Essays on Employee Learning, Training and Development Career Management Research Paper

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The paper 'Employee Learning, Training and Development Career Management" is a great example of a management research paper. A research exercise is carried out to establish the existing excellent practice, latest developments in certain areas and the training needs and requirements of the intended users. The arousal of the falling profits emerged from a brief recession (Noe, RA, Hollenbeck, JR, Gerhart, and B & Wright 2010). The immediate response of employers was to reduce the workforce so as to speedily respond to alterations in the marketplace products. The role of a company’ s in-house training and development of their staff is that it is essential to the effectiveness of the organization’ s training as well as other services that it provides its employees.

The employees need to expound their knowledge on issues of human resource management, industrial relations, occupational safety and health and information analysis and research. This touches on influencing the policy environment, undertaking wage and other surveys and transferring knowledge to members. Other services that companies should provide to their employees include direct services, and influencing the legal and policy environment that is required for business growth and development (Kramar et al 2011). The focus of this essay is on the training provided by in-house employees who are employed by the firm that they are working.

It also focuses on the reasons why most companies fail to provide in-house education training and development. Research Research has shown certain benefits that a business receives from training and developing its workers, which include reduced employee turnover, increased productivity, decreased need for supervision and increased efficiency that results to financial gain (Armstrong 2000). Most companies fail to provide their employees with sufficient in-house training.

Most of the staff members of these companies felt that they lacked the necessary knowledge and training so as to keep their skills up to date. In such companies, the employees lose out unless they can compete globally with companies of the same stature or organization. The employees are also usually unhappy with the predetermined distribution of performance rankings of employees, which have a negative impact on working of the team (Leopold & Harris 2009, p. 66). Most temporary or non-standard workers are less likely to remain with the firm than the full-time workers are.

The human capital theory has no hope that the non-standard workers will receive training from their employers. Companies have been investing in workers to provide educational training to increase their productivity. Firms have the incentive to engage in such human capital investment only if they expect the return to be greater than their cost (Leopold & Harris 2009). The investment of a company reduces with the time that it expects to reap its benefits. Since most temporary workers tend to have a short tenure with the company, there would be a lower opportunity, for the company to provide in-house Education Training and Development for them. Studies show that larger companies give funding for educational training for their employees than smaller companies.

The effect of this analysis is that large employers train formally often for their employees (Wiens-Tuers & Hill 2002). This could probably be because of the amount of capital that is to be invested in the training, which is not usually efficient and readily available. These small companies claim that they have better use for the money other than training their employees, especially the temporary ones, which would not be of benefit to them in the long run.

They would rather get funding from outside sources, which they would use to crisis manage in case something goes wrong. They would rather not mess up with their cash flows for such issues that they do not consider necessary (Kramar et al 2011).

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