Employee Training and Development Practices contribute to Organization Success

The process of acquiring or transferring the knowledge, skills, and abilities needed to complete particular activities is referred to as training and development procedures. In order for an organization to proceed toward the anticipated goals and objectives, it needs to have personnel who have access to training. As a result of this organizational strategy, there is an improvement in performance and competitiveness. This is because staff development and training is frequently a strategic approach. For corporations to meet their challenges, it is imperative to engage in wide range of training actions of workers to foster knowledge acquisition and sharing to improve the customer services and business horizon. At the same time, it focuses on the development of employees' careers developments which in turn expanding organizational effectiveness. More specifically, globalization has increased demand for firms to improve their competitiveness which largely dependent on employee training and development practices. Most importantly, training and development practices improve organizations' productivity and overall profitability, allowing them to retain the employee, and enable individuals to adapt to the challenging and ever-changing business technology and environment allowing them to perform better. It also results in improved employee and customer satisfaction, allow companies to attract new talents and eliminate weaknesses among staff members.
How Employee Training and development practices contribute to Organizational Success
Employee training and development practices result in financial benefits to the organizations due to improved productivity and overall profitability. A literature review conducted by Aguinis and Kraiger (2009) indicate that certain types of training, for example, in-house are often positively related to various dimensions of profitability and organizational effectiveness. In particular, training programs confer such benefits because they are oriented toward human capital development which is directed related to the customer, employee and stakeholder satisfaction. According to the source, 4.6% of the variance of financial performance in many companies can be explained by training (Aguinis and Kraiger, 2009, p. 459). As such, it is imperative to note the way the management development is implemented in organizations is directed related to the financial performance of the company. Khosla (2014) provides supporting details to the claim by holding that organizations across the world are focusing on training to create novel avenues for increasing productivity. The author contends that employee training facilitates faster development of skills and better working standards. Training programs have been cited as part of the most powerful tools that catalyze capabilities of staff which drive increased profitability. In particular, coaching programs improve individuals' ability to do their responsibility effectively. It has been identified that by using elite training practices, the organization benefits from higher labor productivity because it encourages people to participate as well as enable them to design how to improve their job performance (Khosla, 2014, p. 268). Therefore, the literature contains undisputable evidence and relevance of employee training to the financial well-being of companies both small and large.
Training and development practices confer the benefits of the ability of the organization to retain employees which significantly cut cost unnecessary costs associated with hiring new staff. The claim is well supported by details embedded in the current body of literature. Fletcher, Alfes, and Robinson (2016) use Russell's model of core affect to show that training and development practices are directly related to the employee retention and attitude toward their work. The authors hold that training is related to employee attitude to work with others. In particular, development programs are often designed to change negative staff behaviors and attitude which as a result foster positive job accomplishment (Fletcher, Alfes, and Robinson, 2016, p. 184). It also enabled corporations to achieve a fundamental partnership between the management and workers, for example, participation in teamwork activities. As such, training and development practice is one of how firms can improve their probability of achieving overall goals and objectives. According to the source, training and development practice mentors employees and orients them effectively toward their job performance. In other words, training employees increase the likelihood of stay in their jobs longer. A high rate of turnover is often due to employees not knowing how to do their work. Mentoring equips individuals with the ability to do their responsibilities effectively and correctly which means they feel good about themselves and will stay longer as well as give better results (Brennan et al., 2006, p.342). At the same time, this helps employees learn new tasks and adjust to the work schedule while also dealing with issues that arise. Moreover, the training and development program enables staff to acquire knowledge and learn from their colleagues' experiences which help them understand where they have been doing things wrong. Similarly, the gain much-required competence and skills to perform like others. According to Flectcher, Alfes, and Robinson (2016), training and development inspire individuals toward making a behavioral change that transforms them as well as people around them. It creates a better relationship between the workers and management. Part of the reasons individuals leave their job is because they feel a relationship with their bosses is toxic. Therefore, it increases the chance of a company to keep already trained and experienced employees as it allows them to realize their worth in the company and motivate them to stay with the organization instead of finding a job with other firms. Additionally, development practices keep everyone on the same page, particularly, when an organization had a change in leadership (Fletcher, Alfes, and Robinson, 2016, p. 184). In return, this contributes toward boosting overall morale by showing the employees reasons for staying. It also cultivates positive company culture making people feel good about how they contribute to the whole performance of the business. As an outcome, this reduced pressure and stress in the working environment which implies that individuals are likely to stay in their current positions longer (Fletcher, Alfes, and Robinson, 2016, p. 184). In return, it saves the organization huge costs as well as the time associated with training newly hired individuals which lower the company's overall profitability.
