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Impacts of Training and Development on Performance Sample Answer
IMPACTS OF TRAINING AND DEVELOPMENT ON PERFORMANCE
Contents
Abstract. 3
1 INTRODUCTION.. 4
1.1 Background of the study. 4
1.2 Statement of the problem.. 5
1.3 Research objectives. 5
1.4 Research questions. 5
1.5 Justification of study. 6
1.6 Scope and Limitation. 6
2 LITERATURE REVIEW… 6
2.1 Training and development as a human resource strategy. 6
2.2 Types of training. 8
2.3 Impacts of training and development on performance. 8
2.4 Training needs. 10
2.5 Challenges facing employee training and development. 12
2.6 Theoretical framework. 13
2.6.1 Action Theory. 13
3 METHODOLOGY. 14
3.1 Introduction. 14
3.2 Research Design. 15
3.3 Research Population and sample size. 15
3.4 Primary Approach. 15
3.5 Data Analysis approach. 16
3.6 Sampling Procedure. 16
3.7 Validity & Reliability. 16
3.8 Expected conclusions and recommendations. 16
3.9 Ethical Issues. 16
References. 17
Impacts of Training and Development on Performance Abstract
The current nature of training and development is taking the shape of traditional education as more firms realize its role in performance. The organization’s strategy towards training and development is an essential part of the business operation that when well planned, can contribute to the success and further enrichment of the organization. The purpose of carrying out this research is to identify and explore the human resource strategies that influence employee engagement within organizations in Qatar. The objectives are to identify the best strategies to ensure an effective training and development procedure and look at some of the challenges facing the implementation of training and development. This research will be based on Action Theory which is founded on the concept that action is as a result of goal-directed behavior. This approach looks at how training and development are regulated and how employees can be made to change their behavior to meet the goals and objective of the firm (Bartlett, 2001). The research will employ an exploratory approach to using information from secondary and primary sources. To carry out this research, semi-structured interview and questionnaires will be administered to 100 employees from Qatar. This research could be significant in presenting meaningful strategies and add up to the existing knowledge on training and development analysis.
Keywords: Training and development, performance, workforce, skills
INTRODUCTION
1.1 Background of the study
Training helps in the achievement of organization goals by constantly polishing the workforce skills. It increases the efficiency of a firm and has been described by Khan et al. as the most important factor of employee performance (2011). According to Dzogbede at al. (2015), improving job performance requires that training skills and development behaviors are put into the workplace, and sustained over time. Since education has no end, the highest level of one’s understating is a personal choice that is dependent on financial and non-financial situations. Rowden and Conine (2005; Chiaburu &Tekleab, 2005) note that gaining relevant skills must not be an organizational choice only, but rather a personal choice made by the employees. These workers come to the job market with knowledge and certificates from schools, but it takes training and development to insert the much-needed skills. However, investing in training and development is not fully embraced by all individuals and organizations because cost benefits and performance cannot be measured with absolute certainty. It’s a statutory endeavor funded by employees and involves a planned intervention designed to improve the determinants of individual job performance. When looking at training and development separately, training becomes a means to an end while development refers to the process and outcome of training
1.2 Statement of the problem
The role of education and development in business settings is changing towards a more education type. It has become common for firms to tailor human resource to fit the goals of the organization by imparting skills and knowledge unique to the firm. This research seeks to identify problems in employee training and development and suggest strategic measures ensure a cost-friendly and meaningful training.
1.3 Research objectives
- To explain the role of training and development on the performance of organizations in Qatar.
- To identify the strategic measures organizations can pursue in training and development.
1.4 Research questions Impacts of Training and Development on Performance
- How do training and development impact an organization’s overall performance?
- What are the challenges encountered by both the firm and employees in training and development?
1.5 Impacts of Training and Development on Performance Justification of study
The impact of training and development has received overwhelming research and pragmatic strategies to help businesses empower their workforce with the latest skills. However, learning is a regular and continuous activity that needs new techniques and plans. To remain competitive in a changing world, managers and leaders must remain relevant regarding skills and knowledge. This study seeks to add to the current literature novel concepts and approaches in training and development.
1.6 Impacts of Training and Development on Performance Scope and Limitation
The research will be limited to the number of participants used for the study due to the complexity of conducting semi-structured interviews. The researcher will only use 200 respondents to represent organizations in Qatar. The study will, therefore, be prone to a small amount of sampling error.
