Value and importance of training and development of employees

Value and greatness of raising and ontogenesis of employeesChapter 1 Introduction1.1 IntroductionOrganisations get established, logical argumentes survive and thrive because they sell products and services to customers and move in revenue. Globalization and change magnitude contestation have increased the demand for organizations to continu completelyy entrust excellent products and services. military control sector execution of instrument depends largely upon how well the product or service is. Only satisfied, motivated and trained employees bottom produce quality products or provide quality service. 1.2 Re lookup question watch aside how fostering elicit alter the skills of employees which in turn befriend in increasing employee and customer satisf pull through, productivity and eventu altogethery origin mathematical process. 1.3 accent Research Significance and Problem IdentificationAlthough many organisations provide their employees knowledge opportunities to progress within the organisation building, little has been focaliseed upon employee reading for organisations efficiency and work. Performance oriented market constantly ever-changing environment and globalisation be influencing the work lay forth structure and leading to increased reliance on employee skills for providing breach products and services. Employees not trained to deal with the advanced focusing methods and techniques cannot work towards the better line concern performance. This issue is superstar of the most authorised topics in business management studies. This concept is now well established and is to a greater extent and more affecting the field of management. It has proved occurrencely valuable for those organisations who seek better performance. 1.4 Aims and objectivesThe of import aim of this newsprint is to study the value and importance of training and development of employees in terms of boilersuit organisation performance. Determine how tra ining can improve the skills of employees. Analyse published data/existing literature on kindity resource management and related subject beas. Identify training related issues much(prenominal) as environmental factors and their effect. Examine under government agency organisational structure and working practises (such as procedures, policies, and standards followed by the troupe for its human resource/ workforce) in the company. Explore training methods available for the organisations. Access the match of training on workforce satisfaction. Summarize the main themes of the findings and place them in the context of business performance. Provide recommendations.1.5 HypothesisThe organisations can increase their performance and productivity by providing their staff with appropriate skills through training and continuous development. If suitable training and proper aid is given to development of employees, they can prove beneficial by working more effectually and efficiently.1 .6 rationaleOrganisations tend to apply those come indated and inadequate techniques and methods which although have been proven successful, those cannot work on their business situations. plot of land doing so, they often ignore more advanced procedures and their business environmental and cultural requirements. In tack to improve or increase their business performance, organisations forget need to aline new ways that can impact training and development of employees efficiently and successfully. 1.7 Theoretical FrameworkThe main purpose of this dissertation was to find out the effect of training on organisation performance. This dissertation discussed and critically analysed training and development of employees, its demand in changing nature of the organisation and impact of environmental and other important factors on training and development. flesh out explanations on training methods and types of skills (hard and barmy) are withal considered. The final section focus on training military rating and its need. The writer has also taken several authors views on training and development of employees and linked them with organisation performance and other related factors, and evaluated all the data gathered. The writer has also debated and provided arguments and counter arguments on above menti bingled issues argued by professionals. 1.8 LimitationsAs the questi angiotensin-converting enzymer progressed through this search project, limitation arose that included bias, unavailability of relevant data, resource and metre allocation, etc. Chapter 2 Literature Review2.1 IntroductionIn found to survive and compete in the ever growing competitive and changing environment, it is critical for any organisation to perform better by satisfying the needs of the customers (Mullins, 2007). Globalization has increased the demand for organizations to provide excellent products and services as business performance depends largely upon it. Only satisfied, motivated and trained employees can produce quality products or provide quality services. Increased competition and changing nature of technical jobs and services made employee training very(prenominal) crucial for the survival of any business. The requirements of skills development of employees differs from business to business and industry to industry (Bratton and Gold, 2001). This issue is one of the most important topics in business management studies. This concept is now well established and is progressively affecting the field of management. It has proved particularly valuable for those organisations who seek better performance. 