Training and Development in Performance Management.

Training Development is a framework that first focuses on the organization's skills, then trains and finally develops employees through education to meet the organization's long-term needs as well as the employees' career aspirations and value to their current and future employers (Saks and Haccoun, 2019).

Training & development:

At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, organized learning over a given period of time, to provide the possibility of performance change (Williams, 1998). 

Human Resources Development is the framework that focuses on the organization’s competencies at the first stage, training, and then developing the employee, through education, to satisfy the organization’s long-term needs and the individuals’ career goals and employee value to their present and future employers (Salas, Bowers and Eleana Edens, 2001). 

‘Attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise ‘(Armstrong, 2000).

Concept of Training & Development:

Employee productivity is influenced by the quality and variety of training provided (Armstrong, 2000). 

According to Carter and Mcmahon (2005), Employee training can be used for a variety of purposes, including new-hire orientation, introducing a new concept to a workgroup, and implementing a new computer system.

Jain and Khurana (2017) have recognized the following various kinds of employee training & development concepts:

• One Time TAD Clinic Concept - Is perfect for those leagues that want to offer some type of programming but are limited to space and or volunteers.

• Regular TAD Clinics Concept - Is arranged around a number of set dates throughout the late summer and/or fall. It is designed to provide numerous opportunities for instruction through a specified time frame.

• Informal League Play TAD Concept - The informal league play TAD concept is designed for those leagues that strictly want to play extra Determine the Number of players needed to form teams

Purpose of Training & Development:

The counterargument here is that resources are always limited and the training objectives actually lead to the design of training (Salas, Bowers and Eleana Edens, 2001).

It provides clear guidelines and develops the training program in less time because objectives focus specifically on needs (Carter and Mcmahon, 2005).

Salas, Bowers and Eleana Edens (2001) have recognized given below the objective of training & development.

 Information: -Training provides many kinds of information for the employee:

 Knowledge: - Many kinds of knowledge gather to be heard such like:

 Skills: - When employee skills will be developed then the organization will give better output.

 Task: - Complex positions in the organization may include a large number of tasks, which are sometimes referred to as functions.

 Job: - A job is a collection of tasks and responsibilities that an employee is responsible to conduct.

 Role: - A role is the set of responsibilities or expected results associated with a job. A job usually includes several roles.

 Learning: - learning is viewed as enhancing one’s knowledge, understanding, or skills.

 Continuous Learning: -Learning need not be a linear event where a learner goes to a formal learning program, gains areas of knowledge and skills about a process, and then the learning ceases.

 Training: - Others view the term as the learning required to accomplish a new task or job.

 Development: - Broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance.

Methods of Training & Development

As Paul (2016) states that there are various methods of training, which can be divided into mainly two types given below:

• Cognitive Method

• Behavioral Method

Cognitive Method:

Cognitive methods are more of giving theoretical training to the trainees (Truitt, 2011).

The various methods under the Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc (Jain and Khurana, 2017).

According to Brademas (2008), These methods are associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under the Cognitive approach are given below:

• DISCUSSIONS

• COMPUTER-BASED TRAINING (CBT)

• INTELLIGENT TUTORIAL SYSTEM(ITS)

• PROGRAMMED INSTRUCTION (PI)

• VIRTUAL REALITY

Behavioral Method:

Behavioral methods are more of giving practical training to the trainees (Paul, 2016).

The various methods under the Behavioral approach allow the trainee to behave in a real fashion (Carter and Mcmahon, 2005).

According to Brademas (2008), The various methods that come under the Behavioral approach are:

• GAMES AND SIMULATIONS

• BEHAVIOR-MODELING

• BUSINESS GAMES

• CASE STUDIES

• EQUIPMENT STIMULATORS

• IN-BASKET TECHNIQUE

• ROLEPLAYS

In my Organization Training & development is a dynamic process where continuous adjustment is necessary to make it relevant & useful. Efficient and effective training is necessary for improving the productivity of an organization. It has further become necessary in view of advancement in the modern world to invest in training. Thus, the role played by employee training and development can no longer be over-emphasized. Employee training and development are based on the premise that employee skills need to be improved for organizations to grow. Organizations that are constantly creating new knowledge, extending it throughout the entire organization, and implementing it quickly inside the new technologies, develop good products and excellent services. These activities determine the company as a learning organization with constant innovation being its sole business. Training is a systematic development of knowledge, skills, and attitudes required by employees to perform adequately on a given task or job. It is against the backdrop of the relative importance of employee training and development in relation to the effectiveness of organization productivity that this article emphasized. As performance management leads to training when KPIs are NOT achieved.

List of References:

Armstrong, M. (2000). Performance management : key strategies and practical guidelines. London: Kogan Page.

Brademas, D.J. (2008). An evaluation of a management development training program. Performance & Instruction, 21(8), pp.12–14. doi:10.1002/pfi.4170210809.

Carter, E.M.A. and Mcmahon, F.A. (2005). Improving employee performance through workplace coaching : a practical guide to performance management. London ; Sterling, Va: Kogan Page.

Jain, S. and Khurana, N. (2017). Enhancing employee engagement through training and development. Asian Journal of Management, 8(1), p.1. doi:10.5958/2321-5763.2017.00001.4.

Paul, T.V. (2016). Organizational Training Modalities: Investigating the Impact of Learner Preference on Performance. International Journal of Learning and Development, 6(3), p.10. doi:10.5296/ijld.v6i3.9679.

Saks, A.M. and Haccoun, R.R. (2019). Managing performance through training and development. 8th ed. Toronto: Nelson.

Salas, E., Bowers, C.A. and Eleana Edens (2001). Improving teamwork in organizations : applications of resource management training. Mahwah, N.J.: Lawrence Erlbaum Associates.

Truitt, D.L. (2011). The Effect of Training and Development on Employee Attitude as it Relates to Training and Work Proficiency. SAGE Open, 1(3), p.215824401143333. doi:10.1177/2158244011433338.

Williams, R.S. (1998). Performance management : perspectives on employee performance. London ; Boston: International Thomson Business Press.