Training and development imply changes, particularly changes in knowledge, skills, attitudes, or social behaviors, and although many strategies exist for effecting change, training and development are common and important ones. Organizations exist everywhere and with each organization it has its own set of objectives to function effectively. To have an organization function effectively, the organization must subdivide its overall objectives into various jobs. Jobs differ in their requirements, similarly, people differ in aptitudes, abilities, and interests, and along many other dimensions. Faced with such variability in jobs and their requirements on the one hand, and with people and his or her individual patterns of values, aspirations, interests, and abilities on the other, programs for the efficient use of human resources are important (Cascio & Aguinis, 2011). With Kudler Fine Foods, the company is committed to providing its customers with the finest selection of the very best foods and wines so that a person's culinary visions can come true. People differ in many ways to include in aptitudes, abilities, personality, interests, and a myriad of other psychological dimensions. People also differ greatly in the extent to which they are willing and able to commit their energies and resources to the attainment of organizational objectives. This paper discusses a training strategy proposal that acknowledges Kudler Fine foods strategic plan.
People differ in many ways to include in aptitudes, abilities, personality, interests, and a numerous of other psychological dimensions. People also differ greatly in the extent to which they are willing and able to commit their energies and resources to the attainment of organizational objectives. When observing a group of individuals doing the same type of work, it will soon be obvious that some employees are more effective workers than their coworkers (Cascio & Aguinis, 2011). Not only is Kudler's mission is to provide its customers with the finest selection of the very best foods and wines, the company's vision is to become a premiere gourmet grocery store. In reviewing the performance evaluations of the employees with Kudler, it was evident that not all of the employees bought into the mission or the vision of the company. Most of the evaluations reviewed showed a need for training with the baggers, stockers, and cashiers who are also the lowest level employees. Each of the evaluation of the baggers showed a lack of motivation to come to work, which the reasons varied, and also showed not much interest in interacting with the customer, to include trying to remember repeated customers names (Virtual Organizations, 2007).
The motivation of each employee at Kudler to put forth effort on a given task, or to reach a certain goal, does vary. These variations in the individuals' performances, whether a bagger, stocker, or cashier could be due to differences in ability, or differences in motivation, or both. Regardless of what the reasoning is, training is imperative, if Kudler is to become a premiere gourmet grocery store. In this type of an environment, an important job for each store's managers is to articulate a vision of what the Kudler company stand for, what company is trying to accomplish, and the strategy for competing for business in the marketplace. The managers need to be able to explain and communicate how Kudler creates value. Then it is important to translate that value-creation story into everything that is done, including the implications for employee knowledge and behavior, and to use it as a benchmark to assess progress over time (Cascio & Aguinis, 2011).
Because an organization is responsible for providing an atmosphere that will support and encourage change, the employee is responsible for deriving maximum benefit from the learning opportunities provided. This may involve the acquisition of new information, skills, attitudes, or...