Training and development are indispensable tools because it allows employees to adapt to the challenging and ever-changing business technology and environment allowing them to perform better. A vast number of scholars include Falola, Osibanjo, and Ojo (2014) demonstrate the practice to be important in enhancing organization productivity because it equips individuals with skills to solve the problem. Therefore, it saves the companies time that would be lost solving challenges as staff members acquire knowledge and education on how to deal with encountered challenges. Further, the source shows that employee competence and pro-activeness are directly related to the ability of a firm to compete successfully. In particular, it is because corporations face a significant challenge due to change in technology, business globalization processes, and economic environment. Therefore, training and development practice is important for transferring relevant skills, competence and knowledge to employees which in turn enable them to improve performance in their current and future assignment (Falola, Osibanjo, and Ojo, 2014, p. 161). At the same time, the strategy is linked to company's efficient and optimal performance leading to the realization of its set objectives and goals. The different coaching methods adopted by human resource management increase employees' innovation, efficiency and invention capacity to accept new business techniques and technologies.
HR practices include training and development programs that are important for innovation that result in employee positive performance in their tasks. According to Sung and Choi (2014), investing continued coaching practices nurture Company's over learning culture that in turn increasing staff willingness to engage in various activities and advance their capabilities. As such, it is undisputable that internal education programs stimulate individuals to become more oriented to learning and urge them to pursue knowledge and information required to perform better in their task which significantly improves organizational performance and productivity (Sung and Choi, 2014, p. 393). It is imperative to indicate the practice also promote the personal development of employees at work which gives them the ability to troubleshoot problems in their work, establish and apply innovative solutions to the situations. Sung and Choi (2014) confirms that personal learning practices related to knowledge sharing process considerably instigate people to create a new combination of inventions that improve responsiveness and sensitivity to the organizational changes in technology and market. As an outcome, the strategy enhances the firm's innovative performance that affects its competitiveness positively. Further, other scholars such as Elnaga and Imran (2013) demonstrate that same contention by asserting that a well-organized training and development programs provide staff with experience and knowledge. As such, regular training oversees that employees have a consistent knowledge and experience acquisition that enabled them to perform procedures and tasks in the company effectively. In, particular, it is an important approach as it ensures responsibilities are completed on time and without errors.
Further, there is little variation in the literature that training and development programs result in employee job satisfaction. Elnaga and Imran (2013) demonstrates that mentoring programs play a significant role in decreasing employee turnover as they offer individuals an opportunity to experience a sense of high commitment from employers. In particular, the program contributes toward alleviating any frustrations related to their jobs and provides insight into producing effective corporate culture. Also, training and development approaches are cost efficient when it comes to employee empowerment and engagement. They allow one to acquire skills and enhance talent already possessed as well as increase productivity across the organization. It allows individuals to understand their roles better which resulting in job satisfaction. Training is one of how employees get clarification of the underlying problems outside of their control, deal with unrealistic expectations from their employers, manage job-related stress, plan and prepare for challenges and address performance improvement (Elnaga and Imran, 2013, p. 137). All these are critical factors that lead to increased job satisfaction that in return contribute to enhancing organizational performance and productivity.
Additionally, training and development practices allow the organization to attract new talents. Egan, Yang, and Bartlett (2014) indicate that the strategy is a tangible approach to show workers they are valued, and the future objectives of the organization include then. Currently, the largest group in the workforce is millennials, people who crave for personal and professional development as well as future opportunities. These individuals are often attracted to a company that has mentoring programs. As such, this makes employees come to the firm seeking a chance to acquire a chance to work there because they know they have an opportunity for developing themselves (Egan, Yang, and Bartlett, 2004, p. 279). It also builds training culture that can spark desired results. In particular, this is because it centers on posting questions as well as offering feedbacks to assist employees in clarifying their beliefs and focusing on their desired outcomes (Hameed and Waheed, 2011, p. 13). According to this scholar, coaching can help a business attract new and more qualified talents because it allows institutions to demonstrate they encourage independent thinking, nurture positive manager-employee relationships and reward innovative ideas. Also, the author indicates that this triggers enthusiasm along with directional sense and focus aspiration that individuals can use for personal development and growth.
