Article title:
Training and Development Program and its Benefits to Employee and Organization: A
Conceptual Study
Author's Name and Notification Background:
i.
Khawaja Jehanzeb,
Department of Management, College of Business Administration,
King Saud University, Riyadh, Saudi Arabia
Department of Management and Human Resource Development,
Universiti Teknologi Malaysia,
81310 Johor, Malaysia
ii.
Dr. Nadeem Ahmed Bashir
Department of Management, College of Business Administration,
King Saud University, Riyadh, Saudi Arabia
Article titles and related information:
European Journal of Business and Management
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.2, 2013
COMPREHENSIVE REVIEW
This paper discusses related to a conceptual study established on the employee training and
development program and its benefits. The paper inspect the structure and elements of
employee training and development program and present what are the positive outcomes for
employees and organizations. Organizations find it difficult to stay competitive in recent
global economy.
Importance of employee development program is growing for the
organizations those pursuing to receive an advantage among competitors. Employees are
esteemed resource of the organization and success or failure of the organization relay on the
performance of employees. Therefore, organizations are financing large amount on employee
training and development programs. Furthermore, in training program it is supportive for
companies to emphasis on knowledge, expertise and ability of employees.
There is
substantial discussion among professionals and researchers on the affect that development
program has on both employee and organization. The study described here is a vigilant
assessment of literature on fundamental of employee development program and its benefits to
organizations and employees
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Researchers have been focusing in his writings about the Training and Development Program,
Components of Training and Development Program, Individual Benefits from Training and
Development Program, Organizational Benefits from Training and Development Program,
and Suggestion for Future Research
THE MAIN ISSUES RAISED BY THE AUTHOR:
Based on the findings of researchers, the author has concluded that training and development
can provide a variety of benefits to the employees and the organization. Among the benefits to
the employee training program is in terms of career competency, satisfaction of employer and
employee abilities. While training and development program affects the organization in the
event of an increase in the market, increase organizational performance and employee
retention within the organization.
Proposed model of the study
(1)
Individual Benefits from Training and Development Program
In the author's view, there are three advantages gained by each individual involved in
Training and Development Program.
i.
Career Competencies
Employee development program help employees to survive in the future and develop
their abilities to cope with new technologies. Employees get a lot of benefits from the
employee training and development program. They learn the soft and technical skills as
required by their jobs. Most of the employees recognize the importance of training program
and would like to increase their salary. It is also expected from the fresh graduate not
appropriately equipped for the continually changing business environment. Young
professionals with entrepreneurial ambitions know that they have shortage of experience and
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money; hence they attempt to join companies which provide training programs to prepare
their employees for the betterment of future.
Employees understand that training program
can directed to superior duties and higher remuneration .
Furthermore, helping workers to
improve their skills and knowledge to cope with the future requirements, lead to job
satisfaction.
ii.
Employee Satisfaction
Employee feels comfortable and wants to stay with their organization, when they feel
they are putting their efforts and skills in the bottom line for their organization. Employees
who are satisfied with their jobs, believe that their work has a purpose and important for their
organization. Usually the best performers do not leave a job for the purpose of financial
benefits. Though salary and benefits plays an important part in selecting and retention of the
employees, employees are always observing the opportunities to acquire novel skills, to get
the encounter of different duties, and looking for personal and professional development.
Loyalty with the organization cannot be calculated but it is substantial to intrinsic reward that
employee feel.
iii.
Employee Performance
Psychologically practicing tasks permitted trainees to grow learned knowledge,
abilities and task.
employees.
Training is positively effects on the employee performance of the
Technical and professional skills are very important for the employees to
perform a job in an effective way. Providing training opportunities to employees can enhance
the performance of the employees.
(2)
Organizational Benefits from Training and Development Program
i.
Market Growth
Organizations can utilize employee training and development programs to improve
their appearance as best employer in the job market. Employee development programs are
important for any organization to stay solvent and competitive in the market. Though it is
expensive for the organization to spend the money on their employees but this investment is
positive for the organizations to hold the place in the market.
ii.
Organizational Performance
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The current research proposed that the facility of training and development program is
likely taken consent by employee that their organizations need to enter a social exchange with
them. This social exchange agreement produces a durable psychological bond between
employee and organization. Training has been defined as mainly contributing factor to the
organizational effectiveness.
Exploration on this topic recommends that investment in
training and development program can be justified by the impact it creates to developed
individual and organizational effectiveness. To evaluate the effectiveness of training and
development program it has been advised that check directly the relationship of training and
organizational commitment.