2.1 Training and development as a human resource strategy
A lot of companies provide training and development programs to their employees to improve their skills. It’s an important procedure that ensures the workers remain productive in the organization and adapt to the changing job needs (Jehanzeb & Bashir, 2013). However, there is no particular strategy that can be ruled out as more efficient in training and development, although there are methods that have been measured to produce outstanding results. These methods incorporate knowledge, goal setting, and career development. The training not only supports the employee’s financial career but also helps manage various aspects of their lives. The management cannot fully guarantee job security but with adequate training and development, the employees get the opportunity to polish their career, knowledge, and skills so as to remain relevant in the marketplace (Moses, 1999; Frazis & Spletzer, 2005.). Conversely, many organizations find it difficult to commit to this practice of training and development, without which, some employees may quit the job and look for opportunities outside the organization. For firms that put considerable efforts in training and development of staff, there are several benefits that all lead to organization development.
Training and development of employees refer to the planned activity meant to develop the skills and knowledge of workers. According to Harvey (2001), it’s a process that encompasses all training ranging from basic to advanced skills. These skills include management, supervisory, professional and technical, occupational, safety, communication, marketing, and computer skills. Current workable strategies used in training and development vary from training, coaching, lateral training, written job aids and mentoring while training can be orientation, job classrooms, e-learning and train the trainer (Tannenbaum &Yukl, 1992; Yang, 2010). Research has shown that development has various benefits to the organization such as improving productivity, enhancing workers skills, improving safety, minimizing errors in handling technical jobs, reducing absenteeism and increasing employee motivation ( “Labour Market Report,” 2015). Having a trained and fully developed workforce is the key strategy to ensuring workers has the latest skills that can improve productivity while cutting time used incretion of goods and services and build confidence.
2.2 Impacts of Training and Development on Performance and the Types of training
Understanding the different types of training is important in planning for development procedures. On- the -job training is the type of trading that carried out within businesses workplace during work days (Chand, 2015). This type is carefully planned and structured at the employee’s workplace but can be carried out in a special trading field. The managers, staff and other leaders spend quality time with employees to instill the needed skills and knowledge. It further enables the employee to learn and apply new knowledge in a controlled and safe context. Off the job, on the other hand, is done off-site and line, and is the most common type of training and development. An unplanned off the job training helps organizations shorten the time spent on employee hiring, promotion, and transfer. Its utilized to ensure the time spent away from the job is fully recovered and is suitable in a large number of employees. Off the job can involve group discussions, tutorials, lectures and training courses Chand, 2015).
Team training, on the other hand, involves trains people on how to solve unique problems in the group, and feedback is required in the process. This method requires observation from the team leader and is usually applicable to industrial escorts, army and government institutions. Some of the specific strategies used in team training include self-correction, leadership training, cross-training and coordination training. Mentoring training type uses the ide of problem-solving, conflict resolution to impart knowledge and skills. Other than mentoring, a common trading approach sued in businesses, educational sector, and the military is called simulation. It is a popular method of delivering training where simulators mimic movements and equipment’s
2.3 Impacts of training and development on performance
Employees learn technical skills required by their jobs through training and development. In recent years, the rate of unemployment in global measures has gone down thanks to companies that offer opportunities for growth. Fresh graduates and young professionals join organizations knowing they have insufficient skills and experience; hence they look out for companies that provide training and development (Feldman, 2000; Noe, 2002). These young professionals make use of development programs to prepare for the future and develop their abilities to cope with technology. The need for blue collar jobs has been on a constant rise, where different companies are requiring looking for competent workers who can appraise their professional capabilities and sustain employment. Also, workers previously used to prepare for many years for blue collar jobs only to change the plan after two or three years due to changes in technology and business practices. To ensure firms do no lose workers who cannot adapt to new ways of business operations, organizations offer training and development to not only keep the existing workforce productive but also ensure the employees are satisfied in their job descriptions.
Training and development lead to employee satisfaction. According to Harvey (2001) employees tend to feel withdrawn and isolated in an organization that fails to care about their career needs. However, companies that recognize the need for employee satisfaction by spending money on them have higher productivity. The money and time spent on improving employees skills eventually benefits the firm by increasing the organization’s reliability. The workers feel wanted and valuable, and therefore feel obliged to stay in the organization. When they feel the firm is giving priority to their efforts and skills, they become satisfied and develop a belief that their work and effort is important in the organization. The training has an effect on the behavior of employees and their skills which result in constructive changes in the firm. More so, employees who take training are more likely to perform better in different tasks than those who do not (Jagero, Komba & Mlingi, 2012). Training is an official, and structured modification of behavior through learning which when done effectively can save organizations money spent on cheap human labor. Quality services dependent on employee performance can only be offered through education, instruction, planned experience, and development.