Training and development practices are important for the organization as they directly relate to the quality of work life of employees which significantly impact the operation of firms. In particular, this is associated with employee morale and motivation. According to Kulkarni (2013) employee quality of work, life is not just concerned with monetary aspects but also conditions of interpersonal conflicts, conditions of employment, lack of challenging work and freedom. Training and development practice has been cited as one of the ways of improving employee satisfaction as it indicates that an organization is thinking about its staff which creates a sense of psychological fulfillment (Kulkarni, 2013, p. 136). As a result, this contributes to improved productivity, job satisfaction and overall effectiveness of the corporation. At the same time, development practices are linked to better job involvement, reduced work role conflict, ambiguity and stress as well as improved organizational commitment. Also, this is related to enhance employee self-esteem, work characteristic and self-growth together with career advancement opportunities. Further, Kulkarni (2013) contends that poor working environment, the imbalance between work and family, professional isolation, and lack of opportunity to learn are major organization performance barriers that can be improved through training employees. More specifically, this is connected to the quality of life of the staff within the company as it results in improved employee performance at workplace, enhance their skills and knowledge as well as help avoid managerial obsolescence.
At the same time, employee skill, knowledge and ability acquisition creates an engaged workforce in which individuals care about what they do and how they perform their responsibilities. In other words, the process creates an environment in which organization meets customer satisfaction in offering their services. As such, training and development practices improve the quality of services offered to clients which have been significantly associated companies' competitiveness. Ennis (2008) performs a research study and demonstrate that mentoring improve nursing practices. They found that it change nurse adherence to clinical protocols. Effective observation of healthcare procedure significantly contributes to improving the quality of care provided. This is because the program equips nurse with advanced knowledge and best approaches to handle patient (Ennis, 2008, p. 214). As such, it is evident that training programs building capacity for quality care provision and management. In particular, this is because it helps to create a good relationship between the clinical staff and allow them to offer professional services. Dhar (2015) asserts that companies with engaged workers often experience higher net profit because of increased customer base. With engaged employees come satisfied patients. Therefore, when mentoring is made accessible, a hospital sets the right conditions for people to stay happy and perform their duties to the best of their ability. As an outcome, this makes clients happy and satisfied. Further, mentoring involves driving messages such as 'customers come first. It allows workers to understand the institution expect something from them. Programs designed to promote its employee growth and development is perceived one of the ways of communicating company's objectives to its workforce effectively (Dhar, 2015, p. 21). As an outcome, they stay dedicated to providing the best services to customers (Ennis, 2008, p. 273). Further, training and development reinforce critical leadership training which in turn solidify skills learned and teaching employees how to put them into practice. For instance, if the manager goes through training on how assist teams members work more efficiently together. At the same time, according to Dhar (2015), companies that use coaching are more likely to report higher success rate which does not happen without workers focusing on customer satisfaction. Therefore, coaching is a good way of equipping employees with skills and technique of interacting with the customer as well as dispensing greater services.
Finally, employee training and development is an effective method that addresses weaknesses and disconnections in business operations. According to Jehanzeb, Rasheed and Rasheed (2013) and Kooij, Guest, Clinton, Knight, Jansen, and Dikkers (2013) most employees often have weaknesses in their workplace skills and training allows them to strengthens their competencies. As such, it brings each person to a higher level ensuring all members of the organization have similar knowledge and skills. The different development programs dissolve inner barriers bring all staff to the advanced uniform level which creates an entirely reliable workforce.
Contrasting and Comparing the different Source: Themes that Emerge from the Articles
Based on the above information, it has been identified that training and development practices provide sufficient ways on increasing employee job satisfaction within the organization. Aguinis and Kraiger (2009) and Elnaga and Imran (2013) agrees that training program eliminates stress and frustration in their work environment which could lead to turnover in workplaces. The authors hold that employees with access to training and development programs have the merit over those in the different organization who are left to train themselves. The processes give individuals a chance to be shown their values and create a supportive workforce. People fill challenged and appreciated through the distinct development opportunities which in turn make them feel more satisfied with their work. Training eliminates deficiencies related to production and management of tasks within the company. The two sources hold that employee development practice is also critical for empowering and engaging employees. Additionally, both indicate that imperative for achieving nurse job satisfaction in the hospital because it allows individuals to understand their roles deal with unrealistic goals and challenges. It is evident that employees are likely to stay longer and work for the organization foster development of positive working relationships. The assertions made by Aguinis and Kraiger (2009) and Elnaga and Imran (2013) are enforced by Kulkarni (2013) who notes that training and development enhances the overall organization performance as staff are given an opportunity to acquire soft0skills, problem-solving skills, and quality as well as quantity advances related to their work environment conditions that improve their motivation and job satisfaction. Specifically, the practice results in positive psychological satisfaction and attitude among workers enabling them to focus better on their responsibilities.
