THE EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE ATTITUDE
Any institution of higher learning or business whose
goals are to survive and prosper in this present day diverse and regressed
economy has found it imperative to invest in ongoing training and development
to improve proficiencies in production as well as to acquire the greatest
return in investment of human capital (Knoke & Kalleberg, 1994).
According to Cheng and Ho (2001), while employee
performance is one of the crucial measures emphasized by the top management,
employees are more concerned about their own productivity and are increasingly
aware of the accelerated obsolescence of knowledge and skills in their
turbulent environment. As the literature suggests, by effectively training and
developing employees, they will become more aligned for career growth career
potential enhances personal motivation. (p. 22).
To illustrate Cheng and Ho’s (2001) position, Constantine
and Merchant (1996) comment that “both training and education are necessary
components for a successful conflict management system” (p. 22). Organizational
commitment or “the relative strength of an individual’s identification and
involvement in a particular organization” (Pool & Pool, 2007, p. 353)
depends on effective training and development programs.
Employees with good communication skills gather more
information concerning procedures and technologies related to job performances,
thus assuming greater accountability and subsequent responsibility, both of
which effect improve proficiency (Adams, 1989; Gordon, 1977).
Training and education have been shown to have a
significant positive effect on job involvement, job satisfaction, and
organizational commitment (Karia & Asaari, 2006). Ahmad and Karia (n.d.)
have emphasized the relationship between training and attitude as it relates to
working with others. Employees with positive attitudes become stakeholders in
the process and job accomplishment is of a higher priority.
Job training on psychological variables such as
motivation and commitment (Cheng & Ho, 2001; Liu, 2002; Pool & Pool,
2007; Wang, 2001), organizational trust (Anschutz, 1995), and willingness to go
above and beyond to meet their job requirements (Rowden & Conine, 2005).
Adams, L. (1989). Be your best: Personal
effectiveness in your life and your relationships. New York, NY: Putnam.
Campbell, J. P., & Kuncel, N. R. (2001).
Individual and team training. In N. Anderson, D. S. Ones, H. K. Sinangil &
C. Viswesvaran (Eds.), Handbook of industrial, work and organizational
psychology (pp. 278-312). London, England: SAGE
Cheng, E. W. L., & Ho, D. C. K. (2001). The
influence of job and career attitudes on learning motivation and transfer.
Career Development International,6, 20-27.
Karia, N., & d Hasmi Abu Hassan Asaari, M. H. A.
H. (2006). The effects of total quality management practices on employees’
work-related attitudes, The TQM Magazine, 18(1), 30-43.
Knoke, D., & Kalleberg, A. L. (1994). Job
training in U.S. organizations. American Sociological Review, 59, 537-546.
Pool, S., & Pool, B. (2007). A management
development model. Journal of Management Development, 26, 353-369.
Rowden, R. W., & Conine, C. T. (2005). The
impact of workplace learning on job satisfaction in small US commercial banks.
Journal of Workplace Learning, 17, 216-230. doi:10.1108/13665620510597176
I agree to your comment, let me add something. Training and development not only change goals and make the objectives achievable but also make the dreams for an organisation a reality (Karia et al, 2016). However, in addition, they emphasis that if the required resources and working conditions are not granted, the trainings can be affected.
ReplyDeleteYeah i agree with your statement.
DeleteAccording to HRReporter.com, a study carried out by LinkedIn found that Canada ranks fourth among the top countries in terms of employee turnover with an estimated 16%. This is above the global average of 12.8%. Many of the reasons that were cited for employee retention being so low included no opportunities for advancement within the role and dissatisfaction with management and workplace culture.
Brilliant explanation Archana, looking more deeper in to the definitions Training is the organized way in which organizations provide development and enhance quality of new and existing
ReplyDeleteemployees. Training is viewed as a systematic approach of learning and development that improve individual, group and
organization (Goldstein& Ford, 2002) in Khawaja & Nadeem (2013). Thus it is the series of activities embarked upon by
organization that leads to knowledge or skills acquisition for growing purposes. Thereby, contributing to the well being
and performance of human capital, organization, as well as the society at large.
i agree archana, Employees with good communication skills gather more information concerning procedures and tech-nologies related to job performances, thus assuming greater accountability and subsequent responsibility, both of which effect improve proficiency (Adams, 1989; Gordon, 1977). Also, training and education have been shown to have a sig-nificant positive effect on job involvement, job satisfaction, and organizational commitment (Karia & Asaari, 2006).
ReplyDeleteHi Archana,Training & development has been greeted as a fundamental organizational strategy to influence human capital growth and employee retention (Chen, 2014).
ReplyDelete