How Training in Organizations Boosts Productivity - Research Paper Example

 How Training in Organizations Boosts Productivity Training realms within an organization help the employees to grow at a quick pace. They become skilled with capacities which were unexplored in the past, and hence find out their true potential through commitment to learn something new, not only for their own selves but also for the sake of the organization. Productivity is therefore linked very closely with how training is imparted within these organizations. If productivity is low, it is because the employees have no know-how about what they are doing, and what they really want to achieve at the end of the day. They have essentially no idea how to tackle problems within the domains of their workplace and how to bring about a sense of sanity within their very ranks. Training is imparted for the sake of the employees so that they can become acquainted with the changing norms and be at par with the times that are shaping up the future of the organization (Sims 1998). At times, training is also substituted for mentoring and coaching within a number of companies. These are new terms with more or less similar attributes; however all of these have the same roles and responsibilities if seen from a proper context. What training really does however is to create a sense of trust within the employees that their organization believes in them immensely and wants to give its best so that they develop and create their own market in the coming times. The ulterior objective however remains that the organization must grow with the assistance of these very employees who have been trained in a proper way. When individuals receive proper training at the hands of their employers, the organization asks of them to display professionalism within their realms so that the organizations could improve their working basis and help move ahead in the changing competitive times. The organizations usually ask their employees to fill in bonds so that they can work for a long period of time, and give in their best towards the skill development domains of the other employees at the workplace, not to forget the overall profits which would pour in once success will eventually be attained. Training is indeed very beneficial for the sake of the individual, but more than anything else, it is important for the organization under consideration because it will receive quite a fair amount of benefit in the long run. This is what productivity is in essence and must be understood within the proper contexts (Truss 1999). What this essentially suggests is the fact that productivity will take care of the organization if training has been imparted in a manner which is close to one’s understanding levels, and when employees are at home with the upgrade within their skill sets. It is pertinent to know that employees should have a knack to grow their own selves and take care of their own shortcomings more than thinking whether or not they would have to work harder. What is most important is that this grooming will shape up their course of action, and make them stand head and shoulders with the rest. When it comes to finding the mesh between efficiency and effectiveness of the organizational tasks and processes, what is most important is to gauge the productivity through a number of different steps. If the employees are dedicating more man-hours at the workplace and the organization is bringing in profits by the day, this would surely mean that a lot of success is being achieved already and that productivity is certainly doing the rounds of the business. However, on the flip side of the coin, this could mean much worse as well. If the organization is unable to come to terms with its own self, and has serious issues with the productivity levels of the employees, then this would mean that there is something terribly wrong with the business, and much needs to be done in a quick way. It is always good for an organization to keep on analyzing how things will be carried out and how processes would see the light of the day in the wake of the training that has been imparted to the employees (Schuler 2004). What is most significant here is a realization on the part of the employees that since they have been given the training that they essentially required, now it is their ultimate and foremost duty to ensure that they remain loyal to the organization for which they work, as well as showcase their developed talents and skills in an able manner. One should believe that such discussions are filled with ‘what-if’ questions, and hence it is always good to explore a number of options and pathways before moving ahead any further. If training is intensive, it works both positively as well as negatively for the sake of the organization and indeed its own employees. What this suggests is that the employees must be thrust upon training which is meaningful and relevant. If the same does not come about in a free-flowing and natural way, there are bound to be serious issues for the employees who could thus bring about problems for the organization itself. No organization would like to see its employees being treated in a very shabby way and if the organization believes that its employees are being ill-treated at the training regimes or not being trained well, it is always a good practice to discontinue such a training module or session. The relevance aspect has a great amount of essence here because it touches quite a few tangents and that too for all the right reasons. Training does bring in the required results if one tries to understand the same within the proper contexts (Kraiger 2002). Since training is rigorous under some circumstances, it is a good omen if the employees take all the training regimes in a very positive way. If they turn bland and do not believe in how this training would bring in the desired results, it would not serve the purpose of having any training in the first place. Thus it is always a good initiative for the organizational heads and top management to properly find out what kind of training is being designed and ultimately given to the employees under consideration. Training within organizations does solve quite a few lingering issues. It creates room for improvement and allows the employees to feel at par with some of the best industry professionals. Their horizon opens up and they start to comprehend new meanings within their professional skill sets. If employees are loyal to their working regimes and believe in enhancing their skills and capacities, it would be good to explore their basis through working hand in hand with the top level management and thus asking them to allow them to train. Similar patterns can also be seen within the coaching and mentoring perspectives where employees are told about their shortcoming and all-out efforts are made to plug the gaps between the good and the bad points that an employee has within his personality and professional domains. The need is to move ahead and be one notch above the others since this is a world of competition, and only those employees who know how to strike big quickly will only survive in this rat race. The egoistic and similar other issues which might arise within the personalities of the employees should be taken care of by the human resources management department, as there is a definitive role for one and all to succeed with the help of these training, coaching and mentoring processes in place (Miller 1994). Moving ahead with the changing times is very significant since it helps solve quite a few issues and tackle problems in a head on manner. If these perspectives are cleared, one can be sure that training within an organizational domain would bring in the much wanted results and the employees would cash in on the productivity discussions which are making the rounds of the organizations and more so the different industries within the trading and commerce businesses. In the end, it would be adequately sound to suggest that training is the force through which employees can change their working basis. They can bank upon training to give them the required dose to improve their own selves, bring sanity within the relevant ranks, and find out where they are lacking within their professional realms. The need is to remain positive all this while so that the training processes and activities will manifest significant growth and that the organization will achieve immense productivity patterns in the times to come. Productivity remains the buzzword here for a number of different reasons, most important of which is the understanding that it will deliver results and ask the employees to give in their best no matter how trying or tough the circumstances turn out to be at the end. All said and done, there is a definitive requirement to set things right within the domains of the employees and this can only start when they believe in the advantages that training brings with it. This is a vital cog in the wheel of any organization and should be treated as such. References Kraiger, K. (2002). Creating, Implementing, and Managing Effective Training and Development: State-Of-The-Art Lessons for Practice. Jossey-Bass Miller, E. (1994). Diversity and Its Management: Training Managers for Cultural Competence within the Organization. Management Quarterly, Vol. 35 Schuler, R. (2004). International Human Resource Management: Policies & Practices for the Global Enterprise. Routledge Sims, R. (1998). Reinventing Training and Development. Quorum Books Truss, C. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press Read More