Literature review on training and development

Review on employee training and developmentuploaded by shishir dhakalrelated interestshuman resource managementneeds assessmentperformance appraisalemploymentcompetence (human resources)rating and stats4. 5)document actionsdownloadshare or embed documentembeddescription: literature review on employee training and moreliterature review on employee training and ght: © all rights reserveddownload as docx, pdf, txt or read online from scribdflag for inappropriate contentintroductionthe field of human resource management covers numerous aspects related with management and enhancement of competent human resource of any aspects include matters such as recruitment and selection, performance appraisal,Stress management, labor relations and so on. Likewise, the topic of employee development cannot be left out as organization cannot obtain optimum benefit from even its high performing sufficient training and orientation is not provided to them. Thus, in order to ensure a fine and competent employees, it is must on every firm’s part to provide training and also pment opportunities to their ng is an educational process that conveys relevant and useful information participants and develop skills and behaviors that can be transferred back to ace. The goal of training is to create an impact that lasts beyond the end time training itself and the focus is on creating specific action steps and commitments people’s attention on incorporating their new skills and ideas back at lly, in organizations training is offered as skill development means for groups. Training involves an expert working with learners to transfer to n areas of knowledge or skills to improve in their current jobs (mcnamara, 2008). Development means encouraging employees to acquire new or advanced skills,Knowledge, and view points, by providing learning and training facilities, and such new ideas can be applied. Development is a broad, ongoing multi-faceted activities (training activities among them) to bring someone or an organization up r threshold of performance, often to perform some job or new role in the ng is job or task-oriented. Organizations must therefore have the responsibility to implement training and development systems and programmes that best help them e their e of training and ing to quinn, anderson and finkelstein (1996), the goal of training is ees to master the knowledge, skill, and behaviours emphasized in mmes and to apply them to their day-to-day activities. They contend that recently been acknowledged that to gain competitive advantage, training has to involve just basic skills development. The rationale of training is on the ordinary employees but as well as to their executives to develop ed in the diversification and competitiveness by making the sful. Participation of the stakeholders, the guidelines and implementation of training in ees can achieve positive results. The workforce development is focused ting, developing, and retaining the best of the people from the broadest ces to meet the objectives or goals of the companies. Intentionally, training pment are provided for the employees with best of the career opportunities ent industry and encourages their individual growth and achievement (kruger,2008).

Review of literature of training and development

According to casse and banahan (2007), the different approaches to training pment need to be explored. Usually the managers have the choice to select the ng and development programme for their staff but they always have to bear in to increase their chances of achieve the target they must follow the five ghted by miller and desmarais (2007). According to davenport (2006), his recent studies that it’s easy to implement strategy with the internet cal training is the process of teaching employees how to more accurately ghly perform the technical components of their jobs. Technical job-specific as opposed to soft skills, which are -the-job training these methods new or inexperienced employees learn through observing peers rs performing the job and trying to imitate their behavior. These methods do much and are less disruptive as employees are always on the job, training is given same machines and experience would be on already approved standards, and the trainee is learning while earning. Some of the commonly used methods are:Coaching, mentoring, job rotation, job instruction, technology, apprenticeship,Off-the-job training -the-job training methods are conducted in separate from the job environment, al is supplied, there is full concentration on learning rather than performing, is freedom of expression. Important methods include: lectures and conferences,Vestibule training, simulation exercises, sensitivity training, transactional cal or technology ing on the type of job, technical training will be required. Technical training is of training meant to teach the new employee the technological aspects of the job. Retail environment, technical training might include teaching someone how to use er system to ring up customers. In a consulting business, technical training might be used so the how to use the system to input the number of hours that should be charged to . This might require some technical training of the entire company everyone uses the technology effectively. But it can also be administrered training, the third type of training , includes proficiencies needed to m the job. For example, an administrative assistant might be trained in how the phone, while a salesperson at best buy might be trained in assessment er needs and on how to offer the customer information to make a buying of skills training as the things you actually need to know to perform your job. Most of the time, skills training is given in-house and e the use of a mentor.