2.2 formulation and DevelopmentIn Bramleys (2003) words, training involves instruction and educating employee to do something to result in things being done differently. He explains that training is a lick that is planned to facilitate learning so that people can become more impressive in carrying out aspects of their work. According to the CIPD, cookery is expected to equip employees to help them become strategically unique, in addition to the provision of skills, knowledge and attitudes needed to achieve operational efficiency. cooking is a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance (Wilson, 2006).Employee Development is a process for preparing employees for future job responsibilities. This may include formal and on the loose(p) training, education, mentoring, coaching etc (Armstrong, 2008).Although the terms training and development are often linked, these address slightly different needs. grooming focuses on learning the necessary skills and acquiring the knowledge required to perform the job. It deals with the design and delivery of learning to improve organization performance. On the other hand, development focuses on the preparation needed for future jobs it should be considered investment in the work force since its benefits are long term ( Armstrong, 2006). Effective training is preponderating for survival and growth of a business. rearing is not just to the highest degree evolution people provided helping them to become more confident and capable in their jobs as well as in their lives (Wilson, 2006). The significance and value of training has long been recognized. The need for training is more prominent given todays business climate and the growth in technology which affects the economy and society at large. Employee is trained to assure that current or future needs of the organisation are met. 2.3 Hard vs. Soft Skills readyingThere are two basic categories of skills training hard and soft skills (Armstrong, 2008). Hard skills are technical or administrative procedures related to an organizations core business while soft skills are attitudes and behaviours exhibited by employees while interacting, which affect the outcomes of such interactions. It is easy to train and identify the need for hard skills training , while soft skills relate to personal, individual development and are most difficult to define and measure. nearly types of training have both hard and soft skills components. Sales training for example, may encompass hard skills such as product knowledge and determine negotiation, and soft skills such as empathy and listening (Smith and Mazin, 2004). The best way to develop skills is to practice doing the thing what an employee is stressful to do, under the expert guidance of someone who knows how (Redman and Wilkinson, 2006) (Muir, 2004) (Beardwell et al, 2007).2.4 Reasons for TrainingThere are many motives for training and developing employees. It can be initiated for a variety of reasons e.g. it can be carried out as part of an overall professional development program or performance improvement (Rae, 1999). Training is not further all important(p) to create skilled force except also needed to maintain a high level of skills required by the constantly changing work environm ent and to equip employees to spiel future demands (Stewart, 1996) (Pont, 2003). 2.5 Training BenefitsLeading writers have recognised the importance of training as fundamental for management (Bratton and Gold, 2003). Keep (1989 cited by Redman and Wilkinson, 2006) describes training and development as litmus test against which other characteristics of management practice can be measured. Advantages of training and development include increased job satisfaction and morale among employees, employee motivation, increased efficiency and effectiveness, increased capacity to adopt new technologies and methods, increased innovation in strategies and products, reduced employee turnover, enhanced company image, encounter management. The right employee training at the right duration provides big pay offs for the employer in increased productivity, knowledge, loyalty, and region (Web 1). Training allows the organisation to develop and promote its own enculturation. Training also allows or ganisations to hold to changes in the business environment and can be used as a change agent to change organisational culture (Wilkinson et al. 2006). Training is a tool that can improve organisational effectiveness, especially in fiercely competitive markets. Training and development helps in optimizing the development of human resource that helps the employee to achieve the individual as well as organisational goals (Benson, 2006). It increases the job skills and knowledge of employees at all levels and expands the horizons of their intellect and their personality. Training and development helps in indicating the sense of group work, team spirit, and inter team collaborations. It also aids the organisations to get more effective in finis making and problem solving. It also helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers ordinarily display (Armstrong, 2008) (Bratton and Gold, 2003) (Pont, 2003) (Price, 2007 ).2.6 Training Process Training process takes place within the context of the internal and the international environment of the organization. The basis for most training