The Effectiveness of Management Training in Selected Saudi Arabia - Essay Example

The Influence of Senior Management Involvement on the Effectiveness of Management Training in Selected Saudi Arabia (KSA) SMEs Through this study, it has been found out that there are six factors that contribute towards organizational success. These are: 1) consensus between the trainees and the senior management 2) fostering better communication among all the members of the organization, 3) promoting teamwork among the members of the organization 4) encouraging working spirit, 5) promoting employee involvement and participation and 6) ensuring that decision making processes and problem solving processes are carried out at a timely rate. These 6 factors are all taught during company programs in order to ensure a higher level of success for the organization as a whole, as well as develop the attitudes and behaviours of the staff members (Alliger et al., 1997). However, previous researchers have only focused on the process of achieving organizational success, without emphasizing on the participation levels of the employees, let alone the participation and involvement of the senior management. This study is of significance because first and foremost, the labour force in Saudi Arabia is comprised of 55 percent of small and medium enterprises (or SMEs). What is even more significant is that for such companies, the involvement of senior managers in development activities and programs is more as compared to larger companies and companies in the public sector. However, due to the company’s size, organizational structures and developmental programs are not as formal as they should be, hence the need for senior management intervention (Storrey, 2004). This study has shown that there are a number of benefits to be achieved from a higher level of involvement of senior managers in training programs. According to Mazzorol (2003), when employees observe the active participation of their managers, they are more empowered and motivated to be open to change. At the same time, the managers themselves are also able to have the opportunity to communicate more with their subordinates and gain feedback which would be beneficial for the company’s overall development. Isaac et al. (2001) further states that by being involved, senior managers have the chance to encourage and motivate their employees to improve their attitudes and behaviours with regards to work and accomplishing tasks. One problem with training programs is that there is a risk that the trainees will not learn anything. When this happens, the company would have wasted its finances, time and effort in order to implement such programs. Thus, by being actively involved in these programs, managers are not only able to monitor the progress of their employees (Carliner, 2004), but they are also able to encourage their employees to take learning more seriously (Johnson, 2000). Put simply, when all this is achieved, companies would be able to satisfy their objectives and achieve their goals at a much faster and effective rate. Literature Review Introduction In Saudi Arabia, small and medium enterprises (SMEs) make up at least 55 percent of the entire labour force. Since the contribution of SMEs is key towards the success of Saudi Arabia, there is a need to focus on these companies and how they operate. The human element in the workplace is something that needs to be focused upon. This is because in order to run an organization, human resources contribute largely towards the success of the company, and this element may also be the contributing factor towards the increase or decrease in a company’s profits. In addition, managers also need to take into consideration other factors that help run an organization- financial resources, information technology and other materials (Fisher & Dowling, 1999). For the most part, the employees who make up the workforce of an organization are what the management needs to depend on when it comes to getting work done (Andrewartha, 1997) Thus, this study shall be about training employees within the organization, with the senior managers taking an active role in involvement and participation. According to Glew et al. (1995), the attitudes exhibited by the members of the organization play an important part in determining the outcomes of the work produced. Wooden (1990) feels that the participation of employees is something that is needed for the long-term. Successful implementation is improved when the employee shows interest and participation throughout the organization’s activities and operations. Senior managers play a huge role in influencing such attitudes and this study shall focus on their involvement with training programs. This idea is supported by Graham & Verma (1991) who believe that being involved in employee development activities such as training programs directly affects how the employee reacts to the program and how he/she actively participates. In addition, Baldwin & Ford (1988) feel that if senior managers are exposed to and are actively involved in employee training, they help promote positive attitudes to participation. Furthermore, Frenkel & Weakliem (1989) believe that the involvement of senior managers towards the development activities of their organization predicts the level of satisfaction of their employees. Thus, the attitudes and perceptions that individuals may have with regards to participation would become even more positive once senior managers are able to take part in the training programs being executed by the company. Previous research studies have mostly been about the participation of employees with regards to the outcomes exhibited by the organization, instead of the process of successful results. Thus, this study has been conducted in order to determine how effective the transfer of training is within the organization. In the next chapter, the researcher shall discuss in detail the different factors that contribute towards effective training programs. These are 1) consensus between the trainees and the senior management 2) fostering better communication among all the members of the organization, 3) promoting teamwork among the members of the organization 4) encouraging working spirit, 