2.4 Impacts of Training and Development on Performance and the Training needs
It’s not possible to engage in training and development without seeing the importance of training needs. Training need is the shortage of skills and abilities that could be minimized by means of training and development (Merchant, 2010). Therefore, one of the core purposes of training other than improving performance is to bridge the gap created by a lack of skills in an organization. Without training, the organization is faced with employees who cannot fulfill their job requirements and responsibilities. The firm fails to achieve its goals caused by the employee’s lack of knowledge, skills, understanding or motivation that may arise from changes in the workplace. Analyzing training needs will help any firm identify the needs of the works, departments and other levels of the organization to aid in performance (Marshall et al. 1995). The purpose of training needs analysis is to make sure that development, once complete, has taken care of the existing gap, and the employees are fully tailored to the organization’s goals and objectives. The analysis involves monitoring of current performance techniques such as observation, interviews, and questionnaires, and anticipating for the future shortfalls and problems. Besides, training needs analysis identifies the specific type of training needed and examines how an organization can offer this in an efficient manner. Training needs can be categorized into those needs that an organization can anticipate, needs that arise from monitoring empires and needs that arise from unforeseen problems.
The first step to ensuring proper training and development is to allow for an integrated development across the organization. If one training and development need is discovered in one department or level of management, there’s is a possibility that it also exists in other departments. Moreover, it’s time-consuming and costly for managers to put limited resources at each problem as it arises, which results in duplication of efforts. Instead, firms have established personnel function which puts in order training and development needs (Khan & Khan, 2011). Although they are responsible for organization needs, they may not be solely responsible for coordinating the system, he/she has an unimportant role in collecting relevant information for training needs. The managers need to work with other managers in determining training needs and measures that allow a wide range of training and development activities. Furthermore, there is a rationale for managers to anticipate future needs (Huang, 2001). The need for training always manifests at an organizational level while in some cases, some training needs go unnoticed. Together with anticipating for future needs, there is a need to develop monitoring techniques to spot these unnoticed needs and make a valuable contribution to the processing of information on performance needs.
One common technique that is widely used is the Variance Analysis to monitoring that is used to mentor budgets and translates well to the identification of needs (Jehanzeb & Bashir, 2013). When a budget is approved, a monthly expenditure is detailed and any variance, either upward or downward from the forecast calls for investigation into what happened. When probing for training need in an organization, it’s paramount to look at the level of the need. There is a possibility for the training to be limited to just one employee or only a few. It could also be that training need is limited to a whole department or across the organization.
It is a good practice to analyze training need by investigating the unexpected problems with care. Monitoring will help indicate where gaps exist although it’s a common mistake to make wrong assumptions when confronted with a particular situation (Frazi & Spletzer, 2005). Investigating unexpected problems should be followed by considering the most appropriate training to offer employees. Management looks at whether training should be done using internal expertise or using foreign assurance (Harvey et al. 2001). Other considerations include whether the training and development should formal or informal, and where should be the training be hosted. After making these deliberations, the next step is to take the right action. If the needs are within an individual manager’s control and jurisdiction, he/she can take the appropriate action to meet the need. However, if the needs are enormous, he/she can make recommendations to the senior management responsible for planning and implementation of training needs in the organization. While analyzing training needs, managers should avoid making hasty assumptions about the organization performance problems, and avoid training without establishing a need. The managers should further take an approach that meets the needs of diverse employees, and finally, stop aiming at obvious training and devilment needs at the expensive of those which have been identified via systematic monitoring
2.5 Challenges facing employee training and development
One of the major challenges in training and development is handling a large workforce. The sheer volume becomes problematic when the staff works on an hourly basis in a seven days a week, making it impossible to update on any case in a regular manner. This is especially difficult in accommodation, food, arts and entertainment industries that manage the staff in routine and regular ways. Sometimes managers find it challenging to make the employees understand the value of training (Chiaburu & Tekleab, 2005). While firm’s find it easy to enroll juniors for training, convincing managers and other top officials to attend tarring sessions is much harder. More so, a lot of firms have employees who lack basic skills forcing human resource managers to look for partnerships with schools. The nature of the workers who, for example, cannot communicate using English as the second language means they have to be trained. Location sometimes makes it difficult to carry out training and development activities where taking employees for training becomes costly. For firms that lack training locations and rooms, they are forced to book hotels and school facility which are highly expensive. Finally, programs, procedures, and policies are changing rapidly. There are some many employees of diverse origins and varying skills who require enrolment to training programs. To train these people, there is a need to tailor the sessions to their unique needs- developing such strategies and programs are difficult.
