Gary's Attitude Towards Training And Development
1. Attitude towards training and development: Tracy makes the very valid observation that her organisation is unique and is essentially concerned with running a high-end hotel, yet the proposed course content will provide for her employees’ on-going development to help fit them for employment opportunities after their service with Government House. This is a magnanimous attitude that recognises that employees need training in specific knowledge and skills to improve performance and productivity in their current job, as well as being developed for their potential jobs, roles and challenges; for their overall intellectual development, growth and wider future employment.
Development focuses on career building and progression. Perhaps this attitude …show more content…
Gary makes the point that in his opinion young employees are often more concerned about what their employer-organisation can do for them, rather than what they might do for the organisation, which seems a somewhat selfish attitude for a prospective employee to assume, but nevertheless understandable. Thus, he appears to accept, albeit reluctantly, that courses such as the one proposed might well be included in an employee’s job offer and employment contract. While employers usually value employees who work hard and appear committed to their jobs, they need to recognise employees’ development needs and ambitions.
Despite Gary’s concern about taking and not giving, fair and supportive treatment of employees is not only an ethical issue; it's an investment. Surely, an organisation should reinforce the employee's expectation that hard work and high performance will be rewarded for example with attendance at both outside training and development courses. This is likely to boost employee job satisfaction and mood, increase their commitment and performance and reduce staff turnover, as is evident in the literature review at section …show more content…
However, the idea that training can solve any and all behavioural or productivity issues is entirely wrong. If it’s not a training issue, then training will not solve a performance problem, no matter how stellar the training solution is. As mentioned in section 3.1, the training must “fit” the needs of the organisation in order to be of any benefit. For example, the performance issue might be because the employee has no idea why they are required to do particular tasks that seems to add little or no value, or their poor performance is the consequence of unnecessarily complicated processes.
Pondering further on Gary’s attitude, he might aim to cultivate employees’ loyalty to the company while he may have no or little similar loyalty to the wellbeing and development of the employees. However, employee entitlement, is a hot issue. Some managers struggle with the idea that some employees think they are owed something just for showing up at work. One wonders whether such entitlement is the result of nature or nurture – mostly nurture one might suspect. We might attribute such behaviour to a tendency to their overestimating personal talents and accomplishments (Mueller,
Development focuses on career building and progression. Perhaps this attitude …show more content…
Gary makes the point that in his opinion young employees are often more concerned about what their employer-organisation can do for them, rather than what they might do for the organisation, which seems a somewhat selfish attitude for a prospective employee to assume, but nevertheless understandable. Thus, he appears to accept, albeit reluctantly, that courses such as the one proposed might well be included in an employee’s job offer and employment contract. While employers usually value employees who work hard and appear committed to their jobs, they need to recognise employees’ development needs and ambitions.
Despite Gary’s concern about taking and not giving, fair and supportive treatment of employees is not only an ethical issue; it's an investment. Surely, an organisation should reinforce the employee's expectation that hard work and high performance will be rewarded for example with attendance at both outside training and development courses. This is likely to boost employee job satisfaction and mood, increase their commitment and performance and reduce staff turnover, as is evident in the literature review at section …show more content…
However, the idea that training can solve any and all behavioural or productivity issues is entirely wrong. If it’s not a training issue, then training will not solve a performance problem, no matter how stellar the training solution is. As mentioned in section 3.1, the training must “fit” the needs of the organisation in order to be of any benefit. For example, the performance issue might be because the employee has no idea why they are required to do particular tasks that seems to add little or no value, or their poor performance is the consequence of unnecessarily complicated processes.
Pondering further on Gary’s attitude, he might aim to cultivate employees’ loyalty to the company while he may have no or little similar loyalty to the wellbeing and development of the employees. However, employee entitlement, is a hot issue. Some managers struggle with the idea that some employees think they are owed something just for showing up at work. One wonders whether such entitlement is the result of nature or nurture – mostly nurture one might suspect. We might attribute such behaviour to a tendency to their overestimating personal talents and accomplishments (Mueller,