5) promoting employee involvement and participation and 6) ensuring that decision making processes and problem solving processes are carried out at a timely rate. In any organization, regardless of its size, these 6 factors should be the driving force towards achieving progress in the workplace, and in this study, these 6 factors shall also be the focal point of the researcher’s objectives. Organizational Management ‘Management’ as a concept refers to the process of utilizing resources in order to achieve a certain goal. Resources can range from time, to finances, to technology, people and other materials (Beer, 1997).This study shall be focused on understanding the behaviours of the members of an organization, with the focus on managing employees and how human behaviour has a significant impact on the overall performance produced by the organization and its development. The study shall also place emphasis on management training, which is required in order for the leaders of an organization to know how to develop resources (particularly human resources) in a manner that gives rise to optimum development. First, it is important to understand that there are different approaches with regards to management. In fact, these approached can be implemented in any organization, regardless of its size. These are 1) the classical approach, 2) the behavioural approach and 3) the management science approach. The first approach, the classical approach, refers to the management of both the organization as a whole and the performance churned out by each employee. The aim of this approach is to determine the kind of work that is done and the work environment. In so doing, managers are expected to implement strategies that would organize and plan, control and organize all activities within the company as well as increase production levels among employees. The behavioural approach on the other hand emphasizes on people management. In other words, this approach focuses on the contribution of the employees towards the organization’s objectives. The last approach, the management science approach is concerned with the management of both operations and production. This starts from the planning process, implementing the decisions being made by the management, automation and quality control measures (Goodman & Leyden, 1991) Since this study intends to determine how the behaviours of members from the senior management team influences the behaviour of the other employees within the organization, the researcher shall focus on 1) the working climate and 2) the rewards that are provided for and to the trainee for improvements in behaviour and performance. It must be noted that these two factors, the environment and the rewards provided, are two factors that can be controlled by the management of the organization. In order for a company to be successful in bringing about positive change to the workplace and promote increased performance levels, there is a need to first promote 1) group consensus- refers to the agreement between two or more parties with regards to what is to be done. This helps the organization reach its goals faster since a common vision is shared among its members, and there is an agreement among all members to work in order to achieve company objectives and goals. In fact, having shared vision in any organization contributes to better performance 2) better communication between employees at all levels in the organization- when employees are grouped together, grouping would be of no use if its members are unable to communicate effectively with each other. It is only through communication that group members would be able to work together in order to achieve goals and contribute towards fulfilling the company’s objectives. 3) fostering team work- being able to communicate is an important factor to bring about team work. However, the employees within a team have to also make sure that they are disciplined enough to work consistently and regularly according to how best they can satisfy their company’s goals 4) promoting working spirit- is something that the senior management can influence but cannot fully control. Working spirit basically refers to the attitudes that an employee has with regards to his/her workplace, the work being done and how he/she succeeds or not with regards to performance. In order for organizations to be successful, there is a need for management to focus on fostering excellent working spirit 5) encouraging the participation and involvement of employees- In order for any company to produce optimum results, it is very important that the employees are able to contribute in a manner that produces positive business results and this would be achieved if they are able to help solve problems and contribute towards any decision-making processes. The latter is something that should be encouraged by the senior management, since there are some companies that do not focus so much on the participation and involvement of employees from lower positions. However, companies will find that when this is being done, they would be able to achieve the respect and satisfaction of employees. In addition, companies would also be able to cut down on their costs, and they will also be able to improve the quality of work produced, boost production levels and garner profit increases 6) speeding up decision making processes and problem solving processes- time is definitely a factor that has to considered especially when delivering results. The most successful companies today are those that are able to deliver results within a shorter period of time. However, despite providing results in a short period, the quality of work results should not be sacrificed. All in all, these 6 factors have been considered to help in carrying out organizational effectiveness (Alliger et al., 1997). How Training Programs are Evaluated In order to manage an organization and its members effectively, there is a need for the management teams themselves to undergo training. Through training the management, employee performance can be improved. In addition, training also helps to change or modify the behaviour of people and therefore training can only be said to be effective if changes are successfully brought about. For