Training and Development

 

In this ever-evolving business world, keeping up-to-date and being ahead of the competition is highly necessary for organizations’ not only for success but for survival as well. According to Beugelsdijk (2008), existing studies have shown that various HR practices are positively associated with organizational innovation, such as the proportion of new products in total sales (Beugelsdijk, 2008). A strategy of Human Resources is to train and develop its human capital. In the process, it plays a vital role in aligning with and achieving a corporate strategy of innovation and continuous improvement. Thus, successful development of capable and highly motivated employees is a necessary condition for organizational innovation (Collins & Smith, 2006).

T&D and innovation

With effective training, the application (transfer) of the acquired technical and behavioral skills enhances job performance which leads to employee job satisfaction and organizational improvement (Truitt, 2011). Hence, it is imperative that the management uses this for the continuous improvement of the organization. ‘T&D has to create innovative behaviours in the employees’ (Ramli et al., 2018). Organizations need to ensure that effective and right T&D are provided for employees to reap the benefit. Thus, innovation could be achieved through the process of employee training and development.  For example, an employee who is trained could use the lesson learnt to craft a strategy to achieve guest satisfaction in the hotel.

Organizational learning practices

Unfortunately, the link between training practices and organizational innovative performance has been largely ignored (Nguyen, et al., 2010). Small to medium organizations tend to look at this practice as a cost activity. ‘Theories of organizational learning and development (OL&D) abound but there is scant evidence available of their practical value’ (Kearns, 2015). Thus, they fail to see the big picture of achieving competitive advantage and sustainable growth. Choi (2007), insists that managers should cultivate an innovative climate and obtain employees' buy-in with regard to the implementation of various learning practices and programs (Choi, 2007). Learning organizations emphasize the need to have regular learning programs to stay aligned with the corporate strategy. ‘Learning and Development strategies are concerned with developing a learning culture, promoting organizational learning... and providing for individual learning’ (Armstrong, 2011). However, Boller and Fetcher (2020), Argue that organizations need to adopt the approach of design thinking learning instead of spending billions of dollars on training solutions without significant success. People-centered design thinking approach is said to be effective in finding solution. For example, a marketing officer knows that people from an underprivileged neighbourhood prefer cheaper products. However, by observing and talking to those people, the officer could also realize that not only cheaper products are required but the ones which could be reusable.

Organizational commitment and turnover

The marketability of credentials achieved through training and development could tempt the employees to look for employers of choice. ‘To retain these employees, organizations should recognize the turnover risk and implement policies that require employees to stay for a certain period or repay the education cost’ (Benson et al., 2004). And the best practice of fair and performance-based compensation could be implemented. According to Pattie et al. (2006), studies show that task relevance of the education program decreases the turnover intention of employees (Pattie et al., 2006). And this implies that through the training and development of employees, performance and productivity are enhanced and the employees could be retained. Thus, the goal of the overall performance of the organization is achieved. 'An organisation which facilitates the learning of all of its members and [thereby] continuously transform itself' (Pedler et al., 1997). 

References

Armstrong, M., (2011). Armstrong’s Handbook of Strategic Human Resources Management, 5^th edition, Replika Press, India

Benson, G. S., Finegold, D., & Mohrman, S. A. (2004). You paid for the skills, now keep them: Tuition reimbursement and voluntary turnover. Academy of Management Journal, 47, 315– 331.

Beugelsdijk, S. (2008). Strategic human resource practices and product innovation. Organization Studies, 29, 821– 847.

Choi, J. N. (2007). Change-oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes. Journal of Organizational Behavior, 28, 467– 484.

Collins, C. J., & Smith, K. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49, 544– 560.

Kearns, P. (2015). Organizational Learning and Development: From an evidence base, 1^st Edition, Routledge, London  

Nguyen, T. N., Truong, Q., & Buyens, D. (2010). The relationship between training and firm performance: A literature review. Research & Practice in Human Resource Management, 18, 36– 45.

 

Pedler, M., Burgogyne, J. and Boydell, T. (1997). The Learning Company: A Strategy for Sustainable Development. 2nd Edition, McGraw-Hill, London.

 

Pattie, M., Benson, G. S., & Baruch, Y. (2006). Tuition reimbursement, perceived organizational support, and turnover intention among graduate business school students. Human Resource Development Quarterly, 17, 423– 442.

Ramli, A.A., Anuar, F.L.M.K., Rosli, I., & Jamalidan, S. A. (2018). The Relationship of Design, Implementation, Monitoring and Evaluation in Training and Development towards Employee Performance in Food and Beverage Industry. Global Business & Management Research, 10(3)

Truitt, D.L. (2011). The effect of training and development on employee attitude as it relates to training and work proficiency. Sage Open, 1(3), 2158244011433338.