Organizational Behavior

Abstract

The paper reveals that effective management of the human resources is essential to attainment of good performance and employee engagement in a company. Companies invest in developing the skills of their employees through training. It is evident that training of employees is now taking a center stage through strategic planning of the activities that are targeting the skills and knowledge of workers across the world. Thereby, firms must allocate resources to providing their employees with necessary skills as this translates into good performance and better productivity. The paper emphasizes that human resource department carries the responsibility of matching the training to the competencies of workers. To achieve this, the collaboration from all the stakeholders in the firm should exist. This should also be carried out on a regular basis as the need for certain skills continues to evolve in the industry. The paper states that the potential of such programs is high if they are implemented well. Challenges arise in cases when employees are not considered as the active consumers of the HR practices, one of which is training. The paper concludes that an organization that provides effective training to its employees stands a better chance to be competitive, achieve positive employee engagement, and increase its market share in a highly competitive environment.

Key words: training, employees, human resource, incentives, empowerment, job satisfaction

Training and Skill Development as a Practice of Managing Employees

Introduction

HR managers are investing resources in training and empowering their workers due to the changing needs in the industry. Employee training and development has become synonymous with good practice in the area of HR as many organizations dedicate their resources to training programs. Part of the reason is that training employees ought to be a regular process due to the dynamisms in the industry. For instance, tools such as technology used to do their work are fast-changing, and the workers should be able to adjust to the changing work environment. Customer needs, competition in the market, and the marketing environment are also changing and must be addressed by empowering the worker to handle the emerging situation.

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The way to make certain that the employees prepared to deal with the emerging needs is to ensure that they have the latest skills in their area of work. They should also be exposed to best practices as learned from the high performing competitors in the industry. According to Robbins and Judge, training employees include everything that the organization is able to offer. It encompasses aspects such as teaching basic skills on the lower end and conducting advanced courses in executive leadership on the higher end. In practice, however, four main categories of training are identified. This paper explores the human resource practice of training employees.

Article 1: “Global Training & Development Trends & Practices: An Overview” by Ambika Bhatia and Lovleen Kaur

Bhatia and Kaur explore the trends in global training of human personnel. From their analysis, employee training is a global trend that many organizations are picking up to empower their works. The investment in training workers is a sign that organizations around the world are building organizational behavior and empowering their workers to perform better. On the other hand, workers across the world seek for organizations that are willing to upgrade their skills and knowledge through training. In order to benefit from the training of employees, it is common for organizations to have strategic plans focusing on developing the skills of employees to reflect the emerging needs of clients and make them more competitive in their industry. The trend is an indication that organizations have come to appreciate and recognize the importance of having the knowledge and skills of their employees refreshed in the reflection of best practice in their industries. The human resource department occupies an influential position in the implementation of training activities. According to Robbins and Judge, training of employees should be focused on four major categories, namely basic skills, technical skills, interpersonal skills, and problem-solving skills. This idea is supported by Bhatia and Kaur, who have noted that these skills are dynamic and must, therefore, be refreshed on a regular basis. This calls for a budget and plan if organizations reckon to implement employee training activities effectively. They also emphasize that the human resource management officers are responsible for developing the training programs and communicate with the management to provide the resources for training.

A plan for the implementation of a training program for workers is vital for essential skills. The skills acquired must be those demanded in the industry. The authors of the article note that many organizations have lost resources, including money and time, in facilitating training programs that do not serve the needs of their employees. According to Bhatia and Kaur, planning is very important because it helps to identify the needs of employees and the role they are playing in the organization. The knowledge of the client needs as well as the best practice is essential to ensuring that a particular training achieves its objectives.

Therefore, the authors have identified the stages through which training program should be implemented in any organization that seeks to achieve the best out of its employees. First, there is a need for a business plan review where the organization lays out a blueprint for its objectives and goals. Identifying the learning needs of employees is the second stage according to which employees should be involved in deciding on a particular area of interest where training will be done. The next stage involves developing training and development plan, which identifies the resources needed, the experts, and the timeline for implementing the training. The actual implementation of the training should involve getting employees in training halls or seminars where they are exposed to a series of sessions for their empowerment. Lastly, the training should be evaluated to determine areas that have been covered well and those that require a further follow-up in the future. These steps are crucial to empowering employees with skills they require to do their job.

Article 2: “Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value” by Jeroen Meijerink, Tanya Bondarouk, and David Lepak

The human resource management department is responsible for providing the services to employees. In fact, workers are the clients of a human resource department. The perceptions of employees towards the service of the HRM department are essential to quality performance. It translates to a higher level of organizational behavior which is instrumental for enhancing the competitiveness of employees in their area of work. The way of ensuring that employees are contented in their work is to expose them to new emerging trends in their line of work through seminars and conferences. The opportunities to learn and interact with fellow workers from other organizations boost the morale and interest that employees have in support of the organization’s goals and objectives. Therefore, the training opportunities should be availed regularly not only to empower workers but also to attract their attention in the support of the organization’s work.

Robbins and Judge argue that staffs across the world are demanding for civility training, and HR managers must be aware of the effects of social behaviors in workplace. Meijerink states that HR negative behaviors such as abusive supervision, bullying, and incivility can affect the level of satisfaction, job performance, and increased perception of fair treatment. Due to such issues, some employees are likely to experience depression and psychological problems in their work place. A training program targeted on civility can instill the principles of co-worker civility, job satisfaction, management trust, and respect which are very crucial for high-quality performance of employees.

Meijerink also note that organizations must start recognizing the importance of high-quality employee relationships. Using the findings from previous studies that they have reviewed, the researchers inform that employee relationships can be enhanced through training activities. Providing regular training opportunities, workers are likely to condition their perceptions and expectations from their employer which is conducive for the attainment of goals and objectives. They are also likely to commit themselves more to their work, thus reducing the requirement costs for supervision and management of their work.

Apart from putting the employees in a better position to provide a quality work, well-trained employees are likely to make efficient use of resources in an organization, engaging in marketing of their company. Trained employees are also able to provide insight observations of the management which could facilitate competitiveness in the industry. In essence, training of employees in basic areas such as communication not only empowers them personally but also contributes to the ultimate functioning of the firm due to effective and timely communication. Employees are the active consumers of the HRM practices, and hence the produces provided by the department should be focused on essential areas of their work. Meijerink suggests that employee skills, abilities, and knowledge should form an important part of training. The authors observe that there is a positive relationship between employees’ human resource management competencies and their perception concerning the important role that human resource department plays to enable them to perform better. This relationship is, however, depended on the perceived quality of the training activities as well as other nonmonetary costs provided to them by the organization.

Conclusion

From the above analysis, employee training is essential to the attainment of goals and objectives of any organization. The human resource management department is responsible for availing training opportunities that workers need. This process should follow strict planning to ensure that training implementation achieves the set objectives. Training is part of the nonmonetary initiatives that are highly regarded influential in defining the social and organizational behavior of employees in their workplace. Employees must be considered as active agents in the employment relationships. Therefore, they must enjoy the services provided by the human resource management department to the fullest. In this process, the HRM will leverage their skills and knowledge in the best interest of the organization. Effectively implemented training opportunities have the capacity to improve on the competitiveness, increase market share, and encourage positive behaviors among the workers in an organization.

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