Monday, December 16, 2019

Effect of Learning and Development for Performance and Productivity


Since rapid technological advancement in businesses take place in worldwide, regular learning and development process of human resources in an organization is vital and that would be the key factor in organization success (Laing, 2009). Effective trainings lessened the gap between achieved and desired performance of employees (Bossche, Segers and Jansen, 2010). Further, employees who have learnt, skilled and self-directed with enrich attitude are the key for organization’s performance (Hameed & Waheed, 2011). As according to a study carried out by Younas, Farooq, Khalil-Ur-Rehman and Zreen (2018) regarding identification of training, development and employee performance, they have been concluded a decision that training and development have positive impact on employee performance. As according to their conclusion trainings have positive influence on better employee performance in many aspects. Hence, organization investment on training and development is provide acceptable employee output through developed skills, knowledge and capabilities.
Onyango & Wanyoike (2014) expressed impacts of learning and trainings for organizations as follow.

  • Improves morale of employees – Training support employees to feel job security and satisfaction. Hence, employee absenteeism and turnover will be lesser and satisfied employee with greater morale will contribute in their maximum in organization success.

  • Less supervision – Since employees are well trained, they are able to carry the job with less supervision. Also fewer accidents and errors are likely to occur.

  • Chances of promotion – As employees are more proficient and acquire skills and efficiency during trainings, they get high opportunity of getting promoted to next ranks within organization.

Further well trained and developed employees demonstrate high performance in both quantity and quality in work. There is less wastage in time, money and resources too. Therefore, it is important for organization to have skilled and capable employee base. Also as human resources is one of the major asset in an organization, if they are skilled and trained would perform better than those who are unskilled and untrained. Therefore, always learning and development contribute to improve both individuals and organizational productivity and performance while supporting continuous improvement of businesses process (Tahir et al, 2014).

It is an undoubtable fact that investment on learning, training and development of employees in effective manner provide both immediate and long range returns to organizations. However, invest on them is not enough, organizations require to manage learning and development activities more effectively, then they can obtain optimum returns from their investment. As ultimate objective of the investment is add value to human resources, it requires to post evaluate training outcome and take action accordingly. Further, any programme that would not provide value on people should be abandoned (Obi-Anike and Ekwe, 2014). In contemporary businesses, learning and development implemented in different varieties. It could be formal or informal and computer, network or web based. Whatever the method use, once multiple methods implemented, it increases effectiveness and encourage self-directed learning (Armstrong and Taylor, 2014).  Further its organization manager’s responsibility to identify learning style of their employees to provide them suitable learning methods to improve skills, knowledge and capabilities of individuals. Well organized and efficient development programmes help organizations to retain most experience and valuable human resources with them. If organizations are able to identify employees learning needs and support them, both employees and organization will get the immediate and long term benefits (Jehanzeb and Bashir, 2013). Also its important organizations to sponsor learning and development activities as a continues process which always be benefitted for continuous improvement and competitive advantage for both human resources and organizations.

List of References 

Armstrong, M.  and Taylor, S.  (2014) Armstrong’s Handbook of Human Resource Management. 13th ed. New Delhi, Kogan Page Limited.
Bossche, Segers and Jansen (2010) Transfer of Training. International Journal of Training and Development 14(2), pp. 360-373
Hameed and Waheed (2011) Employee Development and Its Affect on Employee Performance. International Journal of Business and Social Sciences, 2(13), pp. 157-171
Jehanzeb, K., Bashir, N.A. (2013) Training and Development Program and its Benefits to Employee and Organization: A Conceptual Study. European Journal of Business and Management, 5(2), pp. 243-250
Laing (2009) Impact of Training and Development on Employee Performance, Institute of Distance Learning-KNUST
Obi-Anike, H. O. and Ekwe, M. C. (2014) Impact of Training and Development on Organizational Effectiveness: Evidence from Selected Public Sector Organizations in Nigeria. European Journal of Business and Management, 6(29), pp. 66-73
Onyango, J. and Wanyoike, D. (2014) The effects of training on employee performance A survey of health workers in Siaya County, Kenya. European Journal of Material Sciences, 1(1), pp.11-15.
Tahir, M., Yousafzai, I. K., Jan, S., Hashim, M. (2014) The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and Social Sciences, 4(4), pp. 86 - 97
Younas, W., Farooq, M., Khalil-Ur-Rehman, F. and Zreen, A. (2018) The Impact of Training and Development on Employee Performance. OSR Journal of Business and Management, 20(7), pp. 20-22

