Introduction
Organizations
improved capabilities, knowledge and skills of talented employees
proved to be a major source of competitive advantage in global market
(McKinsey, 2006). Hence, training is delivered by organization or an
external services. Training is a type of activity which is planned,
systematic and it results in enhanced level of skill, knowledge and
competency that are necessary to perform work effectively (Gordon,
1992). Training as the systematic application of formal processes to
impart knowledge and help employees to acquire require skills for
them to perform employee jobs satisfactorily (Armstrong, 2012).
Employee
development activities are very important for employees, as the
activities are performed, it indicates that organization cares about
employees and wants them to develop (Elena, 2000). Training and
development is increased employee performance, that training and
development is an important activity improves the performance of the
organization (Ahmad and Siraj-ud-din, 2009). When an employee
learning developed by the individual through experience. Employee
development depends upon the individual employee whether employee is
willing to participate or not. Employee development also depends upon
the organization culture, attitude of top management, and limited
opportunities of promotion (Elena, 2000; Antonacopoulou, 1996).
Training and development program is a responsibility of the
organizations to provide opportunities to employees but individual
should take initiative to use those opportunities for their
betterment of their future career (Garger, 1999).
As
a Kolb's Learning Cycle there's a four stages of effective of
learning in an employee individual progresses. (1)
having a concrete experience followed by (2) observation of and
reflection on that experience which leads to (3) the formation of
abstract concepts (analysis) and generalizations (conclusions) which
are then (4) used to test hypothesis in future situations, resulting
in new experiences.
Figure 01: Kolb's Learning Cycle
(Source: Saul, 2017)
Experience
Experience
in a leading Software Company, they have given technical, new tools,
new language and process training for their employees. Company is
provided various training session for employees to develop their
carrier and shaping their knowledge. After training sessions
employees could be able to use their gained knowledge to develop
innovative software product and carter to future markets.
Reflective
Observation
The
Organization is started new product development can be used new
technology for developments. Setup a team with having technology
savvy and assign them to development task. Employee who had the
training they can include innovative software developments. Some
employees are naturally good at reflection. Some of them are train
themselves to be more deliberate about reviewing their experiences
and recording them. Finally releasing new product to organization or
market.
The
formation of abstract concepts
After
developed new product, employee lean by experience and they can teach
others as well. All staff exchange their experience and knowledge
with their teams and apply for existing product.
Active
experimentation
After
learn from trainings employee apply those techniques in to new
product and use knowledge in to future developments.
1.
Benefit of the Effective of Learning and Training for Employees
Organization
and employees derive many benefits from training and development
programs.
1.1
Individual employee benefits
1.1.1
Improve career abilities
Employees
learn the soft and technical skills as required by individuals’
jobs. In last 30 years unemployment is at lowest rates which is not
beneficial for the workers to start new job, if opportunities for
growth are fewer (Dobbs, 2000). Fresh university graduates mostly
considering for a steady which provides qualifier training programs
to the employees, but this idea is risky for organizations to lose
fresh trained employees with couple of years (Feldman 2000).
Furthermore, helping employees to improve their skills and knowledge
to cope with the future requirements, lead to job satisfaction.
1.1.2
Employee Satisfaction
Happy
employees are extremely important because they represent the company
to the public. Satisfaction, however, is not linked solely to
compensation. Sure, a raise or benefits will probably improve
employee contentment, at least temporarily, but small, inexpensive
changes can have a long-term impact. Organizations which are willing
to spend money on their employees, give value to work with those
organizations, even though that investment eventually benefits the
organization (Inc.com, 2018)
.Organizations which are providing the training and development
programs for their employees are achieving high level of employee
satisfaction and low attrition (Wagner 2000). Training and
development increase organization’s reliability for reason that
employees recognize their organization is valuing in employee's
future career (Rosenwald, 2000).
1.1.3
Employee Performance.
Employee
Performance is an employee productivity and output as a result of
employee improvement. It goes without saying that the success of your
company largely depends on how well employees perform their tasks. We
would not be the first company to struggle with defining what that
looks like. Employee performance will finally affect the
organizational effectiveness. Training effects on behavior of
employees and their working skills which effected in enhanced
employee performance and further creative changes (Satterfield and
Hughes 2007) that serves as increase worker performance (Kraiger
2002). During an analysis concerning performance in India, Barber
(2004) originates that on-the-job training headed to superior novelty
and inherent skills. Professional and technical skills are very
essential for the employees to perform a job in an effective way.
Providing training opportunities to employees can better the
performance of the employees.