Literature review of training and development

An example of a type of skills training is from at&t , who in summer 2011 asked their managers to accelerate retail employee the iphone 5, which was released to market in the ng, performance and quality of employees and their development through training are major factors ining log-term profitability and optimum performance of organizations. To keep quality employees, it is good policy to invest in the development of their skills,Knowledge and abilities so that individual and ultimately organizational productivity se. This is a mistake g training for existing employees helps them adjust rapidly to changing of training and ys the necessity for dedicated professionals has increased with the s of business and the level of competency. It assists in building confidence,Promotion of personal development and is a focus for quality staff. Lack of quality affects standard of performance,However career development takes the chance to develop on the defects and bring review has so far revealed the importance and purpose of training in zation, and how it contributes to productivity. The fundamental bases for which personnel may be chosen or selected ng, the kinds of training methods are identified. In summary, this study is ptively to find out whether there exists any setback in the training and s in ghana ports and harbors and authority, and thus offer recommendations how these setbacks may be reduced if not entirely ng is seen as a key instrument in the implementation of ce management policies and practices, particularly those involving cultural the necessity of introducing new working practices. First of all the organization a training policy that specifies what training means to the organization, ies for training, how training should be conducted and so on. The next step is e the training needs of the organization in relation to the organization’s equate it with the needs of the individuals within it. Despite the available variety of methods, an organization be cautious when selecting training methods for its use. Although one of the most in the training process, evaluation and monitoring is often the most neglected adequately carried out effective training program is built by following a systematic, step-by step ng initiatives that stand alone (one-off events) often fail to meet ives and participant expectations. Assess training needs: the first step in developing a training program is fy and assess needs. Employee training needs may already be established organization’s strategic, human resources or individual development plans. Re building the training program from scratch (without ives) you’ll need to conduct training needs assessments.

The ultimate goal is the gap between current and desired performance through the a training program. Create training action plan: the next step is to create a comprehensive that includes learning theories, instructional design, content, materials other training elements. Evaluate & revise training: as mentioned in the last segment, the m should be continually monitored. At the end, the entire program evaluated to determine if it was successful and met training ck should be obtained from all stakeholders to determine program ctor effectiveness and also knowledge or skill acquisition. Analyzing ck will allow the organization to identify any weaknesses in the this point, the training program or action plan can be revised if objectives ations are not being ives of the study. To study the impact of training on employee and organizational primary data is collected through interview which consists of approximately -ended questionnaires. Industrial & employee relation h the research, the following findings about the ntc are made:Policies regarding training and hr training policy of ntc is elaborated and its workforce consists of nearly ees dispersed around the whole country. 3000 participating in any kind of training program, the employees themselves have to imitative by filling online form. The employees, then should have to be training by the head of the office, after which it goes to director for approval. Furthermore, ntc a policy of training for a particular employees maximum of two times in a year( time duration between two training is minimum six months. Similarly, ing employees for training program, the selection is usually done in a lot of s. These members usually selected from the different regional offices at a , all the main objective of the training and development programming ntc is maximum participation of employee's for their own as well as the organization' ntc, training is basically categorized into two parts; technical training strative training. For this purpose, ntc has its own training facility in the r, for advanced types of training, employees are also sent abroad or s are brought from abroad. Mostly on the job training is provided but very few job training is also provided.