remains the traditional training process system. This involves 1. identifying the needs for training and development of the company 2. Planning training or devising a learning plan 3. Carrying out or delivering training and 4. Assessing and evaluating outcomes/results. A training need analysis is the first step in identifying the types of programs that will further organisations goals, which helps to decide whether training is appropriate at all. The organisations have to assess why they need training (Smith and Mazin, 2004). Then plans are made on how to deliver the program and by which method. Armstrong (2008) places a great importance on the design of training policy because of its significance of effects on the business. It is an important issue and requires cozy attention to the organisations mission, ethica l stance and strategic vision. All the policies should be aligned to the companys mission and objectives. 2.7 Training Methods education and development can focus on different components of employees as proposed by Lee (1996). Organisations can adapt different techniques of training for their businesses and according to their requirement. Some techniques consist purely on acquisition of knowledge, some focus on skills development of its staff, some even focus on sentimental aspects of the employees and their relationships with others. Few activities seek to compound all the above. Staff training can be conducted on the job, which is carried out at the trainees workplace, and off-the-job which is carried out away from employees work place (Mullins, 2007). Training methods include observing, questioning, interpreting, reviewing, coaching, e-learning, workshop, induction, job-shadowing, mentoring, seminars, classes, open learning, project work, workshop and simulation. 2.8 Why Trainin g FailsTraining is not always the answer to performance problems. Some training analysts (Rosner, 1999 cited by Smith and Mazin, 2004) believed that training could be a good investment or could be a waste of resources. Training is indeed a waste of money when the desired behaviour does not occur. Thats why training and development doesnt succeed all the time to achieve desired results and in pay backing aims and objectives of the organisation. There could be many other reasons for the failure only most common are (Web 2) Training is often implemented for the wrong reasons and seldom aligns to a business measure. It fails because of lack of objectives to provide direction and focus. Sometimes the solution proves too expensive for the desired outcomes. Other important reason for failure is lack of management reinforcement and support (Mullins, 2007). Some businesses invest little in training because they dont have enough funds.2.9 Role of a Training ManagerIt is the role and certif icate of indebtedness of the HR theater director to develop and implement training strategies and policies. The HR manager has responsibility for training and development and performance management. Human Resource Managers need to understand the nature and process of training and development in order to be able to facilitate learning and development within the organisation (Watson, 2006). HR managers are obscure in planning and implementing programs designed to improve the performance of their employees in order to improve the effectiveness of the organization. Its their responsibility to group together employees activities during training process in such a way that encourages integration and cooperation (Armstrong, 2008). 2.10 Trainee EmployeesOrganizations performance largely depends upon the employees that work in it (Watson, 2006). They are the key resource and considered as capital for any organization. HR scholars agree that an organisation is only as good as the people in. Training is chargeless if employees are not twisting properly (Armstrong, 2008). Company can achieve and maintain the competitive advantage by regularly upgrading the workforce skills. The development of employee skills is one of the most important tasks in which an organisation can run (Armstrong, 2006). Adequate supply of technically and socially competent and proficient staff is only ensured by training and development. 2.11 Training Evaluation Employees need feedback. It is important for their progress and advancement (Armstrong, 2006). Evaluation is a process of establishing the worth or value of something (Rae, 1999). Evaluation of training is a process of aggregation information with which to make decisions about training activities (Sloman, 1999). Organizations apply performance appraisal evaluation to measure employee work performance and effectiveness, which can help in defining and developing training needs for the organisations. Having a well-structured measuring sys tem in place can help determine where the problem lies (Mullins, 2007). Training evaluation may also help in improving quality of training activities which in turn results in greater benefits. 2.12 Other IssuesWhile providing training, the manager needs to understand the importance and effects organization structure and design because these define tasks and responsibilities, work, roles and relationships, and channels of talk (Mullins, 2007). The two factors that determine how the organization functions in relation to its eternal and external environment are its structure and the processes that operate within it. Structures are necessary to support the effort of training managers and trainee employees. Culture of an organization also plays an important part in assessing the needs and requirements for training and development. It helps in producing high level of business performance. Training according to structure and culture provides organizations flexibility, adaptability and dur ability required for growth and survival(Redman and Wilkinson, 2006). 