1.2
Organizational benefits
1.2.1
Market Growth
Employee
learning and training programs are important for any organization to
stay competitive in the market. Though it is costly for the
organization to spend the money on their employees but this
investment is positive for the organizations to hold the place in the
market. American Society for Training and Development mentioned two
motives that are significant for employee’s knowledge, first
employees identify the worth of training and marketable by
organization and second CEOs of the companies understand that how
fast information is transferring in current business environment
(Fenn, 1999). Organizations are required to develop and maintain such
learning and development environment for employees that expand the
knowledge of organization and competitive ability. (Greengard, 2000)
1.2.2.
Organizational Performance
Training
has been defined as primarily contributing factor to the
organizational effectiveness (Schuler and MacMillan, 1984).
Consideration on this topic recommends that investment in learning
and training development program can be justified by the impact it
creates to developed individual and organizational effectiveness
(Bartel, 2000)
1.2.3.
Employee Retention
Employee
retention is a challenging notion and there is no particular method
to retain employees with the organization. Right away, we've faced a
number of challenges to tackle on top of our daily responsibilities.
Not only do we have to find a replacement for such a talented team
member, skilled professionals are in high demand, as they are today
.But you also have to consider the impact this departure will have on
the rest of staff in an organization.
Whenever
someone walks out the door, people notice. Some will even start
wondering if they should start looking for a new job, too. That's why
employee retention and employee job satisfaction should be high on
every organization's list of priorities, and why creating effective
retention strategies to decrease turnover should be one of
management's most important jobs. Read on for our tips on building
strategies that are right for your company. Several organizations
have revealed that one of the characteristic that help to retain
employee is to offer them opportunities for improving their learning
(Logan 2000). Thus, it has confirmed that there is strong
relationship between employee training and development, and employee
retention (Rosenwald 2000).
2.
Research in Effective of Learning and Training for Employees
Reviewing
of various studies following are areas of interest
•
To investigate the importance of training.
•
To identify the importance of employee performance.
•
To investigate the relationship between Training and employee
performance.
In
the fast changing world of business and environmental uncertainty,
organizations realize its disadvantage of dealing with new challenges
(Tai, 2006). However further states that the organization should
invest in training programs to make their employees competent enough
to face uncertainties and take effective decision in time, in order
to remain competitive in the market. Effective training is beneficial
for the organization in variety of ways, such as, it plays a vital
role in building and maintaining capabilities, both on individual and
organizational level, and thus participates in the process of
organizational change (Valle, 2000).Furthermore, it indicates the
organization's long-term commitment towards its employees and
increases the employee’s motivational level (Pfeffer, 1994). All
these contributions lead to an achieving competitive benefit
(Youndtet al., 1996) and to an improvement in employee performance
and organizational productivity (Bartel, 1994; Delery and Doty,
1996).
Training
Effective
of learning and training programs target at employees' performance.
Training refers to improve the gap between the current performance
and the desired performance.
Employee
performances
Many
other research work on productivity of worker highlighted the fact
that employees who are satisfied with their job will have higher job
performance, and job retention, than those who are not happy with
their jobs (Landy, 1985) Furthermore, it is stated that employees are
more likely to leave if they are not satisfied and hence demotivated.
Employee performance is higher in happy and satisfied employees and
the management finds it easy to motivate high performers to achieve
organization targets. (Kinicki and Kreitner, 2007). The employee
could be only satisfied when they feel themselves qualified to
perform their jobs, which is achieved through effective training
programs.
The
relationship between training and employee performance.
Most
of the previous studies provides the evidence that there is a strong
positive relationship between human resource management practices and
organizational performance. (Purcell, 2003). According to Guest
(1997) mentioned in his study that training and development programs,
as one of the essential human resource management practice,
positively affects the quality of the workers knowledge, skills and
capability and thus results in higher employee performance on job.
This relation ultimately contributes to better organizational
performance. Training has the distinct role in the achievement of an
organizational goal by incorporating the interests of organization
and the workforce (Stone R J. Human Resource Management, 2002).
Training is the most significant factor in the business world because
training increases the efficiency and the effectiveness of both
employees and the organization. The employee performance depends on
various factors. But the most important factor of employee
performance is training (Ghafoor, 2011).
3.
Drawbacks of ineffective training programs
Learning
and training for employee are essential for any business, employers
should consider potential drawbacks that training employees can have
on the company, existing staff and bottom line. Companies can use a
several of ways to train employees, such as on-the-job training or
classroom training. Selecting a training method, employer facing the
advantages and disadvantage of the training and development.
3.1
Advantages of training employee
3.1.1
Employee turnover rate.
The training has a potential to change the
turnover thoughts and is an important factor that helps in
originating the intentions of turnover (Eva Kyndt et al, 2009). Those
employees that are highly committed to the organization have lower
turnover thoughts. Trainings basically bring association between
commitment and retention (Danlami Sani Abdul kadir et al, 2012). has
considered training as an investment, organization bears the whole
expenditures of training employees which eventually act as an
investor and expect a return in the form of commitment and retention
from employees. Trainings elevate commitment and retention rate, when
employees consider it as investment and force them to offer a return
to the organization. Alexandros Sahinidis and Bouris (2007) Training
is a long term investment in the skills of employees. Training is not
a tool to polish current skills of employees but to prepare employees
for future impacts from competitive forces. This kind of training
boosts the commitment and employees think that organization is
opening doors to our success. This sense eliminates the thoughts of
intentions to quit from employees mind and force them to retain.
