Training and development: Difference between revisions

Revision as of 02:43, 27 December 2023

Revision as of 04:58, 16 September 2024

Line 49:

{{copy edit section|date=May 2023}}

When a company puts its employees through training programs, it must ensure that they are efficientAik and relevantTway to the employees' tasks in the organization as it is(2006) estimated that only 20-30% of training given to employees are used inwithin the monthnext latermonth.<ref name="Aik 28–32">{{Cite journal|last1=Aik|first1=Chong Tek|last2=Tway|first2=Duane C.|date=March 2006|title=Elements and principles of training as a performance improvement solution|url=http://dx.doi.org/10.1002/pfi.2006.4930450307|journal=Performance Improvement|volume=45|issue=3|pages=28–32|doi=10.1002/pfi.2006.4930450307|issn=1090-8811}}</ref> To help mitigate this issue, they recommended some general principles shouldto be followedfollow to increase the employees' desire to take part in the program. These include:

* Improving [[Selfself-efficacy]]:, Thiswhich means increasingincreases the learnerslearner's personal belief that they can fully comprehend the teachings.<ref name="Aik 28–32"/>

* Attitude:Maintaining Ana positive attitude, as an uncooperative attitude towards learning could hinder the individual's capability to grasp the knowledge being provided.<ref name="Aik 28–32"/>

* Competence:Increasing Thiscompetence, which is the skillability for an individual develops that enables them to make good decisions efficiently.<ref name="Aik 28–32"/>

* ExternalProviding external motivators:, Thesesuch areas thea behavioursreward individualsfor presentthe whencompletion aof rewardthe training or an extrinsic goal is given to themfollow.<ref name="Aik 28–32"/>

=== Motivation ===

Motivation is an internal process that leads to an employee's behaviour 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 ensure employees achieve their highest level of productivity.<ref name="Aik 28–32" /> Motivation 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 at the most basic level by motivators separated into two different categories:

* Intrinsic factors: These represent the internal factors to an individual, such as the difficulty of the work, achievement recognition, responsibility, opportunity for meaningful work, involvement in decision making, and importance within the organization.<ref name=":9" />

* Extrinsic factors: These are external factors to the individual, such as job security, salary, benefits, work conditions, and vacations.<ref name=":9" />

[[File:Training and Development Conference.jpg|thumb|Training and Development Conference]]

Both intrinsic and extrinsic motivators link to employee performance in the workplace. A company's techniques to motivate employees aremay continuallychange changingover andtime evolving.depending Findingon outthe whatcurrent motivatesdynamics employeesof canthe help businesses determine why people work in specific ways and perform at varying levelsworkplace.<ref name=":9" />

=== Feedback ===

There are many basic training and development principles in human resource management. For instance, performance feedback is important as managers can use it to identify the employee's lack of skills in areas of the job and their approach to improving that weakness while maintaining behaviour.

Traditional constructive feedback, also known as weakness-based feedback, can often be viewed as malicious from the employees’ perspective. When interpreted negatively, employees lose motivation on the job, affecting their production level.<ref name=":10">{{Cite journal|last1=Aguinis|first1=Herman|last2=Gottfredson|first2=Ryan K.|last3=Joo|first3=Harry|date=2012-03-01|title=Delivering effective performance feedback: The strengths-based approach|url=http://www.sciencedirect.com/science/article/pii/S0007681311001509|journal=Business Horizons|language=en|volume=55|issue=2|pages=105–111|doi=10.1016/j.bushor.2011.10.004|s2cid=154034097 |issn=0007-6813}}</ref> TheEmployers otheroften kinduse another type of feedback that is more effective is known as, strengths-based feedback., This feedbackwhich is morea effectivetype because it is easier to adjust the performance once the individual can separate flaws from strengths. The strengths-based feedback isof positive feedback that allows the employees to recognize their strengths and further improve their performance with that knowledge.<ref name=":10" /> UsingIt has been shown that using this strategy as a base for constructive feedback shows support and encouragement towards the employee, which boosts their confidence{{Citation needed|date=September 2024}}. Confidence in the workplace allows individuals to stay focused and engaged. However, the disadvantage of strengths-based feedback is failing to perform at one's full potential due to overconfidence.

Reinforcement is another critical principle of employee training and development. By positively reinforcing employees with encouragement or reward, managers can establish a desired pattern of behaviour. Studies have shown that reinforcement directly influences employee learning, which is highly correlated with performance after training. Reinforcement based training emphasizes the importance of communication between managers and trainees in the workplace. The more the training environment can be a positive, nurturing experience, the more—and faster—attendees are apt to learn.<ref name=":11">Nelson, Bob. “A Dose of Positive Reinforcement Can Go a Long Way.” ''T+D'', vol. 67, no. 3, Mar. 2013, pp. 40–44. ''EBSCOhost'', library.macewan.ca/full-record/bth/85852296.</ref> Another aspect of reinforcement-based training is to discuss what has been taught in a training session and how employees can apply what they have learned to the job. This can be done by conducting pre and post-training brainstorming sessions.

Another essential aspect of reinforcement-based training is to discuss what has been taught in a training session and how employees can apply what they have learned to the job. This can be done by conducting pre and post-training brainstorming sessions.  

Overall, managers play a significant role in reinforcing learning by systematically looking for ways to notice and thank the employee when they use the skills and knowledge from the training session.<ref name=":11" /> By positively reinforcing employees like this, they will become more comfortable in the workplace and more confident in their abilities, which ultimately positively affects their future performance.

== Benefits ==