At the same time, Elnaga and Imran (2013) and Egan, Yang, and Bartlett (2014) agree that training and development creates a culture that allows the hospital to attract new talents as it is perceived to care for people personal development and growth. As such, individuals are like to come to the firm seeking a chance to acquire a chance to work there because they know they have an opportunity for developing themselves. Further, Aguinis and Kraiger (2009) and Falola, Osibanjo and Ojo (2014) comes to a consensus that training and development program results in increased productivity as the acquired skills and knowledge allow individuals to demonstrate both quality and quantity performance. Consistent training eliminates money, time and resource wastage.
Another important theme that emerges from the systematic research conducted above regards employee retention. Fletcher, Alfes, and Robinson (2016) demonstrate that training and development enable staff to garner muscle to perform as expected without much pressure. It increases the chance of keeping trained employees because it helps them realize their worth in the company and motivate them to stay with the organization instead of finding a job with other firms. Therefore, it is fundamental for retaining employees to avoid costs associated with training newly hired individuals. In particular, employee development practices trigger enthusiasm and sense of direction for personal growth and development. Fletcher, Alfes, and Robinson (2016) together with Kulkarni (2013) show the importance of staff development in relations to employee retention. They contend that both formal and informal training opportunities allow development of talents which in turn enable organizations to acquire a significant degree of competitiveness in the industry or market. In other words, companies that demonstrate keen insight in satisfying employee training needs experience a remarkable improvement in proficiency of performance and extended retention time. More specifically, this is directly linked to increased profits and a greater sense of positive working relationship.
Hameed, and Waheed (2011) and Dhar (2015) concur that training and development practice creates a good working relationship between employees and their employers while at the same time enabling them to acquire important skills that contribute to improving the quality of services offered which is directly related to customer satisfaction. In particular, training and development increase job skills and ability to perform different roles which in turn help expand their horizon of human intellect as well as the overall personality of each staff member. Similarly, scholars like Sung and Choi (2014) consent that training and development increase innovation by upskilling the whole workforce. In other words, it encourages creativity that in terms improve the ability of people in the company to adapt to new business process and technology. Falola, Osibanjo, and Ojo (2014) also agree that the approach is critical for it enhances organization productivity because it equips individuals with skills to solve the problem. Most importantly, most of the source used indicated that training and development programs improve employee performance.
Moreover, Sung and Choi (2014) and Anitha (2014) concur that structured development practice overseas that employees have a consistent background knowledge and experience. According to the sources, it is imperative for companies to ensure staff is aware of procedures and expectations within the corporation. Putting individuals through frequent training ensures that employees have exposure to information needed to perform their routine tasks effectively. On the other hand, the sources contend that investing in training makes employees valuable and creates a supportive workplace that management can rely.
My View
Indeed, employee training and development practice are one of the best ways for organizations to accumulate skills, knowledge, and abilities among staff members. I agree with the above reviews sources that training and development practices are critical to the success of companies. I concur that it provides individuals with an opportunity to enhance their ability and make themselves better. The practice makes people within the firm feel part of something big as they are assured best prospects in the future in their career. The result in employee satisfaction because individuals understand the programs can direct them towards superior duties as well as higher remuneration. Individuals' morale often goes up when they know they have the potential to move up the company. Therefore, training is an effective approach for motivating workers that lead to improved performance. Also, adopting training and development practice, for example on human capital using motivational methods could assist attain the firm' set goals such as increased productivity, boost the quality of services offered to customers and enhance efficiency in doing their tasks. Specifically, it is because the training is designed to improve their present knowledge and skills to cope with work and industrial requirement in the future. As an outcome, the organization benefits from this in return due to reduced employee turnover and increased retention rate. At the same time, this is directly related to employee performance because training develops a workforce that requires less supervision because they rely on the newly acquired skills, competence, and knowledge to perform their duties independently. Therefore, I agree that training and development practice is a way for companies to create confidence among their staff members to operate their tasks without any obstruction with effectiveness.
