“Give a man a fish, and you have given him a meal. Teach man to catch fish, you have given him a livelihood.” This ancient Chinese proverb seems to describe the underlying rationale of all training and development program. No industrial organization can long ignore the training and development needs of its employees without seriously inhibiting its performance. Even the most careful selection does not eliminate the need for training. Understanding employee motivation allows the employer to know about the job satisfaction and improve employee performance, as well as the training need. As far as could be ascertained, all of these constructs has, however, directly related to the organizational psychology. It has shown decisively that the way people are managed has a powerful impact on both productivity and profitability. However training program of an organization should demonstrate the importance of job satisfaction, employee motivation and commitment, and corporate culture in organizational capability and effectiveness. According to Watson (1994) business has come to realize that a motivated and satisfied workforce can deliver powerfully to the bottom line. Against the background of increasing global and local organizational competitiveness it is crucial for any organization, and particularly for those in developing countries like ours with limited skills resources, such as, to ensure that it develops and retains a loyal, dedicated, committed and able workforce on a consistent basis. A loyal, dedicated, committed and able staff are those who are satisfied with the work that they do, and with the culture of the organization they are employed by, and who are consequently motivated to continue their relationship with that organization. A great many employees all over the world do not enjoy this level of job satisfaction and work motivation, and as a result often move for seeking alternative employment where they may be able to experience a higher degree of job satisfaction. Such actions have an adverse effect on an organization’s ability to be profitable and successful over an extended period of time. Finck, Timmers and Mennes (1998) emphasized that only when employees are excited and motivated by what they do, will business excellence be achieved. The field of training and development has changed significantly during the past several years, reflecting both its role and importance in achieving higher employee performance and meeting organizational goals. Today, this field has become more important because employees need to learn new skills, advance their knowledge, and meet the challenges of technology in achieving high performance.
Motivation should be an important element for an effective training program because trainees have to transfer the learning to the job site. While any obstacle prevents the transfer of learning the motivation that the employees possess is the only way to support the desired behavior to be seen. In order to design and implement effective training programs, the HRM needs to understand how people learn, what motivates learning and performance and how the learning and work environment affects motivation and performance. Brief definitions of the employee motivation, job performance and training: According to Pinder (1998 in Ambrose & Kulik, 1999) work motivation may be regarded as a set of internal and external forces that initiate work-related behavior, and determine its form, direction, intensity and duration. The concept relates to the work context specifically, and includes the influence on work behavior of both environmental forces, and those inherent in the person. In the workplace, work motivation presents as an invisible, personal and hypothetical construct that manifests itself in the form of observable, and therefore measurable, behaviors. The determinants of motivations are-
* Willingness to perform
* Capacity to perform...