Training and Development” to partially fulfill the requirement of the course Human Resource Management (MGM Such aspirations, transfers, termination etc. 2. It identifies training and development needs of the employees. On basis of their performance management can easily identify what training and development programs will help their employee to perform better. 3. It Provides feedback to employees. Thus, they know how the organization views their performance and what are the lacking they have and work to fix it. 4. It serves as the basis for reward allocation because management knows who are the key employees and can reward them accordingly. Generally this is done by performance analysis.
According to Desire & Partake(2011 , p. 281), “Performance analysis is the process of verifying that there is a performance deficiency and 2 determining whether the employer should correct such deficiencies through training or some other means (like transferring the employee). ” Desire & Partake(2011 , p. 81) also suggested the following ways of measuring employee performance: 1. Performance appraisals 2. Job-related performance data (including productivity, absenteeism and tardiness, grievances, waste, late deliveries, product quality, downtime etc. ) 3. Observations by 4.
Interviews with the employee or his or her supervisor 5. Tests of things like Job knowledge, skills and attendance 6. Attitude surveys 7. Individual employee daily diaries 8. Assessment center results 9. Special “performance gap” analytical software. Annual Performance analysis has become a ritual in the modern organizational life. Grittier 2009, p. 282) It is suggested that regular performance feedback provided to employees may control any unexpected and surprising feedback to year-end discussions. The more an employee knows about his/her performance the better he/ she can improve themselves.
Although, conducting performance analysis is a human resource department’s Job but everyone in the organization gets involved in it. This evaluation can be done by subordinates, immediate supervisor, peers, rating committee as well as the employee themselves. (Desire & Partake 2011, p. 337) 2. 2 Training and Development Programs Training and development programs refer to the effort given by the organization in helping their employees to improve the performance, acquire new skills and ultimately make them ready for their future roles.
According to Coot (2010) training and development are often initiated for an employee or a group of employees in order to: Relevantly remain in business. Create a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. 3 Enhance the company’s ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Build a more efficient, effective and highly motivated team, which enhances the company’s competitive position and improves employee morale.
Pilot or test the operation of a new performance management system. Benchmark the status of improvement so far in a performance improvement effort. As part of an overall professional development program When a performance appraisal indicates performance improvement is needed When special projects and products are to be embarked upon Several training methods have proven highly effective and are widely used as training and development program such as- on-the-Job training, role playing, self- instruction, team building games and simulations, computer-based training, mentoring, and Job rotation.
Companies can also training and development programs focusing towards both specific and general skills, including technical training, sales training, clerical training, computer training, communications training, organizational development, career development, supervisory development, and management development. (Training and Development n. D) 2. The Benefits of Training and Development Programs Training and development programs have the following benefits: 0 Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees – Training and Development helps in increasing the Job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate – Training and Development helps building the positive reception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality – Training and Development helps in improving upon the quality of work and work-life. Healthy work environment – Training and Development helps in creating the healthy working environment.
It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale – Training and Development helps in improving the morale of the work force Image – Training and Development helps in creating a better corporate image. Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Importance of training and development 2007) 3 Performance Evaluation of Robe Robin’s HER believes that the best way to measure the performance of the employees is Hay evaluation. By which they get know their employees’ technical and analytical skills and responsibilities and decision making capabilities towards the Job, the good combination of these three factors proves that an employee is a high-quality performer. As Hay system provides a detail on skills of an employee, so it is easier to find out good, medium and poor performer by ranking.
That’s why Robe State’s prefer more Hay evaluation than other appraisal processes. 3. 1 Hay Guide Chart Profile Method According to Keens & Klein (2003, up. 109 – 1 15), the Hay method has a three- factor classification with a total of eight elements. The three factors are defined to be Know-How, Problem-solving, and Accountability. Know-How The Know-How factor attempts to measure the capabilities, skills and knowledge required for every Job. Three distinct elements are there that guide the assortment of this factor in Job evaluation. 5 The first element is the specialized techniques required by a Job.
A Job requiring use of specialized techniques and higher degrees of training or knowledge. The second element of the Know-How factor is related to the extent a Job must integrate and coordinate diverse activities within a managerial context. Jobs which have diverse functions or tasks are considered more complex than Jobs having highly specific functions. Consequently, the higher complexity requires a stronger presence of managerial skills to be able to complete the tasks assigned to the Job. The third and last element of Know-How is that of human relations skills.
This element measures the extent to which the Job holder must interact with others. Jobs which involve more extensive interpersonal interaction have higher values placed upon them than do Jobs which lack this requirement. Problem Solving This factor attempts to measure the ability of a Job to use Know-How in identifying, defining and solving problems. Problem solving requires the knowledge and skills reflected in the Know-How factor, so the Problem Solving factor is expressed as a percentage of the Know-How factor score. There are two elements of this factor that must be considered in determining its score. The first element relates to the type of environment that is in place within the organization which guides thinking. Jobs which are characterized by more routine procedures in dealing with problems will score lower than will Jobs that have less defined methods for identifying and solving problems. Obviously, more broadly defined thinking guidelines will allow the Job holder more responsibility in reaching a solution. Consequently, the ability to problem-solve will be higher in these positions and thus more valuable. The second element relates to the challenge of the thinking required.
The varying types of situations that may be encountered in a Job will require different levels of problem solving to address them adequately. Jobs that require higher levels of problem solving ability will score higher in this factor than Jobs that commonly face repetitive types of situations. Accountability Accountability is the measurement of the degree to which a Job is responsible for achieving results and the importance of those results to the organization. There are three components that are the freedom to act, the Job’s impact on end results and
