Developing competence has become a crucial issue for establishing a smart workforce that can achieve a competitive success. (Kanter 1983; Porter 1990)
A major factor or function of Human Resource Management that distinguishes it from personnel management is training and development. Training can be defined as a planned process by which people acquire the capabilities and competencies to aid in the overall achievement of the organisations goals and objectives. Training can be seen from the very entrance into the organisation, for example, orientation where the employee is taught the organisation's culture. It continues into the probation period, where employees gain sufficient skills for the position held and can also be seen throughout the duration of employment. Thus, training act as a remedy to change within an organisation. There is a strong link between training and learning, both foster a permanent change in behaviour according to the behaviourist approach and thereby facilitate the movement toward a Learning Organisation. Pedler defines the Learning Organisation as "is a vision of what might be possible. It is not brought about simply by training individuals; it can only happen as a result of learning at the whole organization level an organization that facilitates the learning of all its members and continuously transforms itself. (Pedler et. al. 1991: 1)
The object of the proposal is to identify the linkages based on trends the banks and how they relate training such as, personnel management, marketing, recruitment and selection, which are all critical to the overall organizational and personal development of the bank. According to Ivancevich, training is the systematic process of altering the behavior of employees in a direction to increase achievement of the organization goals. In this case, the bank is utilizing its training policies and procedures to enhance the knowledge, skills, abilities and attitudes, and as...