The Relationship between Training & Development and Motivation and Organizational Performance.
Khan et al. (2011) disclosed that training design has a constructive result on organizational performance. Additionally, Thang et al. (2008) revealed that training could guide to increase in sales.
Furthermore, training assists to upgrade the productivity of a manufacturing company. Ramazai and Jergeas (2015) clarified that training and education establishment can prepare and teach project managers for the future by evaluating project management development. Moreover, Enshassi and Burgess (1990) stated the seriousness of training for construction site managers who are engaged with multicultural workers in the Middle East. While Detsimas et al. (2016) proposed that workplace training has a significant impact on job growth.Rui et al. (2015) described that the performance of employees always depends on the training program provided by the managers. Additionally, training program can increase the effectiveness and the productivity of the employees. Barker and Ingram (2011) showed that Employees skills are directly Influence Company’s performance, and allow the company to maintain its competitive edge.
There are many elements that impact the performance of employees, such as pay and bonuses, fringe benefits, recognition, working conditions, empowerment, employee feelings towards work, communication style, flexibility of working hours and Job expansion (Ruge ,2012; Chung, 2013).
Gregory (2008) and Bhatt (2011) stated that when an employee is motivated, he or she become more productive and this guide to cost savings. The motivated employee is more engaged to the company and to the customer. The outcome of that is an effective organization performance and organization income expands. Similarly, Farhanabanana (2013) revealed that the factors of motivation play a major role in enhancing employee job satisfaction. This will lead in improving work performance. Additionally, Matsie (2008) indicated that if the company requires to stay competitive it is compulsory to motivate their employees. While Lubuva (2008) revealed that poor motivation, not- auxiliary working environment and low pay are the main problems that prevent the public organization work efficiently.
Further Manzoor (2012) found a positive connection between employee motivation and organizational effectiveness.
Employee Performance and Training and Development Activities
Nowadays, the relationship between the organization and the employee has changed. A greater importance is attached to the value of individuals and the team contributions, to find productive business solutions which play major role towards successful organizational performance.
The employee is observe as a ‘learning customer’, bringing personal preferences and motivation to the workplace, and thereby displaying innovation in his managerial skills. There are positive relationships between training and development strategies and organizational performances; and job satisfaction, competitive advantage and measured performances are the crucial levers to achieve employee’s better performance.
Performance orientation was included as major association in training, in a number of studies ( Aycan 2003; House et al. 2004; Javidan 2004). In the event of learning organizations, training has been linked to both corporate strategy and organizational performance .Training must be aligned to organizational strategy to result in high performance (Delery and Doty 1996). The strategic endorsement of training facilitates organizations to examine and carry out useful internal and external scanning of their work environments (Lyles, Baird, Orris and Kuratko 1993) , understandably defined vision/mission statements and organizational strategies are part of the strategic planning process which contributes towards the development of particular functional strategies required to achieve business objectives. Strategy formulation is important in the development of HR strategies needed to captivate and keep the human capital required for gaining competitive advantage (Poole and Jenkins 1996).
List of References
Abraham, O.A., 2019. Factors Influencing Motivation and How it Affects Employee Performance. IRE Journals, 3(2), pp.702-713.
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ReplyDeleteNěmečková, (2017) argues employee motivation is a key element of retaining employees, as human capital is the success of an organization, this may also be the considerable differentiator the organization has over its competitors and it may also become the desirable decisive advantage.
ReplyDeleteOrganizational success is dependent on members being motivated to use their full talents and abilities, and manage to perform well in the organization.
DeleteAccording to Mullins (2005), a major international study by Proud foot Consulting revealed that, the most important reason for productivity loss was poor confidence.
Training is a systematic improvement of the knowledge, talents and attitudes required through an employee to carry out appropriately for a given project or task (Armstrong, 2001). The main objective of training is to make sure the availability of a skilled and willing employee for the organization goal (Kulkarni, 2013).
ReplyDeleteA frequently used formula know as skill-and-will model, elaborates suggests that ability and motivation as two main factors that directly imact employee performance where the correlation is explanied using the formula ‘Performance =ability x motivation’ (Steven Lattimore Mcshane and Ann 2010).
ReplyDeleteMotivated employees are self-driven and independent than those less innate motivated (e.g. Ryan & Deci, 2000;Thomas, 2002), which suggests that employees are more responsible for ensuring necessary levels of skills and abilities, therefore, respond more positively to training
Deleteopportunities. Moreover, because innate motivated employees are more engaged and involved with their jobs (e.g. Guay et al., 2000; Vansteenkiste et al., 2007)