EXAMINING THE ROLE OF TRAINING ON ORGANIZATION PERFORMANCE
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EXAMINING THE ROLE OF TRAINING ON ORGANIZATION PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study
Employee training has become a prominent focus in today’s organisational growth objectives. To attain the core goal of growth and profitability, both management and personnel must increase their contributions to the organisation.
This is because an organization’s performance depends on the collective performance of its people. According to Garavan, Costine, and Herathy (1995:47), organisations must examine a number of essential issues as they prepare for the future.
This means that an organization’s performance is dependent on who works to attain its goal, i.e., the existence of qualified labour.
Training is an organization-initiated attempt to promote learning among its employees, whereas development is an endeavour to widen an individual’s talents for future responsibilities. (George and Scott, 2012).
Training and development are ongoing efforts to increase employees’ competence and organisational performance with the goal of increasing employees’ capacity and performance. Human Resource Management has played an important part in the economic development of most industrialised countries, including Britain, America, and Japan.
A growing country like Cameroon, with its abundant natural resources and financial assistance, can achieve similar economic success if adequate attention is paid to the development and training of its people resources.
Every component and activity inside an organisation involves individuals. For example, a manager will not be effective if his subordinates lack the necessary skills, knowledge, ability, and competence.
Running an organisation, large or small, necessitates staffing it with efficient individuals. Specific job skills, abilities, knowledge, and competencies required in the workplace are not effectively taught in formal schooling. As a result, most employees require substantial training to assure the requisite SKAC to make a significant contribution to the company’s success.
Employees must gain and develop knowledge and skills in order to be flexible and effective in their jobs, and if they are to believe that they are valued by the organisation for which they work, they must see valuable indicators of management commitment to their training needs.
Each new employee must be thoroughly trained not only to gain technical abilities, but also to become an important member of the organisation. Training and development is an area that any organisation must address, and its primary goal is to increase employee competencies so that the organisation can maximise the efficacy and efficiency of its human resources.
It can be advantageous for an organisation to win their employees’ “hearts and minds” by persuading them to identify with the organisation (Armstrong, 2009). Workers must be equipped to function well, which requires an investment in training programmes.
These practices are part of the overall human resource management approach, which motivates people to perform. However, training differs from organisation to organisation in terms of the quality and quantity of training factors, which may include:
the degree of external environment change, the degree of change in the internal environment, current suitable skills in the existing work force, and the level to which management sees training as a motivating factor in the workplace (Cole, 2002).
One could add that training is a series of actions that aid practitioners, managers, or would-be managers in increasing their individual competence and performance, as well as the organization’s environment, with the ultimate goal of enhancing the quality of organisational performance.
As a result, employee training and development are critical for employee utilisation, productivity, commitment, motivation, and growth. An organisation may have determined staff with proper equipment and managerial assistance, yet their performance falls short of expectations.
The missing ingredient in many cases is a lack of necessary skills and information, which can be acquired through training. Ubeku (1995:10) defines human resource management as a control function performed by all managers in an organisation and/or a specific department, typically referred to as personnel or human resources.
It is consequently critical that the demand for training be identified and addressed. It is a critical component of the management function in terms of operational efficiency and effectiveness. This is because an organisation that prioritises employee training is directly planning for its survival and continued growth.
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