Essays on Developing Training Capabilities Coursework

Download full paperFile format: .doc, available for editing

The paper 'Developing Training Capabilities" is a good example of business coursework.   There job training debate seems to have no clear conclusion as to whether it is necessary or it is often one of the most misused training strategies. Some human resource development practitioners feel that job training helps in improving employee and organizational performance. Others feel that organizations often misuse job training by ignoring other crucial factors superseding employee knowledge and skills. This paper seeks to present the two sides of the debate through experience and research findings. Although the paper does not provide a clear cut direction regarding the debate, it concludes by pointing on ways to ensure successful and effective job training programs. Introduction: Training and development, also known as human resource development (HRD), is a section of human resource management (HRM) whose role involves improving the performance of workers in an organization.

Gilley and Gilley (2003) summarizes that the role of the human resource department in an organization involves improving the organization including its effectiveness. The HRD achieves these exceedingly crucial roles through developing the employee’ s careers in order to improve the performance of the employees and that of the entire organization.

The process of human resource development involves three principal activities: educating, training and developing the skills, experiences and competencies of workers (Bekerman, Burbules, and Silberman, 2007, p. 1). Training involves providing workers with the necessary knowledge, skills and competencies through teaching them the practical and/or vocational knowledge and skills. Job training, therefore, is training conducted for the employees about their work and in their normal working conditions (Wilson, 2005, p. 7). According to Montana and Charnov (2000), training involves evaluating and enhancing the skill and competencies of an individual based on the job that the person currently holds.

Therefore, job training involves giving employees the skills, experiences and competencies necessary for their specific jobs. Also, job training involves improving the skills and competencies of the workers in order to improve their work efficiency (Baker, 2007). Accordingly, trainers use tools, materials, equipment and documents, which employees use or will use after they complete the training (Baker, 2007). How job training is conducted: There are various methods of conducting job training: coaching, mentoring, structured training, Electronic learning, and organizational learning among others.

Baker (2007) indicates that there are two main approaches that organizations may use to conduct job training to their employees: formal/informal and self/other-directed training. An organization may decide to conduct a self-directed or other-directed job training either formally or informally. The choice of strategy to employ depends on the financial capability of the organization, available time, complexity and specificity of the required skills and knowledge, and motivation and capacity of the employees to be trained (Baker). For instance, Baker (2007) indicates that other-directed, formal job training is the most expensive approach of all approaches and combinations.

This approach involves the use of a professional to conduct job training. In the other-directed approach, the learner (in most cases the employees) has no role in deciding the skills or competencies required and the training procedure to be used. Somebody other than the learner, for example, the human resource manager or a professional trainer, makes such decisions. Since it is formally conducted, it involves a systematic approach including the establishment of the required skills and competencies, goals to be achieved, time, procedure, tools, equipment and materials (logistics) to be used and the means to evaluate whether the objectives were achieved.

However, this approach is considered the most effective way of conducting job training since it facilitates a speedy acquaintance of the required skills and competencies by the learners (Baker, 2007).

References

Baker, H., (2007). Employee Training. Global Media.

Bartlett, R., (2001). The Relationship between Training and Organizational Commitment: A

Study in the Health Care Field. Human Resource Development Quarterly. 12(4),

335–352.

Bekerman, Z., Burbules, C. N., and Silberman-Keller, D., (2007). Learning in Places: The

Informal Education Reader. New York: Peter Lang Publishing, Inc. p. 1

Ellinger, D. A., Keller, B. S., and Ellinger, E. A., (2003). Supervisory Coaching Behavior: Is

There a Payoff? In Lynham, A. S., and Egan, M. T. (Ed). AHRD 2003 Conference

Proceedings 443–450. Minneapolis.

Gilley, J. W., and Gilley M. A., (2003). Strategically Integrated HRD: Six Transformational

Roles in Creating Results-Driven Programs, Second Edition. Cambridge: Perseus.

Hamil-Luker, J., (2005). Women’s Wages: Cohort Differences in Returns to Education and

Training over Time. Social Science Quarterly. 86(5), 1261–78.

Lowry, S. D., Simon, A., and Kimberley, N., (2002). Toward Improved Employment Relations

Practices of Casual Employees in the New South Wales Registered Clubs Industry.

Human Resource Development Quarterly. 13(1), 53–69.

Montana, P. J., and Charnov, B. H., (2000). Training and Development. Management. Barron's

Educational Series. 224.

Pankhurst, K. V. Elements of an Integrated Theory of Work and learning. In

Livingstone, D. W., (Ed) (2009). Education & Jobs: Exploring the Gaps. Ontario:

University of Toronto Press.

Schmidt, W. S., (2007). The Relationship between Job Training Satisfaction and Overall Job

Satisfaction. Human Resource Development Quarterly. 18 (4), 481–98.

Shipton, J., Human Resource Management. In Wilson, J. P., (2005) (Ed). Human Resource

Development: Learning and Training for Individuals & Organizations, second edition.

London: Kogan Page Limited. p 51-52.

Stolovitch, D. H., and Keeps, E. J., (2004). Telling Ain’t Training. American Society for

Training & Development. P. 164.

Tannenbaum, S. I., Beard, R. L., McNall, L. A., and Salas, E., (2010). Informal Learning and

Development in Organizations. In, Kozlowski, W. J., and Salas E., (Ed). (2010).

Learning Training and Development in Organizations: A publication of the Society for

Industrial and Organizational Psychology. New York: Taylor & Francis Group. P. 19

Tansky, W. J., and Cohen, J. D., (2001). The Relationship between Organizational Support,

Employee Development, and Organizational Commitment: An Empirical Study. Human Resource Development Quarterly. 12(3), 285–300.

Wilson, J. P., Human Resource Development. In Wilson, J. P., (2005) (Ed). Human Resource

Development: Learning and Training for Individuals & Organizations, second edition.

London: Kogan Page Limited. p 7

Download full paperFile format: .doc, available for editing
Contact Us