2.6 Impacts of Training and Development on Performance for Theoretical framework
Over time, organizations have changed the way they used to conduct training and development. It used to be job-focused and limited to technical skills (Bartlett, 2001). As the nature of training has changed, new literature and approaches have come in place to explain the role of training and development in enhancing performance. One of these theories is the Action Theory put forward by Frese & Beer (2007). The theory attempts to explain how learning is controlled and gives insight on how people can change behavior to meet the requirements of the firm. Unlike the cognitive and information processing theories, Action Theory links behavior and specific working outcomes (Milhem, Abushamsieh & Aróstegui, 2014). It is concerned with the process involved in the interaction that exists between the environmental inputs and behavior and how cognition regulates this behavior.
The theory is a systematic tool for explaining how knowledge of the cognitive process in performance is regulated by using focus and structure components. There are systemic beliefs that managers trying training and development can possess to ensure a mutual learning environment. The firm should believe in the unlimited potential of every employee regardless of his/her position and abilities, and belief in building the capacity in leadership among in the workforce. The managers should have confidence in the value of collaboration and communication among the departments, and also commit to and implement a regular employee performance. Finally, it’s important for the organization to believe in the power of personal connections and relationships among the staff.
3 METHODOLOGY
This chapter provides an in-depth look at how the research will be conducted, area of study in which the research will be undertaken and the population to be covered in detail. This chapter further provides the sampling procedure, sample size, methods of data collection, data analysis and legal and ethical framework.
This study will be done using a semi-structured interview research design and open-ended questionnaires. These two designs will help collect relevant data needed to understand how a human resource strategy influences the employee engagement. A semi-structured interview helps answer several key questions and define areas for further exploration. This design will help research get useful information about training and development in Qatar and further allow the interviewee pursue more details that arise from respondents.
3.3 Impacts of Training and Development on Performance Research Population and sample size
The study will use purposive sampling to choose the sample that will offer the appropriate data on how the human resource strategies influence employee engagement in Qatar. The study will target 100 employees in Qatar since it’s a region with a vibrant business environment and renowned human resource practices. Data will be collected by issuing questionnaires to 70 employees while 30 will be subjected to a structured interview. The questionnaires and interviews will as questionnaires to determine employees reaction to training and development on their performance, and how such programs influence their career. It is hoped that the sample will provide a general idea of what is happening in training and development in business organizations.
3.4 Impacts of Training and Development on Performance Primary Approach
This study will adopt an exploratory approach to study the problem of training and development that has not been well documented by existing literature. Since this study looks at performance of an organization and how training plays out, exploratory research will seek to draw definitive conclusions using secondary sources and review of existing knowledge on the subject. Furthermore, this research is qualitative in nature, and using approaches such as questionnaires and semi-structured interviews will help explain how a firm benefits from strategic training and devolvement of its workforce.
3.5 Impacts of Training and Development on Performance of Data Analysis approach
Once all the relevant data has collected, the researcher will rely on a combination of excespreadsheetsts, tabulations and, pie charts and tables. Statistical analyses will be performed using Microsoft Excel.
3.6 Impacts of Training and Development on Performance and Sampling Procedure
This research will target 200 employees from Qatar to get useful data for analysis and conclusions. Two methods of sampling procedures will be used; random sampling and simple random procedure.
3.7 Impacts of Training and Development on Performance Validity & Reliability
To ensure the research findings are valid and reliable, the researcher will eliminate all possible threats such as testing, maturation, communication barrier and history.
3.8 Expected conclusions and recommendations
This interpretive research shall strive to explore how human resource strategies devised and implemented by human resource management (HRM) professionals as well as managers of organizations in Qatar can influence employee engagement subsequently leading to increased employee commitment, satisfaction as well as retention in their respective groups. Some of the recommendations include; organizations in Qatar should improve their current HRM strategies to improve employee engagement and consequently increase productivity and profitability of their respective companies
3.9 Impacts of Training and Development on Performance and Ethical Issues
The research will be conducted using legal framework that pertains to research and collection of information. The sample and interviewees will be in no way coerced to take part in the study. Also, the personal information collected was treated with utmost confidentiality.
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