2.13 ConclusionScholars and writers have emphasised on the importance of training and development of the employees for the better performance of any organisation. It is a main factor of human resource management within organization. It not only benefits organisation by providing them with skilled force, but employees one by one as well by increasing their effectiveness and efficiency (apart from other benefits discussed above). Organisations have to take into grade all the internal and external environmental and cultural factors and should provide feedback on training. To be successful, organisations have to adapt an appropriate training process with best available training method and professional guidance/management.Chapter 3 Research MethodologyResearch is any type of systematic and arranged study to systematize facts or collect data, and is chiefly linked to a problem that has to be solved (Zikmund, 2000).Jo hnson and Scholes (2008) define methodological analysis as A focused and systematic investigation that goes beyond generally available knowledge to acquire specialised and detailed information, providing a basis for analysis and elucidatory comment on the topic of enquiry. 3.1 IntroductionResearch methodology section also clarifies why the inquiryer has chosen certain interrogation methods, techniques and accesses, justifying the writers approach and line of action and why other methods are not included for this project with detailed reasons and explanations. Arguments and benefits for selected methods are also given. Sampling, look tools and other related issues are also explained in this section. This area ends with discussion of limitations and constraints faced by the writer.3.2 BackgroundAs part of dissertation, the researcher was expected to undertake research into business and management field which should meet the criteria set out by the college and must have enough empi rical data for investigation (Quinton and Smallbone, 2006). inquiring past dissertation and thesis aadded ideas and assisted in formulating the dissertation design and overall structure that provides a framework for the collection and analysis of data (Quinton and Smallbone, 2006). After organising the ideas, research time scale was set which was focused on targets to meet deadlines for completion of the paper. The researcher has applied Gantt chart (Saunders et al 2007) to help in charge track of the research. It also assisted in planning and coordinating proper(postnominal) tasks during the research work by providing graphical illustrations of the timetable and key tasks involved in it. Its help in keeping the data sought throughout the research within the scope of the project, proved beneficial (Saunders et al 2007). With the amount of literature, it was time consuming to salmagundi out relevant material to the research. Bells (2005 cited in Bryman and Bell, 2007) six points parameters method was applied to narrow down the search materials that were time consuming.3.3 info Collection Methods and ApproachesThe researcher decided to use fast but cheap methods to obtain maximum information in little time. The researcher also tried to focus on specific but relevant research material to minimize collecting irrelevant data and save time. For these purposes, the research resources were divided into Internal and External. In internal research, companies own business data, records and reports, and previous research studies were analysed. External research consisted of collection of data from other sources like magazines, newspapers, publications, reports, journals and websites. In research there are two massive methods of reasoning often referred as Deductive and Inductive approaches. As the social/management research generally necessitates the deductive approach rather than inductive research, the researcher chose this method of reasoning. In deductive appro ach particular instances were deduced from general inferences. In this type of theory conclusion followed logically from premises or available facts. This approach helped the researcher for collecting the data that defined the problem area (foreground theories). Research was conducted utilizing both Primary and lower-ranking methods. Primary data was collected with a focused plan and gathered specifically for this research (Saunders et al. 2007). alternative data (which was collected from other sources or published data) was used in Descriptive and Explanatory research. Examples of primary quill quill election data that the writer collected were interviews and questionnaires. Primary data was collected specifically for data analysis but secondary data collected was for both literature review and data analysis sections. Both primary and secondary research included Qualitative and Quantitative data. As per the requirements of the research, the researcher collected both soft and quantitative forms of data and integrated the information in the interpretation of the overall results. Quantitative research involved the use of structured questionnaire where the response options were predetermined