training and development impact

The development of human resources is an essential component of every organization. According to Elnaga & Imran (2013), a lot of businesses invest heavily on their human capital because that capital's effectiveness will influence that of the business as a whole (Elnaga & Imran, 2013). According to Tooksoon (2011), performance is crucial for achieving the organization's goals and enhancing its effectiveness and efficiency (Tooksoon, 2011). However, concerns are raised over how effective employee work affects a team's production and expansion. The company that has the best training strategy gets the best results (Cherian & Jacob, 2013). Poor training design leads to a loss of resources, including time and money (Tooksoon, 2011). Organization performance and productivity depend on the capabilities, skills, and knowledge of the employees, which are central assets of the organization (Lunenburg, 2011). Thus, the abilities, skills, education, and development are the facets of the process of the training and development (Elnaga & Imran, 2013). Training results in the better performance of the firm. The organization performance refers the assessment or measurement of the attitudes that contribute to the corporate goals (Cherian & Jacob, 2013). Chandrasekar (2011) states the behaviors make the management especially the line control to utilize resources professionally and successfully with competency (Chandrasekar, 2011).

According to Tooksoon (2011), almost all the companies provide training for their workforces for various reasons. The primary purpose of the exercise to the employee is to educate them during their initial tasks and to produce more skills to improve the organizational performance (Tooksoon, 2011). Jehanzeb et al. (2013) argue that training is a learning process for the acquisition of particular skills and knowledge for the works (Jehanzeb et al., 2013). Exercise improves the current employee’s performance that may not perform efficiently. Training is also essential for the employees seeking promotions (Rashid et al., 2011). Current employees also need training due to the changing process, design or technology in their present jobs (Lunenburg, 2011). Training is work oriented and organizational vocational. According to Rashid et al., 2011, training differs significantly from the education acquired in the school, colleges or universities (Rashid et al., 2011). Trainees obtain the technical knowledge, scheming skills, problems solving ability to perform excellent work (Cherian & Jacob, 2013). Quality employee’s development and training determine the superb productivity, optimum performance, and long-term profitability (Chandrasekar, 2011). Paying little attention to training development as the area of the human resource development could have many disadvantages such as low performance, lower productivity, and less profit. The designing of the education activities should be in such as a way that it improves the overall competences of an employee (Tooksoon, 2011). The human resource development (HRD) increases the workforce skills, abilities, quality, growth, motivation, and commitment to the organization, and development of the group (Topknot, 2012).

Elnaga & Imran (2013) emphasizes that organizational exercise provides the employees with skills in responding to the change and appreciation for the lifetime learning (Elnaga & Imran, 2013). Jehanzeb et al. (2013) suggest that primary concerns of the strategic human resource development are linking training and progress to the organizational goals as well as responding to the technologies and the external environment (Jehanzeb et al., 2013). However, the decisive HRD may lack in the small and medium businesses (SMEs) including ill-defined, lack of the managerial support, neglect of the long-term plans, cost, and lack of the strategic objectives and training need analysis (Jehanzeb et al., 2013).

Rosli (2012), discussing the work of Jehanzeb et al. (2013), argues that SMEs training is an unaffordable luxury involving unproductive labor and the course fee (Rosli, 2012). Owner managers say that it produces a highly specialized staff as opposed to the multi-skilled workforces required at the time of the high flexibility (Rosli, 2012). Similarly, in most of the micro firms, owner-manager supervises directly most of the business operation including the human resource management, which entirely takes responsibility for the employee training (Chandrasekar, 2011). Studies suggest that human resources in small and medium-sized organization change size towards more solid and articulated practices, and therefore these changes take place at the beginning, changes during the growth process and proceed faster during the future growth phase (Rosli, 2012). According to Jehanzeb et al. (2013), small firms have advantages over the large businesses on responding quickly to the diversity that modern workforces present because of ability to be more entrepreneurial and innovative (Jehanzeb et al., 2013). Management of the difference requires sustained efforts to develop the human capital and not a simple representation of groups in the workforce (Jehanzeb et al., 2013). Changing technology requires that employees possess the skills and knowledge that will cope with new production techniques and process. Training increases the employer’s morale, confidences, and motivations (Rosli, 2012). Practice also eliminates the cost of the cost of production since trained workers can make better use of the available material and equipment hence avoiding or reducing the waste (Tooksoon, 2011).

According to Karim et al. (2012), training decreases employee turnover and absenteeism since it increases the sense of security at the workplace (Karim et al., 2012). Training also gives feelings of personal satisfaction and achievement, and thus broadens the opportunity for career progression. Studies argue that new workers can be equipped with knowledge, attitudes, and skills to start the task (Lunenburg, 2011). However, others may require extensive training for the adequate performance. Moreover, other will need a particular type of training at one time to maintain a certain level of job performance. There is a gap between what employee knows and what they should know (Tooksoon, 2011). Training reconciles the difference between the desired target and actual levels of the performance (Lunenburg, 2011). Even though managers continue to have the reservation about the cost and the returns for the training, development remains a critical factor in increasing competitiveness (Cherian & Jacob, 2013). The pace of innovation, economic, and technological trends, change and progress, are growing annually (Rashid et al., 2011). Thus, provide training and development is crucial to both individuals and organizations. Training workers initiate better working conditions, presentation, and harmonization by shaping the firm in the right kind of approach for the task (Chandrasekar, 2011). It is challenging for the organization to hire skilled personnel, and thus training helps companies to recruit unskilled workforce at relatively lower wages and accordingly train them to suit their needs. Training programs are beneficial to the workforce by increasing the level of their knowledge and skill henceforth improving the productivity and value to their employer (Waiganjo et al., 2012). Training programs are dependent on the demands of the environment which includes the trainees, entire community, and management (Chandrasekar, 2011).

