Essays on Training Professionals Have a Leading Role in Innovation and Change Assignment

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The paper "Training Professionals Have a Leading Role in Innovation and Change" is a perfect example of a management assignment.   In the contemporary world, innovation and change are very critical challenges and not just words. How these two words are handled by the leaders and business managers makes a great difference between failure and success (Looise and Riemsdijk, 2004). Innovation is the upgrading of organizations services and products to maintain their competitiveness in the market. On the other hand, change entails human behaviour which is directly influenced by such forces as personal as well as business relationships, work routines, performance appraisal, culture and organizational structures.

To achieve the desired innovation and change, organizations should aim at training their professionals to provide the right exposure, frameworks and opportunities for development as well as networking (Looise and Riemsdijk, 2004). This essay seeks to describe the role of training professionals in today’ s business and discussing how professionals approach development programs. In addition, the essay will describe how some Australian organizations have developed an innovation in their training as well as development programs. Lastly, the essay will differentiate the different organization’ s approach to training for innovation. The role of training professionals in today’ s businesses, to deliver innovation. According to Clark (1993), human resource issues are of paramount when it comes to managing technical change.

It is evident from research carried out in the 1990s that the most important personnel issues relevant for the technological change introduction irrespective of who champions the issues are organization design, personnel issues from a narrow sense perspective and work structuring. Clark (1993) highlights that organizations should allow their employees to exercise their full strengths in their line of duty since this way they can be able to provide a significant contribution to innovation and change.

In addition, he pointed out that reward, selection, appraisal and development were important in bringing technological change. Of great priority, however, according to Clark (1993), is the selection of the right staff as well as the training of the employees to work efficiently with the introduced technology to bring about the desired innovation and change. Chung (1997) while discussing the importance of human resource in enhancing technological innovation has pointed out a number of practices that contribute to innovation and change.

This includes the presence of high-level management personnel who completely understands the new change as well as consistently supports it, employee involvement in the planning, restructuring of the workforce to allow for more integrated teams as well as the application of technological projects that allows other employees to train their fellow employees, empowerment of the technological employees. This entails the change of decision making to the lowest level reinforced by the data as a result of technology. According to Chung (1997), empirical research, however, in the early stage of employee empowerment, the introduction of new technology could lead to negative results due to the unstable state of the manufacturing system.

Moreover, Chung (1997) points out that only when the system is fully established does employee empowerment provide benefit organizations. According to a Beaufort project case study by Bondarouk and Looise (2005), carried out in Medinet in 2000, training professionals are very vital to innovation and change. The Beaufort project researched on the users of new information technology on two departments.

The introduction of new technology was aimed at enhancing the efficiency of personnel administration by reorganizing human resource management practices. The notion was that managers could input the personnel information directly into the system and share the information with all other departments. The project was headed by four managers. Three of them had experience in software and one was selected to lead the training of users. Of all the four none had experience in human resource work. This posed a big obstacle to their operations since the new jobs they were supposed to perform were not operationalized as well as defined.

Later they got relevant pieces of training and this way they were able to solve the challenges they had been facing to realize their goals.


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Chung, C.A. 1997. Human issues influencing the successful implementation of advanced manufacturing technology. Journal of Engineering and Technology Management, vol. 13, pp. 283–299.

Clark, J. 1993. Managing people in a time of technical change: conclusions and implications. In Clark, J. (ed.), Human Resource Management & Technical Change SAGE Publications. pp. 212–223.

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Looise, J.C. and Riemsdijk, M. V. 2004. Innovating organizations and HRM: a conceptual framework. Management Revue, vol. 15, pp. 277–288.

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