Other further training like ng, yoga training is provided for reducing stress and providing motivation. This type of training ed for refreshing the employees from monotonous of the ously as in maximum cases, the training program does have a positive impact overall employees and organizational functional. Impact on employees: the training programs provide a definite boost ee's skills and working capacity. For instance, if ee is transferred from gsm system to adsl, the training provided requirement gap and hence helps in smooth transition. Impact on organization:the training program also has a positive overall the functioning of the organization. Ntc has been training their employees since long time and used two types of training method i. On-the-job and off-the-job for training h our research we came to know that among 5500 employees, 60% of ee i. 3000 employees per year are selected for training and is normally technical part rather than administrative part. For getting training facility, interested to register online and there should be recommendation from higher level r the participants are fit for the registered training or not. Other employees who get regular training are provided refreshment training so that they can reduce get motivated for completing their has been providing training to their employees so that they can cope up with ng working procedures, get refreshed from monotonous work and improve tual, technical and analytical skill. Training and development programs ntc in keeping their employees up to date and thus have helped in increasing tivity of those employees. Rather than expenditure, ntc is investing on development for effectiveness of their ended documentsdocuments similar to literature review on employee training and developmentskip carouselcarousel previouscarousel nextproject report on training and developmentthe impact of training and development on organizational performancestudy on employee's training & development hclhr process and impact of training and development on employee’s performance at psoemployee training and development in hyundai motor india limited chennaiquestionnaire on effectiveness of training and developmenta study on training effectiveness - projectabstractliterature review-recruiting and selection-pjohnsona project report on training and development of halemployee trainingproposal - to assess the effectiveness of training and development function in the public service tanzaniaimpact of training and development on employee’s performance a study of general employeestraining and development practices in bangladesh(hr report)effectivness of training & development projectperformance appraisal literature reviewresearch proposal hrmstudy on effectiveness on training and developmenttraining and developmentrationale for training and developmentthe effects of training and development on employee productivitytraining development notes mbathe impact of training and development on worker performance and productivity in public sector organizations. A case study of ghana ports and harbours authorityemployees’ perception of training and development programmes in an organizationhrm training & development project reportreview of literature in employee retentionemployee training and career development papereffectiveness of t&d for future group employeesresearch proposal on training and development managementa project of training and developmentdocuments about human resource managementskip carouselcarousel previouscarousel nextletter of assent e no car generichr director resume sample16601_1965-1969ut dallas syllabus for ob6307. Dialogthis title now requires a credituse one of your book credits to continue reading from where you left off, or restart the t ture review on employee training and developmentuploaded by shishir dhakalrelated interestshuman resource managementneeds assessmentperformance appraisalemploymentcompetence (human resources)rating and stats4.

Related slideshares at of hed on apr 19, you sure you want message goes you sure you want message goes t paul is a valuable information regarding training you sure you want message goes t at amity university, of of literature
a review of literature on evaluation of training was conducted to identify methods of effectiveness evaluation for training programs. Br />kirkpatrick, 1971
kirkpatrick’s first level of measurement, reaction, is defined as how well the trainees liked the training program. The second measurement level, learning, is designated as the determination of what knowledge, attitudes, and skills were learned in the training. The fourth measurement level, results, is the expected outcomes of most educational training programs such as reduced costs, reduced turnover and absenteeism, reduced grievances, improved profits or morale, and increased quality and quantity of production. Br />paquet,kasl, weinstein, & waite, 1987
one study was found by a major corporation that measured change in productivity and roi of a training program. Cigna corporation’s corporate management development and training department, which provides training for employees of cigna corporation’s operating subsidiaries, initiated an evaluation program to prove management training made a business contribution. The research question posed was, “does management training result in improved productivity in the manager’s workplace? The team conducting the research identified that data collection needed to be built into the training program for optimal data gathering. If managers could use the evaluation data for their own benefit as part of their training, they would be more likely to cooperate. Br />paulet & moult, 1987
british airways assessed the effectiveness of the managing people first (mpf) training by measuring the value shift, commitment, and empowerment of the trainees. Changes (level three of the kirkpatrick model) were measured following low impact outdoor-based experiential training with the goal of team building
alliger and horowitz (1989)
numerous studies reported use of components of the kirkpatrick model; however, no study was found that applied all four levels of the model. Although level one is the least complex of the measures of evaluation developed by kirkpatrick, no studies were found that reported use of level one as a sole measure of training. Indices from the study assisted the organization to evaluate the course design, effectiveness of the training, and effectiveness of the course instructors. Bushnell’s model included evaluation of training from the development through the delivery and impact.

