XxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxLecturerXxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxJuly 26th, 2012IntroductionTraining and development refers to the process of acquiring skills, knowledge and abilities by employee/s. In a formal setting, development and training can be defined as “any attempt to improve current or future employee’s performance by increasing the ability to perform through learning especially by changing the employee’s attitude or increasing his/her skills and knowledge” (Mellahi, Jackson & Sparks, 2002). It is observed that the need for training and development is determined by the worker’s performance deficiency. In summary form, training and development need is standard performance minus actual performance.
In that respect, worker training and other development activities are meant to improve the overall performance of the organization. Nevertheless, not all training and development activities succeed in achieving this goal because they are ‘more often than not’ thrown at problems that are not well stated. As the major task of both development and training is to improve the organizational performance, it is important that they are implemented together in whichever company (Blalock, 1999). By so doing, the performance management process will guide the company in determining which development is effective every circumstances.
In particular, training of employees returns value of investment to the organization if and only if it is clearly spelt out. It also focuses on the needs and wants of not only the organization but also the employees. On its self, performance management bridges the gap distinction between what the employee want to accomplish and what the organization what to achieve (Heuerman, 1997). However, the aim of bridging this gap is to improve the main objective of the organization. It is also noted that the aim of training the employee/s is to reduce the mentioned gap.
More so, training enables the organization to understand what the employee can do and what the organization what the employee to do. This is also called the performance gap (Heuerman, 1997). Performance management is therefore the starting point in determining the applicable training needed by the organization. This training is not for employees only but also the entire organization. It is important to differentiate between training and development though they are put together in performance management (Heuerman, 1997).
On its part, training involves organizing some events like workshop, seminars and the pertaining instructions. On the other hand, development involves enriching the employee/s on the basis of the organizational daily routine (Blalock, 1999). For example, if the employees exchange their job responsibilities so that each employee within the organization gets to learn what his/her colleague does, it will eventually increase the experience of the employees. With this, it is easily identified that employees’ development encapsulates training and other learning activities within an organization. In addition, different learning activities mean and aim at different things in an organization (Mellahi, Jackson & Sparks, 2002).
Say, if the aim is to improve the understanding of how different departments work to different workers, the best approach would be to rotate responsibilities of the workers between departments. Again, if the aim is to make employees understand how to operate a computer, the appropriate method would be to train through a workshop.