4 comments:

  1. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment and effort. A list of companies frequently cited as learning organizations confirms this fact. These companies include Motorola, Wal-Mart, British Petroleum (BP), Shell, Analog Devices, GE, 3M, Honda, Sony, Nortel, Harley-Davidson, Corning and Chaparral Steel. Not only have these organizations maximized their competitive positions in good times, they have been carefully nurtured in turbulent times. As a result, these companes are envied by their competitors (de Geus, 1988; McGill, Slocum & Lei, 1993; Leonad-Barton, 1992).

    Studies have shown that long-term investments in these companies would have given an investor spectacular returns. More to the point, these companies were built to last and have been managed effectively since their founding (Collins and Porras, 1994).

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    1. Learning organization learns through its members individually and collectively use that to gain competitive advantages by efficiently and effectively managing internal and external resources (Senge, 2004). Also, these organizations are highly dynamic and always in readiness to change (Sudhratna and Li, 2004). Further, Therin (2003) explored the influence of processes of learning in organization on innovation performance in contemporary businesses. As his exploration, it has revealed that learning organization orientation and learning organization processes is related to innovativeness. Most importantly, Learning organizations are skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization (Garvin, 2013).

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  2. According to the Learning and development methodologies and practices, as depicted in this part, mean to guarantee that individuals in the business obtain and build up the learning, aptitudes and skills they have to do their work viably and improve their professions to their own advantage and that of the association (Armstrong and Taylor, 2014).
    Training and development is characterized as a procedure of deliberately creating business related information and skills in individuals to boost capabilities (Swanson & Holton, 2001). Training is the way toward giving workers particular aptitudes or helping them rectify weaknesses in their tasks capabilities and development is an attempt to furnish workers with the capacities the company will require in future (Gomez-Mejia, Balkin & Cardy, 2001)Training and development are arranged learning encounters that show employees how to achieve their present or prospective professions successfully (Kleiman, 2000).Therefore based on the above learning and development is vital in any organisation as basically what it provides is to enhance a workers knowledge, skills and attitudes that will pave way for them to succeed in the organisation at present as well as develop them in future jobs as well.

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    1. While agree with your contribution in the comment, I would like to elaborate way how the organization could use to assess productivity and effectiveness of training and development activities provide to employees.
      Since skills gap looms the productivity and competitiveness both in organizational and operational levels, closing the skills gap is vitally important in continuously penetrate the market (Tahir et al, 2014). Therefore, Basic purpose of providing training and development is to support attainment of organizational goal. Apart from that, it provides prospect prepare employees for possible future jobs (Sims, 2002). However, without evaluate outcome of training and development, it is impossible to understand effectiveness of the programme to organizational development. Thus, evaluation of training and development is the most essential aspect of training programme. Hence, all decent training and development programmes start with identification of training and development needs and ends with evaluation (Gopal, 2009).
      There are many different models are available to evaluate effectiveness of trainings and following methods are some of recommended methods to validate training and development (Iyer, 2009).
      • Kirkpatrick Model
      • CIPP Evaluation model
      • CIRO approach
      • Phillip’s Evaluation approach
      Since, not all models are suitable with every training and development programme; organizations are responsible to choose the most appropriate one as per the nature of training activity and objective. Hence, that evaluation of training and development would be ensured the effectiveness of programme and their contribution to organizations (Topno, 2012).

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