Lunenburg (2011) suggest that development is about the growth of experience, abilities, and knowledge of the individuals as they progress towards their potential, being the future-oriented and long-term to acquire skills, attitudes, and education (Lunenburg, 2011). Employees are most dynamic and significant among the organizational resources (Elnaga & Imran, 2013). Training and development is a comprehensive learning system to enhance individuals’ performance to improve organizational effectiveness (Jehanzeb et al., 2013). Training is the process of facilitating organizational learning and achievement through formal and informal interactions, and management actions to enhance an organization’s capability, competitiveness, performance, and capacity (Johari et al., 2012).

A trained and skilled worker becomes more competent and performs his tasks independently (Lunenburg, 2011). When training and development give better results, workers tend to show higher senses of pride and ownership in their work; increasing job satisfaction and improves the organizational performance (Cherian & Jacob 2013). Training employees increases and promotes good customers relationship and quality delivery of service (Tiwari & Saxena, 2012). Just-in-time philosophy emphasizes on reductions in waste and waiting time in productions process. Njoroge & Gathungu (2013), states that training programs increase communications between different levels of an organization (Njoroge & Gathungu, 2013). Staff empowerment is the recent trend in management, and it can only be successful by providing proper training (Jehanzeb & Bashir, 2013).

Topno (2012) propose that organization takes fresh graduate or diploma holders as management trainees or as apprentices which act as useful sources of the recruitment. Training is a venture in the workforce with the promise of returns on investment in future (MENT, 2011). Training and development enhance HR abilities and strengthen its competitive edge (Tooksoon, 2011). There are various types of training that an employer needs to provide to the employees so that they are capable of being competent at multiple stages of their work in the organization. Inductions or orientation training is the training most organization provides to the new employees (Topno, 2012). A recruit will be unaware of the culture and rules of the firm and thus familiarize with the responsibility of the HR department (Tiwari & Saxena, 2012). Foundations training are vital to the employees to improve the overall skills such as leadership skills, coordination, and communication. Technical training is crucial for workers with professional training that suits their task. Therefore, it enhances their professionalism and technical know-how. Refresher training is where there is updating of the skills and abilities especially in the technology sector (Elnaga & Imran, 2013). Development training helps an employee to be grown and develops in an organization. Hence, exercise will help them hold higher positions and take more roles and responsibilities (Waiganjo et al., 2012). Development training gives the employees the technical and professional skills and knowledge. In-house training offers the ability to pinpoint employee development needs (Lunenburg, 2011). On the job training enables employees to get the skills and knowledge of the job in a better way. It happens when the superior gives the formal presentation, instructions which help employees get an opportunity to gain insight into their work and develop skills (Njoroge & Gathungu, 2013).

















References

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Cherian, J., & Jacob, J. (2013). Impact of self efficacy on motivation and performance of employees. International Journal of Business and Management, 8(14), 80.

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.

Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of business and management, 5(2).

Jehanzeb, K., Rasheed, A., & Rasheed, M. F. (2013). Organizational commitment and turnover intentions: Impact of employee’s training in private sector of Saudi Arabia. International Journal of Business and Management, 8(8), 79.

Johari, J. O. H. A. N. I. M., Yean, T. F., Adnan, Z. U. R. I. N. A., Yahya, K. K., & Ahmad, M. N. (2012). Promoting employee intention to stay: Do human resource management practices matter. International Journal Economics and Management, 6(2), 396-416.

Karim, M. R., Huda, K. N., & Khan, R. S. (2012). Significance of training and post training evaluation for employee effectiveness: An empirical study on Sainsbury’s Supermarket Ltd, UK. International Journal of Business and Management, 7(18), 141.

Lunenburg, F. C. (2011). Self-efficacy in the workplace: implications for motivation and performance. International journal of management, business, and administration, 14(1), 1-6.

MENT, T. N. A. (2011). Training need assessment: A critical study. International Journal of Information Technology, 4(1), 263-267.

Njoroge, C. W., & Gathungu, J. M. (2013). The effect of entrepreneurial education and training on development of small and medium size enterprises in Githunguri District-Kenya. International Journal of Education and Research, 1(8), 1-22.

Rashid, H. A., Asad, A., & Ashraf, M. M. (2011). Factors persuading employee engagement and linkage of EE to personal & organizational performance. Interdisciplinary Journal of Contemporary Research in Business, 3(5).

Rosli, M. M. (2012). Competitive strategy of Malaysian small and medium enterprises: an exploratory investigation. American International Journal of Contemporary Research, 2(1), 93-105.

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Waiganjo, E. W., Mukulu, E., & Kahiri, J. (2012). Relationship between strategic human resource management and firm performance of Kenya’s corporate organizations. International Journal of Humanities and Social Science, 2(10), 62-70.