most people however, training can only be said to be successful when skills are improved and when goals have been achieved. In other words, training can either be said to be effective if improvement is evident, while it can also be said to be effective if positive change is a result (Beer, 1997). In order to change behaviour, there is a need to first change what is being taught to an individual. In other words, the new skills and information that is being imparted to a trainee should be able to help raise performance levels (Cohen et al., 1996). However, other researchers feel that the change that may be evident in one’s behaviour may not immediately manifest after the training period. This is because the process after the training period goes through different stages. During this process, the trainee may exhibit or experience various changes in his/her life, which would inevitably affect production levels (Bushe, 1984) It is easy to assume that how much a trainee learns can be measured at the end of the training session. However, this is not entirely true. Since how a person behaves after the training session is also a measure of success with regards to the training that was carried out, people may be surprised to find out that behaviours are usually the last to change as compared to the trainee’s reaction and how much he/she learns (Kirkpatrick, 1967). There are variables to consider that may not always be under the trainee’s control. At the same time, there are also variables to consider that may not always be under the control of the company implementing the training session, and the training staff. Apparently, there are a number of factors that contribute to how much a person wants to change. First, the person must know what to do in order to bring about change and plan how to go about it. The second step requires the person having to surround himself/herself in an environment that is conducive for any changes to take place. One major factor to also consider would be whether an employee would like to change or not. Desire to carry out an activity or behave a certain way is not something that can be dictated. Thus, no matter how effective a training session is in teaching its trainees about new skills and new information of how to be more productive at work, this would be of little effect if the employee does not want to change. For any training session, it is also important for both the trainee and the trainer to consider the trainee’s qualities as a person and his/her attitudes towards learning. The trainer on the other hand, should adjust his/her training and teaching skills in a manner that adapts to the needs of the trainee/trainees being taught. However, factors such as the lack of interest to learn on the trainee’s part could render the training session to be relatively useless. The trainee may not also be able to understand what is being taught and he/she may not bother to better understand the information being imparted (Carliner, 2004). The Level of Senior Management Involvement In order for companies to be innovative and competitive, there is a need for effective and appropriate leadership skills. Managers should also be competent enough to handle their workforce and encourage healthy working relationships among the organization’s members. According to Storrey (2004), the involvement of senior managers with regards to their organization’s activities and operations are significantly lower for larger companies and especially if these companies are in the public sector. Thus, for small and medium enterprises (SMEs), especially if the company employs less than 20 employees, there is a need for managers to show their active participation in whatever programs or activities executed by the company. This is because organizational structures and any activities to promote management development tends to be quite informal. The informality of the system may therefore contribute to performance levels that are less than satisfactory. This idea is also supported by Mazzorol (2003) who has found that for companies that have less than 100 employees, informality persists, hence the need for more formal human resource management programs and more formal organizational structures. The level of involvement among senior managers vary. This is largely due to the different beliefs and perceptions of the senior managers. Thus, in order to measure the effectiveness of a training program, there is a need to first find out how involved a manager is in determining the needs and the wants of the employees. By being seriously involved in training programs and other activities carried out by the organization, managers are empowering their employees to be more open to change. By being involved, they are also given the opportunity to implement appropriate reward systems and improve communication among themselves and their subordinates (Mazzorol, 2003). . In a study conducted by Bacon et al. (1998), wherein 229 SMEs were studied, it has been found that companies are more dynamic when it comes to incorporating new approaches with regards to human resource management. One of the reasons for this was because of internal management development. Based on the study, communication amongst members of small companies are (more often than not) more direct and the performance exhibited by the employees are more immediate. It was therefore concluded that the involvement of management towards the activities carried out by the company remain to be an important factor towards the company’s success. According to Noble (1997), smaller companies invest in far less training programs as compared to other companies. Most of the time, SMEs cannot afford to invest in activities for their employees that focus on development because less time away from work could prove to be detrimental towards the company’s production levels. Thus, it seems that finding and retaining staff members who are skilled is a huge problem for a lot of SMEs. It has been mentioned by the DfEE/ DTZ Pieda Consulting (1998) that training programs are usually established in order to address certain needs required by the company in order to achieve success. The first is to improve the communication skills of managers so that they can easily