Further it has been revealed as certainly correlated to the
efficiency of the organization.
iii.
Employee Retention
Companies which are providing training and development programs to their
employees are getting success in retaining them. Sears has established that in localities where
manager provide help to their employees to develop professionally, turnover is almost 40-50
percentage fewer than those stores where association with the managers does not available.
Several organizations have revealed that one of the characteristic that help to retain employee
is to offer them opportunities for improving their learning. Therefore, it has confirmed that
there is strong relationship between employee training and development, and employee
retention. Companies should realize that experienced employees are important assets and
companies have to suffer the challenge for retaining them.
OPINION OF REVIEWERS
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles.
Development is more expansive and focuses
on employee growth and future performance, rather than an immediate job role. Training and
development is a function of human resource management concerned with organizational
activity aimed at bettering the performance of individuals and groups in organizational
settings.
Training
has
been
known
by
several
resource development", and "learning and development".
achievements of a business.
names,
including
"human
Training is essential to the
Perhaps its most positive benefit is better employees.
A
company or the organization develop the potential of an employee, and part of the way a
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company encourages improvement is through training.
Often, good training is just
as important as a good benefits package for an employee.
Most organization or company wouldn’t hire unqualified employees. But so many of them do
employ underqualified workers. Sometimes employees become underqualified due to
changing technology or the development of new methods.
The two biggest resources used
for job training are time and money. Training employees costs time, money, and materials.
Often, third parties are needed to conduct job training. Not only will there be missed time and
unbillable hours, but there will also be additional costs. Another reason the company often
neglect to train employees is because of past training experiences.
Sometimes the training
was done poorly, or the topics just didn’t help. That could happen for several reasons. Failed
training comes at a high cost, and businesses often don’t want to take that risk. However, if
the employees are not well train, it also comes at a cost. There are six reasons untrained
employees can end up costing more than trained ones:
i.
Untrained Employees is Unhappy Employees
Employees who feel inadequate, underachieving, or unsupported are unhappy. They
aren’t satisfied in their work, which will cause them to underperform, make mistakes, and not
care about their work product. That costs the business in lost time and money.
ii.
Untrained Workers Have a Low Production Value
The quality of their work is lower and of less value. The quality in performance is
lower than it could (or should) be.
iii.
Untrained Workers Are Inefficient
More time (and therefore money) and effort is spent when employees aren’t fully or
properly trained to perform their tasks or to fulfill their responsibilities. It takes them longer to
do the work.
iv.
Lost Time/Money Due to Mistakes
When an untrained worker makes a mistake, the time and materials used are lost. The work
then has to be done again. Or worse, the inadequate product was delivered to the client.
v.
An Increase in Miscellaneous Expenses
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These are more difficult to track or attribute to untrained workers, but they are there.
Creating a CAD drawing incorrectly means reprinting the file. That means it takes more time
to fix the mistake, more materials cost in paper and ink, and more time rechecking the work.
If it were done correctly the first time, these costs wouldn’t be there.
vi.
Lost Customers
Untrained employees can cause many of the mistakes listed above, and those mistakes
and inefficiencies can cause our business to lose customers. That is the worst possible
scenario, but it can happen.
From the issues discussed by the author, I am of the view that the issues raised by researchers
related Training and Development program is interesting and relevant. Based on the study,
the researchers found that there are many benefits of training and development programs
undertaken by the organization or employer for personal growth of employees and also for the
growth of the organization itself.
We take the fact of observation that training leads to
important benefits for individuals and organizations.
proposes that these
The existing analysis of literature
benefits vary from individual and organizational performance. To
understand the benefits of training and development program, we have to implement different
level and different disciplinary perspective of employee development program. The study
also involved the discussion, how to increase the benefits of training. These features include
giving attention to the training design, delivery, and transfer of training. After completing the
study on this topic, i believed that it is very beneficial for the organizations to develop the
employee development programs. If there is a systematic training and development program
for the employees, the companies will harvest its profit from the market and remain
competitive in the job market.
An organized and efficient development program with
supportive apparatuses will significantly assist the organizations to retain the most valued
human resource, especially those who have a lot of experience with the organization. If
organizations are capable to support all employees in meeting their requirements then both,
employees and organizations will get the long term benefits. It is also very important for the
organizations to timely evaluate the success of employee training and development program.
