The paper "Evaluation and Performance Management" is a wonderful example of a literature review on management. Training and development refer to the process of acquiring skills, knowledge, and abilities by employees/s. In a formal setting, development and training can be defined as “ an 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 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 in every circumstance.
In particular, training of employees returns the value of the investment to the organization if and only if it is clearly spelled 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 wants 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 for the entire organization. It is important to differentiate between training and development though they are put together in performance management (Heuerman, 1997).
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