communicate with their subordinates. Training programs are also intended for the employees to be more flexible (especially when it comes to responding to the needs of customers). Through such programs, managers are also able to get a good grasp of understanding core managerial skills. In SMEs, training programs are also helpful in training employees who are below managerial levels in a manner that prepares them for future promotion to higher positions within the company. The Involvement of Senior Management There are some research studies that have found out that the involvement and the commitment of senior management has resulted in the production of products that are of high quality. In addition, the services being produced by the company can also be said to be of high quality despite the differences between the work churned out by the members of the company. In addition, senior management involvement in company activities has been considered to be an important factor towards contributing to the total quality management (TQM) of the company, and the involvement of senior managers is important towards determining how successful their company’s TQM is. There are a number of reasons for this, one of them being the change in behaviours that are exhibited by the employees due to the example that they observe from their leaders. In other words, by being involved in company activities and processes, the leaders themselves serve as a model for the employees, and the employees tend to adjust their behaviours in a manner that mimics their leaders (Coates, 1996) In SMEs (small and medium enterprises), being able to participate in company activities significantly contributes towards the success of the company. When it comes to training, the participation of the senior management may actually encourage the employees to take their training sessions even more seriously and they would be more disciplined when it comes to learning what is being taught. In addition, the senior managers would also be able to pick up new knowledge and new skills from the training sessions, and they would also be able to have the chance to communicate with their employees. The employees, in turn, would be able to talk to their senior managers directly wherein they can discuss their concerns and their suggestions for the benefit of the company as a whole. It must be considered that the information provided by an employee could prove to be priceless for the manager since he/she can actually use such information in order to implement development strategies for the company (Robinson & Robinson, 1989). Another study conducted by (Johnson & Gubbins, 1992). has shown that when senior managers participate in training sessions held by the company, the organizational commitment of the employees increases, and the volume of sales also increases. These two results are positive and help towards the overall development of the company. There are a number of ways in which a senior manager can participate in training programs. First, since training programs need money in order to operate, there is a need for senior managers to also fund the program. They would also need to be involved in the planning process just before a training program is launched. Furthermore, they should be able to also be present during the training period so that they can monitor the activities that go on throughout the program and the progress of the trainees (Carliner, 2004). Research studies have also shown that the more managers are actively involved in the training program and the more that they are physically present all throughout the program, the trainees would be able to take learning seriously (Johnson, 2000). According to Isaac et al. (2001) encouraging and motivating employees with regards to their work ethic is not such an easy task. It requires managers to design appraisal systems that are effective. On the other hand, the employees themselves have a part to play in showing their senior management that they are committed towards contributing to the organization’s objectives and helping the company reach its desired goals. Training programs should therefore also include ways in which the senior managers can effectively manage their workforce. According to Boswell & Boudreau (2000), performance appraisal systems are intended to promote organizational productivity by encouraging feedback from employees with regards to how the organization can effectively improve its operations and services and by relating rewards to boosting performance levels. By linking rewards to performance, organizations can actually raise the performance levels of employees who perform poorly while maintaining the performance levels of employees who work well (Rynes et al., 2005). A study conducted by Hyde (2005) has shown that providing higher salaries for employees does not successfully improve their performance as most would assume. There are a number of reasons for this. According to other researchers, such as Perry (2003) and Trahant & Yearout (2005), providing financial rewards for employees may be inadequate (based on the opinion of the employees themselves). There may also be a lack of incentives for the senior managers, who are the ones responsible for implementing performance appraisal systems and being even more involved with organization activities and programs. There are two types of motivated employees. These are: 1) intrinsically motivated employees and 2) extrinsically motivated employees. Intrinsically motivated employees refer to those who work and are satisfied based on the labor that they produce. According to Hackman & Oldham (1980), workers who are intrinsically motivated are able to gain ‘meaningfulness’ from the work that they do. They are also able to experience responsibility from the results of their work and they should also be able to know the actual results of the work that they do. It has been advised by Hackman & Oldham (1980) that in order for companies to produce desired performance outcomes and success, there is a need for companies to restructure work in such a manner so that employees are intrinsically motivated. This can only be achieved if the employees are able to exhibit a wider range of skills, are able to identify well