Step one involved the analysis of the system performance indicators that included the trainee’s qualifications, instructor abilities, instructional materials, facilities, and training dollars. Step two involved the evaluation of the development process that included the plan, design, development, and delivery. This model was applied by ibm’s global education network, although specific results were not found in the literature. This was confirmed in 1997 when the america society for training and development (astd) assessed the nationwide prevalence of the importance of measurement and evaluation to human resources department (hrd) executives by surveying a panel of 300 hrd executives from a variety of types of u. The second measure was supervisory reports completed on the functioning of work groups before and after training. Br />hopkins 1995
there are several ways managers can use professional development to increase the competence, skills, and leadership capacity of their employees. While writing an article about training in 1959, kirkpatrick (1996) referred to these four measurement levels as the four steps of a training evaluation. As reported in the literature, this model is most frequently applied to either educational or technical training. In order to make the best use of organizational resources of time, money, materials, space, equipment, and manpower, continued efforts are needed to assess all levels of effectiveness of training programs. Trainers from all disciplines should develop evaluation plans for training and share the results of these initiatives. Br />warr, allan and birdie (1999) evaluated a two-day technical training course involving 123 mo tor-vehicle technicians over a seven- month period in a longitudinal study using a variation of the kirkpatrick model. The main objective of this study was to demonstrate that training improved performance, thereby justifying the investment in the training as appropriate. The one organizational feature evaluated was transfer climate which was defined as the extent to which the learning from the training was actually applied on the job. Trainees (all men) completed a knowledge test and a questionnaire on arrival at the course prior to training.

The reaction le vel was assessed using the data gathered after the training that asked about enjoyment of the training, perceptions of the usefulness of the training, and the perceptions of the difficulty of the training. At level one, all reaction measures were strongly predicted by motivation of the participants prior to training. Transfer support was the amount of support given by supervisors and colleagues for the application of the training material. Br />phillips and pulliam (2000) reported an additional measure of training effectiveness,return on investment (roi), was used by companies because of the pressures placed on human resource departments to produce measures of output for total quality management (tqm) and continuous quality improvements (cqi) and the threat of outsourcing due to downsizing. Great debate was found in the training and development literature about the use of roi measures of training programs. Many training and development professionals believed that roi was too difficult and unreliable a measure to use for training evaluation (barron, 1997). Stufflebeam's (2001) definition of evaluation was used to assess the methods of evaluation found in this literature review. The three training objectives were to assess knowledge gained through a web-based training, to determine participant reaction to web-based material and listserv discussions, and to describe both the demographic profile and the learning style of the participants. The evaluation of the training began with an on- line pretest and an on- line lsi. More specifically, the national staff development council suggests that “educators” spend at least a quarter of their work time on staff development activities (richardson 1997). Br />astroth 2004
recommend that training should address what the position entails and the skills necessary for competency. Br />jackson 2006
with regard to scheduling staff development, suggests that the timing of staff development can affect the success of the development program, itself. Consequently, she recommends that the timing of the training schedule be developed with consideration of staff needs and wants. As for the ideal format of staff development, recommends that trainings focus on the “main points” and take into account diverse learning modalities, by including “hands on” activities as well as time for discussion and questions.

Br />current training needs for staff
given the importance of a strong staff in shaping successful youth development programs, astroth and taylor (2004) report on the national collaboration for youth’s (ncy) efforts to define what successful youth workers are doing. Essentially, ncy reviewed existing competencies circulating in the field, sought feedback from many youth-serving organizations 8 and their staff, and ultimately decided on a set of ten core competencies that “entry-level workers, including part-time and full-time staff and volunteers, should possess when they begin a job or should acquire during the first few years to be effective when working with youth,”

according to a report published by the community network for youth development, the fast growing need for skilled youth workers highlights the fact that there is little professional development support for these workers. Little to no new skill development, low compensation and unclear career ladders may force youth workers to move from job to job in order to obtain higher wages and/or new skills and creating barriers for recruitment. California is among several states creating professional support groups, youth development worker mentorship programs, standards, core competencies for training, opportunities for higher education, and clearer career pathways for youth workers. Techniques: visual course - linkedin course - linkedin ic research foundations: course - linkedin on effectiveness of training and development. Project report on training and development with reference to of training and development on employee t on training and development by karan k kamdi (2).