Types of Training & Development and Role of T&D in organizations

Types of Training & Development

Different organizations use different training and development techniques according to the needs of their employees and also matching to their mission achievement. It then depends on the organization’s philosophy that whether to outsource training or develop its own trainers and training initiatives. (Nelson, et.al, 1995).

Several types of employee training have been given by Dessler (2005) and Dessler & Varkkey (2010) that are as under:

Moreover there are several development techniques as well including: Job enlargement & Job rotation, Formal education, Temporary assignments and Voluntary projects, Executive coaching & Mentorship, Role plays, Behavior modeling, Management games and In-house development exercises (Noe, 2008; Dessler, 2005). Given these various types of training and development, Saleem et al., (2011), in their study, have mentioned different dimensions for designing training programs as: training about customer service, training on safety techniques, training on varied technical & computer operating skills, diversity training, training about the quality programs, and training on ethics, communication, & work relationship skills (Imran, M. & Tanveer, A., 2015).

Role of Training & Development in Organizations

Productivity certainly increased due to the enhanced performance of the workers attending various training programs (Imran, M.& Tanveer, A., 2015). So, there is no question in it that T & D uplifts both the employee work performance and organizational productivity but together with this while designing training and development programs it must be kept in the strategic purposes of training to generate creative thinking and innovativeness (Leiter, M.P. & Maslach, C., 2005).

These will then strengthen the organization’s knowledge base enabling it to establish a competitive advantage. Training and development also makes ways for employees to take an active part in the decision making process (Vemic, 2007). Moreover, Saleem et al., (2011) have proposed that continuous training caters for bringing employees’ motivation, confidence, their general behavior, and self esteem up. Similarly, they are of the view that it is T & D that increase employees’ satisfaction towards their job, improves their work efficiency, and gives return on investment (ROI) in terms of making the employees more knowledgeable, skilled, and productive. It also makes them more loyal, committed, and contributing to the organization. Batool & Batool (2012) also support this view that job satisfaction, confidence on self, and sense of self worth is given a boost up among the employees through training.

Saleem et al., (2012) have put forward the benefits of T & D as improvement in human, theoretical, & managerial competencies, enhanced skills, work efficiency, knowledge, mind-set & punctuality (including be on time and less absenteeism), expertise in operating technology and handling machines with reduced wastage, and also decreased level of skill obsolescence. So, training is and should be meant to enhance the skills and performance level of employees in all ways (Obisi, 2011).

The central role of T & D in bringing transformational reforms to the organizational strength and capabilities in terms of making the employees competent, hence, gets proven. In the words of Glaveli & Karassavidou (2011), it is the human resource that acts as a multiplicative factor for putting the organization on the track of victory. Although each of the HR practices is vital at its place in supporting the advancement of its workforce but training plays the most vital role of all in developing an organization’s leveraging factor for progress i.e. its human asset (Imran, M.& Tanveer, A., 2015).

 The positive outlook of the job gained through training and development generates feelings of loyalty in the employees who then perform well in terms of serving the customers better. Hence, training promotes loyalty that in turn stimulates to perform up to the mark. Better performance of employees is significant as according to Khan et al., (2011), employee performance drives performance of the organization.

List of References

Batool, A. and Batool, B., 2012. Effects of employees training on the organizational competitive advantage: Empirical study of Private Sector of Islamabad, Pakistan. Far east journal of psychology and business, 6(5), pp.59-72.

Dessler, G., 2013. Fundamentals of human resource management. Pearson.

Glaveli, N. and Karassavidou, E., 2011. Exploring a possible route through which training affects organizational performance: the case of a Greek bank. The International Journal of Human Resource Management, 22(14), pp.2892-2923.

Imran, M. and Tanveer, A., 2015. Impact of training & development on employees’ performance in banks of pakistan. European journal of training and development studies, 3(1), pp.22-44.

Khan, R.A.G., Khan, F.A. and Khan, M.A., 2011. Impact of training and development on organizational performance. Global journal of management and business research, 11(7).

Leiter, M.P. and Maslach, C., 2005. Banishing burnout: Six strategies for improving your relationship with work. John Wiley & Sons.

Nelson, R.R., Whitener, E.M. and Philcox, H.H., 1995. The assessment of end-user training needs. Communications of the ACM, 38(7), pp.27-39.

Obisi, C., 2011. Employee performance appraisal and its implication for individual and organizational growth. Australian Journal of Business and Management Research, 1(9), p.92.

Saleem, N. and Bhatti, H.N., 2011. Adsorptive removal and recovery of U (VI) by citrus waste biomass. Bioresources, 6(3), pp.2522-2538.

Vemić, J., 2007. Employee training and development and the learning organization. Facta universitatis-series: Economics and Organization, 4(2), pp.209-216