by the researcher. Measurement was objective and statistically valid. Qualitative research was subjective in nature and involved collecting and analysing data by interviewing people. Some of the qualitative research was coded quantitatively for the purpose of reaching the conclusion by assigning meaningful scales and numerical values.Interview is one of the best ways for getting behind the story of the participants experiences. It is very easy way to gather primary qualitative as found by the researcher during the research process. Interviews were conducted to collect valid and reliable information (Saunders et al 2007). The researcher was aware that questionnaire is the most popular method of conducting scholarly research. It provides a convenient way of gathering inf ormation, easy to analyse, and most statistical analysis software can process it substantially. It is also monetary value effective method of collecting data and is familiar to most people. Questionnaire can be circulated easily and response rate is fast (Saunders et al 2007). The writer chose Closed ended Questions in formulating the questionnaire for timely response. The concept of admixture different methods originates in the realisation that all methods have limitations. Using a multi-method approach reduces bias and increases daring (Saunders et al. 2007). The findings from the research were then tested on theories for reliability and validity (Saunders et al 2007). Good practice is only possible if the research data is valid, reliable, and sensitive (Johnson and Scholes, 2002). The researcher ensured that appropriate variables, techniques, scales, and assumptions were used. Proper measures were taken while gathering secondary data and information was checked for its validit y and reliability while maintaining sensitivity in order to keep facts as original as possible. 3.4 SamplingIt wasnt possible to collect data from all the sources and all the population. Therefore sampling was applied. The truth of research depends upon the way the sample is selected. The researcher conducted interviews from managers. Questionnaire was distributed to randomly selected employees.3.5 Limitations and ConstraintsResearcher completed that not all the processes and methods could be used and dropped few methods (like focus groups) of secondary choice due to time limit and minimum resources. The major limitation of the study lies in its relatively small sample sizing of customers and the limited coverage. This was mainly attributable to the limited time and other resources available for the study. 3.6 Data abridgment Tools internet has become the most used method of communication due to its comparative ease and effectiveness. The writer employ this method to stay in to uch with the managers. Spreadsheet program was used to process the data from the questionnaires. This information was quantitative, easily converted to percentages and proved easy to evaluate. Microsoft Word is used as design tool due to its versatility, speed, and accuracy of work along with wide range of pictorial and graphical alternatives to research findings.Chapter 4 Research Findings and Data Analysis4.1 IntroductionThe company chosen for this research study in order to find out how the training and development of employees can effect the business performance, is clothing which is a small and medium surface company that deals in manufacturing clothes in small factory and selling these through its small store. Some employees are involved in production while the rest deals in serving customers. The company has tardily undergone through organisational changes and trained all its employees in their respective roles. Interviews were conducted to collect valid and reliable infor mation. The researcher conducted interviews from management and distributed questionnaires among its employees to determine the extent how development has effected the companys efficiency. Survey conducted from employees for satisfaction is a self assessment by staff. Its results explain how well the expectations are met and/or how to improve further. The researcher conducted this survey to study the employees views about the company performance. This research also explained the reasons behind the findings.4.2 Analysis InterviewsThere was no formal training for employees before. Growing competition and market demand forced the company to amend its policies and include training in its mission and vision. Training was conducted to raise skills levels and productivity of employees and to offer the hope of increased competitiveness within business environment. The company successfully conducted the training with positive response from employees. The training process was internal and sta ffs were provided on the job training by the employer. The employees were empowered and matte motivated and passionate in the involvement in training process. The management felt that employee as well as customer satisfaction and relation has improved a lot by and by employees training based on the customer/employee responses and companys financial results. The company is quite satisfied of its evaluation process and feedback procedure. The company trained its employees in whole range of skills It boosted confidence and morale of an employee who now is doing the job more efficiently and effectively. It paid off well for the company as its productivity increased and new customers were attracted.4.3 Analysis Questionnaire