How Training and Development Benefits Organisations:
1. Leads to improved profitability and more positive attitude towards profit orientation.
2. Improves the job knowledge and skills at all levels of the organization.
3. Improves the morale of the workforce.
4. Helps create a better corporate image.
5. Fosters authenticity, openness and trust.
6. Improves relationship between bosses and subordinates.
7. Aids in organizational development.
8. Helps prepare guidelines for work.
9. Aids in understanding and carrying out organizational policies.
10. Provides information for future needs in all arrears of the organization.
11. Aids in development for promotion from within.
12. Aids in developing leadership skills, motivation, loyalty, better attitude and other aspects that successful workers and managers usually display.
13. Aids in increasing productivity and quality of work.
14. Helps keep costs down in many areas e.g production, personal, administration etc.
15. Improves labour- management relations.
16. Helps employees to adjust to changes.
17. Aids in handling conflict, thereby helping to prevent stress and tension.
How Training impacts Performance:
In the real world, organizational growth and development is influenced by a number of factors. Considering the present research during the development of organizations, employee training plays a vital role as far as improving performance and increasing productivity are concerned. Subsequently, this leads to enabling organizations in achieving better positions to face competition and stay at the top. Therefore, this illustrates an existence of a significant difference between the organizations that train their employees and organizations that do not train theirs.
Existing literature clearly offers a tantalising evidence of an existence of obvious effects of training and development on employee performance. Some studies have also proceeded by looking at performance in terms of employee performance in particular (Purcell, Kinnie and Hutchinson 2003; Harrison 2000), while others have adhered to a general outlook of organizational performance (Guest 1997; Swart et al. 2005). In one way or another, both these factors are related in the sense that employee performance is a function of organizational performance, whereas employee performance influences general organizational performance.
In view of the above, Wright and Geroy (2001) note that employee competencies can be changed through effective training programs. Not only it improves the overall performance of the employees to effectively perform their current jobs, but it also enhances the knowledge, skills and attitudes of the workers which is necessary for the future job, contributing solely to superior organizational performance.
The branch of earlier research on training and employee performance has discovered interesting findings as far as this relationship is regarded. It has been proved that training can generate performance improvement related benefits for the employee as well as for the organization by positively influencing employee performance through the development of employee knowledge, skills, ability, competencies and behavior (Appiah 2010; Harrison 2000; Guest 1997). In addition, other studies, for instance, one by Swart et al. (2005) elaborate on training as a means of dealing with skill deficits and performance gaps as a way of improving employee performance.
According to Swart, (2005), bridging the performance gap refers to implementing a relevant training measures for the sake of developing particular skills and abilities of the employees and enhancing employee performance. He elucidates the concept by emphasising that training facilitate organization has to recognize that its workers are not performing well and therefore their knowledge, skills and attitudes needs to be moulded in accordance with the firm’s needs. It is always so that employees exhibit to have a certain degree of knowledge related to different jobs. At the same time, it must also be noted that this is not sufficient and employees need to constantly adapt to newer requirements of job performance.
In simpler words, organizations need to possess exhaustive policies of training and retaining of employees and thus not to wait for occurrences of skill and performance gaps.
According to Wright ; Geroy (2001), employee competencies change through effective training programs. It not only enhances the overall performance of the employees to effectively perform the current job, but also increases the knowledge, skills and attitude of the workers necessary for the future job, in turn contributing to superior organizational performance.
Employee competencies are developed through training, which also enable them to implement the job related work optimally, and achieve firm objectives in a competitive manner. Furthermore, dissatisfaction, grievances, complaints, absenteeism and turnover can be greatly minimised when employees are so well trained that they can experience the direct satisfaction associated with the sense of achievement and knowledge that they are developing through their inherent capabilities (Pigors ; Myers 1989).
Most of these benefits proposed from training are easily obtained when training is planned. This means that the organization, trainers and trainees should prepare for the training well in advance. According to Kenney ; Reid (1986) planned training is the deliberate intervention aimed at achieving the learning necessary for improved job performance