The Impact of Training and Development in Employees Performance
Ahfad University for Women School of Management Studies
Research Proposal in:
The impact of Training and Development on Preparing Employees Both to Succeed in Non-habitual Tasks and to Adapt to Changes in the Organizational Climate
Submitted by:
Afraa Awad Ahmed Babiker
Research Supervisor:
March, 2013
Table of Contents
1- Introduction
2- Research Objectives
3- Research methodology
4- References
Introduction:
Background:
According to Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. It has been known by several names, including human resource development, and learning and development. Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:[1][2][3] * Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.[3] * Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.[3] * Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.[3]
Problem Statement
Before undertaking the time consuming and extremely expensive reengineering of the educational system, information regarding educational program models that result in improved outcomes is needed. The job related apprenticeship model is one that is worthy of further investigation. This model, if proven successful, could provide a template for
Research Proposal in:
The impact of Training and Development on Preparing Employees Both to Succeed in Non-habitual Tasks and to Adapt to Changes in the Organizational Climate
Submitted by:
Afraa Awad Ahmed Babiker
Research Supervisor:
March, 2013
Table of Contents
1- Introduction
2- Research Objectives
3- Research methodology
4- References
Introduction:
Background:
According to Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. It has been known by several names, including human resource development, and learning and development. Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:[1][2][3] * Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.[3] * Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.[3] * Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.[3]
Problem Statement
Before undertaking the time consuming and extremely expensive reengineering of the educational system, information regarding educational program models that result in improved outcomes is needed. The job related apprenticeship model is one that is worthy of further investigation. This model, if proven successful, could provide a template for
References: * Rosemary Harrison (2005). Learning and Development. CIPD (Chartered Institute of Personnel and Development) Publishing. p. 5. * . the Irish Institute of Training and Development