Research proposal on The impact of training and development at the organisation
The impact of training and development at the organisation
Background of the Study
This part discusses in detail the research proposal on the impact of training and develoment in the performance of the organisation. Employees are increasingly demanding change, choice, flexibility, and variety in their work; suggesting that with the de-layering of organizations and empowerment of individual employees, the future for both the organization and the individual lies not in promotion to successively higher levels of management, but rather in developing the value of the individual as human capital (Seidler, 1996). The value of human capital is enhanced by acquisition of higher performance potential such as new tasks, functions, and KSAPs (knowledge, skills, abilities, personal attributes) (McGregor, 1988).
Further, higher performance capability usually begins with planned, structured methods to ensure that cross-training occurs, and with constant evaluation on the basis of application in the work place (Feigenbaum, 1988). Total quality management (TQM) writers argue that for the process to be successful, work groups must be "empowered" to function as a self-directed team (Bowen & Lawler, 1990).
When reviewing the literature on quality management, one is struck by the absence of any mention of individuals who have problems in the workplace (Seidler, 1996). Moreover, employees involved in an effective training program manifest a love for their work and are interested in doing their best for the organization (Seidler, 1996).
The importance of employee training and development has long been recognized as a crucial issue for businesses (Ford et al., 1997). To the extent that employee-training programs are effective, companies are able to avoid wasteful spending and improve performance and productivity. Thus, a key consideration for virtually all business is the expected return provided the organization for its training investment.
According to Craven (1997), there is some link between training and good performance but the direction is difficult to identify. However, what is known for sure is that the training and development of staff is relevant in better performing companies. The difficulty in identifying the correlation between training and performance is attributed to the determination of changes in performance. Measuring knowledge acquired is easy to determine. But to measure skills and attitude development is something else. (Craven, 1997). This evaluation needs to be done over a long time period and needs to be carried out by those working with the candidate, to evaluate how the delegate performed before and then after the training process.
Purpose of the Study
Generally, the purpose of the research is to conduct a descriptive study on the impact of training and development to organisational performance. The research specifically examines the employee training and development program within the industry. Moreover the study provides discussions made by other authors regarding employee training and development.
Objectives of the Study
The primary objective of this study is to investigate how effective is employee training and development at. In employee training and development literature, human resource is the greatest source of the improvement of a business. Likewise, it is necessary to study the current practices in company training and development that are supposed to contribute to the enhancement of the employees’ skills and organisational performance. To address this objective, the researcher will conduct a survey on the new employees’ perception of their training under (name of company). Moreover, the survey intended to find out if new employees were satisfied with their jobs in their first four weeks in the company. In addition, management personnel were interviewed to evaluate their views on effective employee training and development program and on employee retention and attrition.
Overview of the Methodology
For this study, descriptive research method is utilized. In this method, it is possible that the study will be cheap and quick. It can also suggest unanticipated hypotheses. Nonetheless, this method is very hard to rule out alternative explanations and especially infer causations. This descriptive type of research utilizes observations in the study.
The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opts to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study.
To come up with pertinent findings and to provide credible recommendations, this study utilizes two sources of research: primary and secondary. Primary research data was obtained through this new research study. Questionnaire survey and in-depth interview were conducted. On the other hand, the secondary research data were obtained from previous studies on the same topic.
Bowen, D. E., and Lawler, E. (1990). Total Quality-Oriented Human Resources Management. Business Week, Carr, General Dynamics, Lareau, Schmidt and Finnigan, Carter. Organizational Dynamic, 29-41.
Craven, R. (1997). Training, why bother?. Bath School of Management. Available at [www.tmag.co.uk]. Accessed [25/11/03.]
Feigenbaum, A. V. (1988). Total Quality Developments into the 1990s - An International Perspective. Total Quality Management - An IFS Executive Briefing, 3-9.
Ford, J. K., Kozlowski, S., Kraiger, K., Salas, E. and Teachout, M, eds. (1997). Improving Training Effectiveness in Work Organizations. Mahwah, NJ: Erlbaum. 393.
McGregor, Eugene Jr. (1988). The Public Sector Human Resource Puzzel: Strategic Management of a Strategic Resource. Public Administration Review. 48 (November-December), 941-61.
Noe R. A., ed. (1999). Employee Training and Development. Boston: Irwin/McGraw-Hill.
Seidler, E. (1996). Discipline and deselection in the TQM environment. Public Personal Management, 25, 529+.