’s & Employer’s behaviors influence the organization’s performance. Each individual within the organization have varied behaviours and the management is tasked in attuning these cultures to the organization’s desired culture that ultimately improves the organization’s productivity and quality of working life (Francis & Taylor Group, 2014). The individual level analysis, the team level analysis, and organizational level analysis determines the organization behavior (OB). Simply put, OB determines how to reward, satisfy, and retain company employees while also it has to cope with stress, decision making at the core (Robbins et al., 2011). In the long run, the OB determines the organization’s culture, communication, quality of work, performance, personal satisfaction, growth, and development. Diversity affects energy and conflict in the organization. Training is a useful investment which improves efficiency and competence of employees within an organization (Davar, 2011) Employees are trained to work in-group of people with cultural diversity with effectiveness attributed to sharing of common values with more beneficial values in respect to deep-level diversity (Thomas et al., 2013). Organizations need to engage in diversity management through training of employees to curb unfair discrimination irrespective of race, gender, religion, age, sex, and ability. Arguably, cultural diversity and work group functioning has an effect on proportion representation, group composition and group proposition (Thomas et al., 2013). The managers are expected to train employees to approach their differences in positive attitude to enhance the organization’s performance. To manage diversity individuals are put together irrespective of differences in age, gender, race, ethnicity, tenure of which the company will tap skills varied from the above different groups. Some groups are claimed to be assertive in work organization hence it can be worked as a common technique displayed in the institution. Training and work attitudes relate closely. Employees with positive attitudes implement all skills learned through training hence the training yields higher results when employee is deployed to work departments. An individual desires in job organization feels involved in a job through the degree of psychological and psychological power in relation to the job. If the employee has a good working tenure, the experience will help the worker to manage attitudes during conflict times. Tentatively, employees who are committed to learning show a greater job satisfaction with a positive outcome in their work performance (Truit, 2011). The job satisfaction is measured by asking employees if they are satisfied by giving them scale to rate job satisfaction. Through training, workers who tend to evaluate themselves are more satisfied with the kind of job doing while people who perceived work negatively are less satisfied with their jobs. Satisfied organizations workers are more productive while less satisfied worsen the productivity of organization with being absents, avoiding training, and stealing. Offering regular training to the groups enrich their attitudes to employee’s assigned jobs. Training shows how important job is hence individuals attitudes are strengthened to improve the performance outcome of the job. Job satisfaction is also achieved when the employees working attitudes fulfills the interests of customers. Therefore, it is important to train workers to have positive attitudes from their daily to daily job activities to maintain good relationship with employees and employer and customers. Employees are trained to manage their emotions. It is through training that employees will be able to manage their emotions by being emotional competence (Maul, 2012). Employees who receive training score higher marks on emotional competence in the organization when compared to non-trained employees who are on control conditions. Training of employees together with working in the same environment, the individuals emotional competence will be similar hence productivity might be high (Schutte, 2012). Training of employees to tackle emotional problems impacts the well being of employees in terms of mental health, physical health, relationships, work performance. In addition, the training will change the personal trait of an employee. Managers who are mindful are considered to competence on emotions (Malouff, 2011). Emotions and moods can lead to job failure. Throughout the organizational processes, employees encounter emotions such as stress and happiness. Employees are trained to receive counseling from departments whenever they are emotionally challenged. The training inform them on the importance of opening up to challenges encountered so that assistance is given out, and one can resume to the daily work plan as per the schedule. Satisfaction affect productivity with an individual being so happy hence soothed with moods and forgets to tackle the assigned job. Mood can also contribute to higher productivity in the working environment with individuals being motivated. This happens if there is friendly leadership, friendly allocation of work duties and favorable working conditions involving wages and friendly policies implemented by the government. Organisations should continue to offer regular training since emotions and moods are psychological attributes of the workplace. Training equips workers with skills that enable them to tackle various challenges within the organizational context. Perceptions influences influence individual decision-making. Decision-making is an instrumental factor when considering alternative choices. Contrariwise, training of employees, equip them with skills to make decisions whenever challenges arise from