Further, it is imperative to note that training and development increase employee value because the different programs which can be adopted up-skill the employees which are a term that entails extending their existing skills and knowledge. It also involves providing staff with new work-related competence and abilities that increase their performance of their duties within the firm. The claim is particularly true because individuals with a diverse set of skills can perform different tasks and transition easily to other roles in the corporation. As such, training is the great approach to enhancing operational efficiency and productivity in completing their responsibilities. Therefore, it is a fundamental way of achieving consistency in process adherence which makes it easier for the organization to meet its goals and targets as well as set outcomes.
Similarly, employee training and development practice enable companies to more productive because it makes workers more effective in the way they do and complete their work. They have an important level of skills important for carrying out their job functions and have a better understanding of what they are expected to do to meet the firm's goals. At the same time, training and development make workers more confident and competent in what they undertake which increase productivity and as result increase profitability. As a result, confidence can create trust and enhance relationships between the employer and employees which is extremely critical for the success of the business.
Skilled and knowledgeable employees result in a significant level of competitiveness for the companies because they attract customer and investors. In particular, this is because training and development practice equips people with competence in service delivery which creates a good image of the firm and achieves customer satisfaction. Moreover, the strategy is likely to enable the corporation to retain and attract new talents as they are perceived to appreciate their employees by providing them with a chance to grow as well as meet their aspirations which are related to increased productivity and profits.
Different source explored above indicate that training and development are significantly linked to organizational performance. I agree that it provides skills inside the firm that reduced overall costs related to operation while at the same time maintaining quality. These are critical for the long-term survival of the corporation. Also, it is fundamental to note that high employee turnover can be a serious threat to the existence of a business and another recognizable benefit of training is that it reduces the rate of individuals moving from the corporation as they seek to secure employment in those with better working conditions. By investing in training and development, organizations develop a sense of self-worth among its workers as they realize they are perceived as a valuable asset to the firm. Finally, the skills, knowledge, and abilities acquire help the people within the company deal with challenges associated with ever changing economy and technology while at the same time addressing major weakness and deficiencies that employees may have. Therefore, training and development are effective ways of filling in the gap and it one of the most critical methods of achieving a completive edge in the market or industry.


References
Aguinis, H. and Kraiger, K., 2009. Benefits of training and development for individuals and teams, organizations, and society. Annual review of Psychology, 60, pp.451-474.
Brennan, J., Little, B., Connor, H., de Weert, E., Delve, S., Harris, J. and Josselyn, B., 2006. Towards a strategy for workplace learning: Report to HEFCE by CHERI and KPMG.
Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, pp.419-430.
Egan, T.M., Yang, B. and Bartlett, K.R., 2004. The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human resource development quarterly, 15(3), pp.279-301.
Elnaga, A. and Imran, A. (2013) The Effect of Training on Employee Performance. European Journal of Business and Management, 5, 137.
Ennis, M.R., 2008. Competency models: a review of the literature and the role of the employment and training administration (ETA) (pp. 1-25). Office of Policy Development and Research, Employment, and Training Administration, US Department of Labor.
Falola, H.O., Osibanjo, A.O. and Ojo, S.I., 2014. Effectiveness of training and development on employee's performance and organization competitiveness in the Nigerian banking industry. Bulletin of the Transilvania University of Brasov. Economic Sciences. Series V, 7(1), p.161.
Flectcher, L., Alfes, K., Robinson, D., 2016. The relationship between perceived training and development and employee retention: the mediating role of work attitudes. The international Journal of Human Resource Management, pp 1-28.
Hameed, A. and Waheed, A., 2011. Employee development and its effect on employee performance a conceptual framework. International journal of business and social science, 2(13).
Khosla, R., 2014. "Training and Development Practices in Small and Medium Enterprises: Exploring A Conceptual Framework."
Kulkarni, P.P., 2013. A literature review on training & development and quality of work life. Researchers World, 4(2), p.136
Smither, R., Houston, J. and McIntire, S., 2016. Organization development: Strategies for changing environments. Routledge.
Sung, S.Y. and Choi, J.N., 2014. Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of organizational behavior, 35(3), pp.393-412.