However, research is required to recognize the features that enable a smooth transfer of
employee development benefits on different level. Furthermore, some special questions of
vertical transfer that how training and development directly influence on individual and
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organizational level. A conceptual model of this process is available and there has been little
empirical research on this topic (Kozlowski et al. 2000). Secondly, there is a gap existing
between the applied and academic literature concerning the usage of cycle time as a factor to
measure usefulness of training and development program (Holton 2003). The size of effect
on the quality of performance may not the similar as individuals and organizations recognize
and apply solutions to new problems. Organizations are realizing the benefits of employee
training and development programs as they are receiving pressure from the competitor
market. Research is required concerning the factors that can raise the awareness of the
benefits of training and development at numerous stages of exploration. This research may get
help from primary studies on the effects of training and development on novelty and
performance adaptability of employees and organizations.
HIGH-IMPACT EMPLOYEE TRAINING
Each employer is certainly hopes to implement a program of staff training and development
that led to high impact. In this respect, some measures to ensure the provision of training as
expected proposed as follows:
High-Impact Employee Training
Towards fulfilling the aspirations of the organization to ensure quality impact, every
organization must identify the objectives of the organization.
The organizations must
identify the business impact. The training must design and develop to meet the company’s
overall goals. Keeping business goals in focus ensures training and developmen to make a
measureable impact.
Secondly, the organization must analyze skill Gaps that how the
employees’ behaviors helping meet the business goal.
By finding out what the gaps are
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between employees’ current and ideal skills, the better pinpoint on what specific learning
objectives should be. Layer Training Methods: The most effective training programs use
layered, sustainable learning activities to create performance improvement over time. A
layered approach makes sure our program targets the most essential employee, customer, and
business needs, while training the right people at the right time in the right way. A layered
approach is the best of all worlds because it blends learning experiences and training methods
that maximize the benefits of our time.
Lastly, we have to evaluate the effectiveness and
sustain gains. Employees’ need for training and support doesn’t end when they return to the
job.
In fact, continued support makes that initial training stick. Measureable learning
objectives are the foundation for us to evaluate an initiative’s impact.
SUGGESTIONS FOR IMPROVEMENT
This study is based on previous studies that have been done by previous researchers related
training and development programs for organizations and employees. As such in improving
the quality of research and writing, it is recommended that the authors carry out a field study
to conduct face to face interviews with those involved in training and staff development
programs. Researchers also can focus on the extent to which programs meet the needs of each
organization. The findings obtained either qualitatively or quantitatively by researchers, will
provide an opportunity for researchers to understand the trend of staff training and
development programs more relevant and in accordance with the latest developments.
Future research could build on this study’s results by measuring quantitatively the actual
increases in job performance as well as the actual changes in job proficiency attitudes. This
could be accomplished in a simple pretest–posttest design using a control group not having
had the training as a comparison group. It would be valuable to connect perception to actual
changes in job performance that can be quantified and measured. Attitude studies like this one
are limited to representing what the person would be feeling should he or she be in that
position, or try to recall what he or she felt when she actually was in that position. More
actual behavioral data of this nature might convince upper level management to invest in
employee development programs. It is important for employers to provide relevant and
meaningful training for the employees, which supports and enhances employee attitude. When
training is perceived by the employee to be relevant and meaningful, the results may be
demonstrated through improved proficiencies.
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CONCLUSION
Having a trained workforce means our workers are learning new skills that can improve
production, cut time spent in creation of our product (or service), reduce production costs,
reduce mistakes, build confidence in our workforce, and create a better working environment.
An investment in our employees’ skill sets is an investment in our company or organization.
When everyone gets better, everyone in the organizations will gets better too. In short, future
research on this topic might be extent that which training opportunities are observes as a
message that the organization cares for employees and create important message in current
corporate world afflicted by downsizing and employee layoffs.
References:
Allencomm (n.d). Engaged Employees Provide the Best Customer Experience Retrieved
Nov. 20, 2016, from http://www.allencomm.com/resource/what-is-employee-trainingdevelopment
Debra L. Truitt (2011). The Effect of Training and Development on Employee Attitude as it
Relates to Training and Work Proficiency. SAGE Journal
DOI: 10.1177/2158244011433338
Holton EF III. (2003). Cycle time: a missing dimension in HRD research and theory. Hum.
Resour. Dev. Rev. 2:335–36.
Khawaja Jehanzeb., & Dr. Nadeem Ahmed Bashir (2013). Training and Development
Program and its Benefits to Employee and Organization: A Conceptual Study.
European Journal of Business and Management, 5 (2), ISSN 2222-1905 (Paper) ISSN
2222-2839 (Online)
Kozlowski, S. W. J., & Klein, K. J. (2000). A multilevel approach to theory and research in
organizations: Contextual, temporal, and emergent processes. In K. J. Klein & S. W.
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