the working environment. The employees are expected to analyze the state of the problem, various options for the problems, come up with clear preferences and decision made should yield higher benefits. This requires the employees to have been impacted with the knowledge to come up with ideas on how to make decisions in the organization. It, therefore, requires them to focus on bounded rationality, whereby individuals construct ideas that are simplified models with major essentials. Organisation continues to face various challenges with respect to organisational behaviours. The main problems are performance evaluation, reward systems, formal regulations, system- imposed time constraint and historical precedents. Organizations culture differs when it comes to decision-making. The outcome of decision-making determines the organization effectiveness. An autocratic decision-making is detrimental to an organization’s effectiveness. Various approaches were identified by Robins (2011) on how to improve decision-making. Robinsons identify that one has to analyze the situation and adjust the decision-making accordingly to fit the prevalent situation. The employees should be aware of the biases and attempt to limit the impact of training done. Effective decision-making requires a combination of various attributes. Different challenges require different skill personnel in tackling the problem. Therefore, employees need training in order to equip them with important skills in order to tackle different challenges. Employees are trained to create solutions through research using analogies. Having a negative perception influences the quality of decision-making. Perceptions vary with different employee’s decision on divergent interests. Employees are advised to have clear perceptions without tackling decision making within the organizational context. An effective approach top job functions requires a motivated employee. Employees are motivated when they are trained on how to attend to job duties through various approaches such as job rotations. Individuals rotate from various environments create new experiences, boredom and laziness; thus equal workload distribution is realised. In this regards, the employees are trained to have competence skills on how to manage each department depending on job functions. Job enrichment is done when employees are given varied and more practical work in an organization which motivates them hence, creating an effective performance at job functions. Employees attend new training for the purpose of job enlargement. Within such attributes, promotions are eminent. More often than not, new job tasks are typified with numerous complex skills from previous practices. This requires new skills. Hence training is done, in part, to create a preferred organization culture. Sharing of job duties improves productivity. In other words, sharing of complex activities brings varied ideologies where workers share ideas. When goals are met, the workers are motivated to work in together. Tentatively, integrating technology approaches to organizations boost morale of employees. The inclusion of technology is paramount in creating autonomous approach to business. Employees are also motivated through quality discussions that offer a regular discussion of problems encountered and how to tackle them. Recognition of employees towards reward payment after effective performance illustrate they fully put into practice what they learned in training hence motivated. Personal attention given to employees displays motivated them. Monthly training display attention given to employees suggests an improved job security within the workplace. Maintaining a preferred motivated workforce necessitates for a training approach that uses goals and feedback when training them, train employees on how to tackle decision making to issues that affect them, train them about the system of equality. It is evident therefore that training is a vital aspect in any organization. Acquiring skilled and capable employees is instrumental in achieving better performance and competence. Training and development enable the employees to be more competent for better performance in task performance. Contrariwise, it developed an organizational culture that is attuned to the organization’s objectives in multifaceted aspects. In doing so, the organization’s efficiency is significantly improved. The employees, on the other hand, are the organization’s resource and the assets; hence preferred organizational behaviors will ultimately streamline the preferred organizational culture. Reference List Francis & Taylor Group. (2014) Journal of Organizational Behavior Management. Publisher: Taylor & Francis (Routledge) Davar, S. C.; Parti, M. (2013) ‘Does Training Affect Productivity of Employees? Two Methods of Meta-Analysis’ Indian Journal of Industrial Relations, 48, (4). Truitt, D. (2011) The Effect of Training and Development on Employee Attitude as it Relates to Training and Work Proficiency. SAGE Publications Inc. Malouff, J. (2011) ‘Development and validation of a measure of emotional intelligence. Personality and Individual Differences,’ 25, 167-177. Maul, A. (2012) ‘The validity of the Mayer–Salovey–Caruso. Emotional Intelligence Test (MSCEIT) as a measure of emotional intelligence,’ Emotion Review, 4, 1-9. Robbins, S. P., Decenzo, D. A., Bhattacharyya, S., & Agarwal, M. N. (2011) Fundaments of management: Essential concepts and applications. New Delhi: Prentice Hall. Schutte, N.S. (2012) Emotional intelligence through network transmission. Manuscript submitted for publication. Thomas, R. R. (2013) Beyond Race and Gender, New York: AMACON, from “From Affirmative Action to Affirming Diversity”, Harvard Business Review, 68, 107-17. Read More