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Training and Development

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Training and Development
“How can organisations make a success out of their training and development programme?”

Introduction

The most important factor for the success of an organisation is the ability of the people it employs. In today’s world where vast technological, political, social, and economical changes take place, organisations have to be able to cope with these changes effectively. The changing force of competition, both domestic and global, compels organisations to innovate and use their resources in the most efficient way possible in order to remain competitive .
This new situation does not only force organisations but also their people to change. Existing and potential employees have to be aware of the new technological and socio-economical status in order to be capable to perform well. The best way that organisations can ensure this knowledge is by using training and development. “Training and development are critical to organisations because they provide the skills both now and in the future. Together, training and retraining ensure the skills and employee commitment needed for high quality goods and services and thus, competitiveness and survival”.

What is training and development?

As I. L. Goldstein and P. Gilliam state : “Employee training and development is any attempt to improve future employee performance by increasing an employee’s ability to perform” . There is a variety of reasons why training is needed in an organisation, whether it be immediately or through long-term anticipation and planning. Sometimes organisations develop new products which require technologies not known by the employees. Other times employees are transferred or promoted to jobs which require new skills and knowledge. Job redesign and technological change produce the need for employees to learn more skills. Finally, new employees must often be trained so they can successfully perform their new job tasks .
Helping employees become effective in their jobs is one of the



Bibliography: 1. A. Dickenson, T. Tietjen, “The Technique of One to One Training”, England: B & H Printing, 1981 2. I. L. Goldstein and P. Gilliam, “Training system issues in the year 2000”, American Psychologist, Feb. 1990 3. V.L.Huber, E. Locke, and G. Latham, “A comparison of Goal Setting and Pay”, Goal Setting: A Motivational Technique that Works, Englewood Cliffs, N.J.: Prentice Hall, 1984. 4. R. Kabst, H. Holt, P. Bramming, “How do lean management organisations behave regarding training and development?”, The International Journal of Human Resource Management, vol. 7, Sept. 1996 5. N. Kawabe and E. Daito, “Education and training in the development of modern corporations”, Japan: University of Tokyo Press, 1993 6. P. Pigors, C. Myers, F. Malm “Management of Human Resources”, 2nd. ed., USA: McGraw Hill, 1969 7. S. Quack, J. O’ Reilly, S. Hildebrandt, “Structuring Change: training and recuitment in retail banking in Germany, Britain, and France”, The International Journal of Human Resource Management, vol. 6, Dec. 1995 8. R. S. Schuler and V. L. Huber, “Personnel and Human Resource Management” 5th ed., New York: West Publishing Company, 1993 9. M. G. Singer, “Human Resource Management”, USA: PWS Kent Publishing Company, 1990 10. S. Tyson and A. York, “Human Resource Management”, 3d ed., Oxford: Made Simple, 1996

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