with the task at hand, and are able to comprehend the significance of the work being done. This way, the employee would be able to appreciate the meaningfulness of the task. In addition, autonomy increases experienced responsibility, and the feedback being provided to the employee allows the employee to know the significance of the results produced. Performance appraisal systems is one effective manner in which managers can provide feedback to their employees, without being too direct on the matter. Extrinsically motivated employees, on the other hand, work in order to attain a certain goal aside from the work being done. For instance, while intrinsically motivated employees are more concerned about delivering the results that are expected of them, extrinsically motivated employees are more concerned about what they can achieve from working hard. These may come in the form of rewards such as promotions and financial benefits (Cameron & Pierce, 2002). There are a number of ways in which companies can provide rewards in order to motivate employees. These include increases in salaries, being promoted to a higher position, improving working conditions and providing fringe benefits (Kellogh, 2002). However, other researchers feel that investing in encouraging intrinsic motivation is even more important. This is because employees who are intrinsically motivated are the ones who are more likely to self-motivate themselves and inform themselves about the success of the work done. Although increasing salaries may not successfully motivate employees as companies would assume, they are however, important motivators. This is because for some employees, financial rewards are not that significant. They are driven to work harder for other benefits and incentives. Thus, there is a need for managers to carefully determine and assess the needs and wants of their employees first. Communication between both the senior management and the subordinates within the organization is therefore necessary (Eisenberger & Cameron, 1996). The Concept of Transfer Learning Hay (1992) stresses that training programs would only be successful if it garners the support of its management. In fact, managerial support is so important because it influences the success or the failure of training programs. In order to make sure that the training program would not be a waste, it is important for senior managers to make use of what is being taught during the training program and apply it in the workplace. The senior manager should also serve as the example, and should communicate with the employees on how best they can carry out effective work habits to bring about success. In classrooms, cooperative learning models are implemented, and this refers to utilizing collaborative learning wherein incentives are provided to individual students or groups of students in order to motivate the student to take learning seriously (). Thus, based on this, cooperative learning encourages the coordination of group effort. (Salas et al., 2000) In the workplace however, measuring how effective the transfer of learning is requires finding out how the new information being taught, in addition to the skills and attitudes learned during the training session is effectively applied in the workplace. In other words, managers have to monitor whether their employees are exhibiting progress and whether they have successfully incorporated what they have learned towards their job. If the employees show no progress, then managers can conclude that transfer of learning has not been successful. This is because if employees are not able to apply what they have learnt, then the company would have wasted money, time and effort in executing the training programs (Argentini & Forman, 2002). According to (Robinson & Robinson, 1989) in order for transfer of learning to take place successfully, there is a need for the environment (including all elements) that was used during the training period and after the training period has been accomplished. Thus, anything learnt from the training session shall only be transferred to the workplace if the employee can see similarities between the situation that occurred inside the training room and outside of it. Thus, if the company wants to encourage employees to exhibit desirable outcomes, then it should implement environments in the workplace that mimic the one encountered by the employees during their training session. Conclusion Through this study, the researcher has presented the various ways in which managers and employees can benefit through the active participation and involvement of senior managers in company training programs. It is easy to assume that requiring all employees to undergo training will immediately contribute towards the organization’s success. However, according to Kirkpatrick (1967), measuring the effectiveness of training programs is not that easy. Factors that are under the control of employees (such as the desire to learn, behaviours and attitudes exhibited and the ability to exhibit what has been learned after the training period). On the other hand, there are also factors that are not under the control of employees but are under the control of the management. This is why senior managers must be actively involved in such programs because this allows them the opportunity to control what is being taught to the trainees. The manager must make sure that whatever is being taught actually produces results, and this can only be done if he/she is involved in the program from the investment stage, the planning stage and the period after the training session (Cohen et al., 1996). The researcher feels that the problem with most companies, regardless of their size, is that managers fail to place value in their involvement. Apparently, from the information presented in this literature review, by being actively involved in activities and programs within the organization, senior managers and employees are actually closer towards satisfying organizational objectives and achieving their desired goals. References Alliger, G. M., Tannenbaum, S. I., Bennett, W., Traver, H., & Shotland, A. (1997) . A meta-analysis of the relations among training criteria. 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