Impact of Employee Training on Organizational Performance

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mohammad ali jinnah university|
IMPACT OF EMPLOYEES TRAINING ON ORGANIZATIONAL PERFORMANCE| |
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MS PROGRAM (SP-2013) Submitted to: Mr. Traiq Mehmood Submitted by: Jwaria Malik (sp13-ES-0020) |

INTRODUCTION
The research would explore the trends of employee training on organizational performance. I have tried level best to address those factors which could directly or indirectly, can affect the culture of the organization. It also sheds the light on the culture-performance literature. Factors would be related to training of the employees within the organizational performance. Trend of out sourcing training programs and trainers for conducting trainings would also be addressed during the discussion. Previous researches of creditable sources would also be taken as a guide line to precede the research work.

Organizational culture can be viewed as the unique pattern of shared values, norms, attitudes, beliefs, rituals, socialization, expectations, and assumptions of the employees in the organization (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004: 357; O’Reilly, Chatman and Caldwell, 1991: 491; Rowe et al., 1994: 472; Schein, 1992: 52). As such, organizational performance could be equated with the “personality” of the organization, depicting the manner in which employees behave when they are not being told what to do Hellriegel et al., 2004: 357). Organizational performance classifications have been developed in order to assist in the understanding and analysis of organizational performance and such frameworks include those by Deal and Kennedy (1982: 107-127); Harrison (1972: 121-123); Harison and Stokes (1992); Hellriegel et al. (2004: 365-368); Rowe et al. (1994: 474); and Schein (1992). The ways employees behave with one another at workplace constitute the culture of that organization. Organizational performance is defined by all of the life experiences, strengths, weaknesses, education, upbringing, and so forth of the employees. While executive leaders play a large role in defining organizational performance by their actions and leadership, all employees contribute to the organizational performance (Bass, 1985). Wallach (1983) categories the organization culture into three self regulating and assessable cultures known as bureaucratic, supportive and innovative culture. There is a misconception of HRM department. People relate it with only recruitment and hiring but it is something beyond it. Human Resource management is more towards training, rewarding, appraising and understanding the tools and procedures to handle the human resource of an organization which is the main asset of any organization. Human Resource Management deals with the problems related to organizational performance, but it is more towards the relationship building and training the employees. The HR manager has to face so many difficult situations regarding to handling the conflicts between the employer and the employee or between the employee and employee matters. Organizational performance and the relationship of its stakeholders create many hurdles in balancing the situation in most effective and efficient way. The context of the HRM here plays the most important role in understanding and handling of matters related to labor force conflicts and managing their demands, their training and consultancy according to the culture of the organization. This would increase the margin of the growth of the employees and the organization. For an HR manager, it is very crucial first to analyze and identify the main problems identified by the context. The context may differ from the traditional thinking and logics of manager’s mind set but the manager should think out of the box to handle the odd situations of labor force problems. The context of HRM is related with all of the...
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