Training and development: Difference between revisions

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There is significant importance in training as it prepares employees for higher job responsibilities, shows employees they are valued, improves IT and computer processes, and tests the efficiency of new performance management systems. However, some{{Who|date=September 2024}} believe training wastes time and money because, in certain cases, real life experience may be better than education, and organizations want to spend less, not more.<ref>{{Cite web|last=Say|first=My|title=Why Your Employee Training Is A Waste of Time And Money -- And What To Do About It|url=https://www.forbes.com/sites/groupthink/2015/08/30/why-your-employee-training-is-a-waste-of-time-and-money-and-what-to-do-about-it/|access-date=2020-11-29|website=Forbes|language=en}}</ref>

[[File:Training Seminar.jpg|thumb|418x418px|Seminar training method]]

In the 1940s, Professor [[Reginald Revans]] introduced [[action learning]] development model, whereby training managers bring together organizational teams to improve organizational performance. According to Revans, the learning formula is: Learning (L) = Traditional Training Program (P) + Questioning (Q) to create development insights.In addition to traditional training methods (P), organizational questioning (Q) enables each employee to reflect on past experiences, the write down new insights to guide future actions to improve on the job performance and collective organizational performance. Action-learning based training models have become popular among many training managers and chief learning officers (CLOs). <ref>{{cite web|url=https://www.iim-edu.org/thinktank/papers/ceo/executive-action-learning.htm |title= Action-Learning Model for Training and Development - International Institute of Management Training}}</ref>.

=== Needs assessments ===

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=== Motivation ===

Motivation is an internal process that influences an employee's behavior and willingness to achieve organizational goals.<ref>{{Cite book|last=Stack, Laura|url=https://www.worldcat.org/oclc/852507794|title=Managing employee performance : motivation, ability, and obstacles|date=2013|publisher=Productivity Pro|isbn=978-1-62723-025-4|___location=[Highlands Ranch, CO]|oclc=852507794}}</ref> Creating a motivational environment within an organization can help employees achieve their highest level of productivity,<ref name="Aik 28–32" /> and can create an engaged workforce that enhances individual and organizational performance.<ref name=":9">{{Cite book|last=MacRae, Ian (Psychologist)|url=https://www.worldcat.org/oclc/966315014|title=Motivation and performance : a guide to motivating a diverse workforce|others=Furnham, Adrian.|date=3 February 2017|isbn=978-0-7494-7814-8|___location=London|oclc=966315014}}</ref> The model for motivation is represented by motivators separated into two different categories:

* Intrinsic factors, which represent the internal factors of an individual, such as the {{Clarify span|difficulty of work|Sounds more like an extrinsic factor|date=September 2024}}, achievement recognition, responsibility, opportunity for meaningful work, involvement in decision making, and importance within the organization<ref name=":9" />