Fheili (2007) has stated that employee turnover is a major human
capital risk for an organization, which needs to be catered.
Organizations that provide trainings which are specific in nature
applied only to the specific work within the organization that makes
the employees specialists not generalists. By doing this Organization
limits the employment opportunities and leads to the development of
committed employees and will eventually affect retention rate.
3.1.2
Reduce long-term staffing cost
When
employees having better training, then the company can improve
productivity and the bottom line. Training new employees, company
have to pay for more initial training costs. Effective learning and
training allows employer to lower companies long-term staffing cost
because of the satisfied employees are less to looking for new
employments (
Gaille, 2016 ; Lionbridge, 2014).
3.1.3
Increasing product knowledge
If
employees have better product and technology awareness, productivity
could be increased and further to do constructive changes
(Satterfield and Hughes, 2007). Employees share their product
knowledge and experience with others, then performed employee could
be in better position in the company (Kraiger, 2002). And they would
have good job satisfaction.
3.1.4
Working with team
When
employees training together it’s create a common goal and vision.
All employees work to common goal have created relationships that are
necessary for a team to co-exist in a meaningful way. An effective
training programs train employee to properly do their job, this
builds relationship among the team (Gaille,
2016 ; Lionbridge, 2014).
3.2
Disadvantages of training an employee
3.2.1
Training Cost
Today most of the organizations have built
up different programs for the training and development of their
employees. Generally companies offered education reimbursement
package to their employees so that they can improve their knowledge
and education. It has been found by the Corporate University that
almost 10 percent of employees are entitled for this benefit
(Rosenwald, 2000). It is most expensive method of developing
employee’s skill and knowledge in present situation. As a result,
many organizations conduct in-house training programs for their
employees that are more beneficial and cheap. Training section of the
organizations attempts to concentrate on particular job proficiency
whereas the corporate department is positive with an additional
strategic approach. Training and development program is a planned
education component and with exceptional method for sharing the
culture of the organization, which moves from one job skills to
understand the workplace skill, developing leadership, innovative
thinking and problem resolving (Meister, 1998). Employee development
programs includes a variety of teaching technique, schedule, and
helping learning environment that ensure employee to improve their
skills and later apply on their jobs (Gerbamn, 2000).
3.2.2
Compositors take skills
If
the organization spend money to train a new employee and new member
resign to join for a competitor, then the organization has spent
money for competitor. The employee can join any other company with
new skills and technology. Employees career development should be
established on bright career path which employee can easily accept
and gave it worth (Nunn 2000).
3.2.3
Increased Stress
Many
organizations offer continuous training to their employees.
Generally, continuous training is a good idea as it keeps employees
up to date on new trends and also keeps them knowledgeable in their
particular area of work. However, companies go overboard by requiring
their employees to complete an unrealistic number of hours of ongoing
training. This level of over-training can become very stressful to
the employee over time. And when employees are stressed, job
performance goes down.
4.
Organizational learning and training
Organizational
learning has been defined as a process of ‘cordinated systems
change, with mechanisms built in for individuals and groups to
access, build and use organizational memory, structure and culture to
develop long term organizational capacity’ (Marsick,1994)
Furthermore Reynolds (2004) has described a
learning culture as a ‘growth medium’ which will ‘encourage
employees to commit to a range of positive discretionary behaviors,
including learning’, and which has the following characteristics:
empowerment not supervision, self-managed learning not instruction,
long-term capacity building, not short-term fixes. As Reynolds
(2004) suggested that to create a learning culture it is necessary to
develop organizational practices that raise commitment amongst
employees and ‘give employees a sense of purpose in the workplace,
grant employees opportunities to act upon their commitment, and offer
practical support to learning’. The idea of a learning culture is
associated with that of the learning organization
(Reynolds, 2004).
5. Conclusion and recommendation
6. Recommendation
Model
should be developed by involvement of group of expert persons, HR
professionals, specific department heads that needs training,
trainers (if they hire earlier or select from within the
organization) and trainees also to avoid any future conflict.
Disciplined
environment must be given for implementation of training.
Evaluation of training should be conducted
at the spot right after closing the training program by taking
feedback from both trainer and trainees along with the evaluation
conducted at workplaces.
Our proposed conceptual model is practical
in usage because it facilitates the process of learning by making
the content easy to understand, which provides the participants more
alternatives to enhance their skills for the betterment of their
careers.
7.
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