Employee training and development
Of late, there has been a debate in HRM managers to succeed there has to shift from control to commitment, and that training and development of employees creates commitment, some experts agree while others are cynical about this. However, it is clear that training and developing of employees are very crucial for operation and advancements of an organization in relation to the perspective of a company. According to the views made by employees, such factors are both very important for an organization, for development of skills and advancements to be mad in a career. Retaining employees and retaining the value of their skills set are very crucial for business achievements (Burden and Proctor, 2000). According to Cappelli (2000) retaining committed employees successfully leads to knowledge conservation and preservation in an organization. No employee can be retained in a company that he/she is not committed to. Thus, we argue that yes indeed training and development of employees leads to commitment.
Creating commitment using training
While organization commitment towards training of its staff positively impact retention as well results to desirable outcomes, Walton (1985) points out that there are various classes and kinds of training that an organization can offer to its employees. According to Walton (1985) asserts that in order to create positive results whereby the employees commitment would be enhanced, they say that the organization has to be committed to the training it is offering to its employees. At the same time the organization has to have effective and proper training methods that will be used to deliver the training.
In order to flourish, an organization has to formulate an environment that attracts employees to join the organization and offer their best to the same organization. More so, the organization has to endeavor to retain the existing employees. Retaining experienced and skilled employees might create a competitive advantage to a company (Huang 2001)
One way of committing employees to the organization and retaining them is through carrying out employee training for the employees who are present in the organization. Hallier and Butts (1999) concurs that, the increase of training employers in the organization may be due to the wish of employers to commit the employees. Because of this, for a number of organizations, the main aim of training is to increase the commitment of employees to the organization while creating a culture that underpins the importance of long-term employment.
As Deery et al (1994) observed, a lot of employees now days consider career development as a priority motivational aspect; after being motivate the employees are most likely to be committed to their jobs as well as the organization. Consequently, management commitment to training and development of its employees can considerably, impact retention rate, even in cases where financial incentives like increase on salary is not there.
In addition, the major objectives of employee retention and specific training programs are as well specific. These objectives includes, improving employees work performance, enhancing their development, developing their knowledge and skills, and also a way of creating competitive advantage to the organization (Burden and Proctor, 2000).
Owing to the fact that they are rapid changes within every industry and also in technology, there is a continuous necessity to offer opportunities for staff to update its skills and get to know the changes within the industry. If a company failures to offer this kind of training, there is a greater chance of it failing in its business and it could loss its employees.
Massive employee turnover is dangerous because it bring about resources human wise which lowers position in the market competition. With in company level, mechanization which promotes and favors transfer of knowledge among employees may help to reduce the impacts of losing skilled staff by companies employing them as said by Cappelli (2000).
- Quote paper
- Alex Maingi (Author), 2010, Employee training and development, Munich, GRIN Verlag, https://www.grin.com/document/269963