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Assess the role and purpose of training as a means of increasing the motivation and performance of staff along with an analysis of the relationship between the training and development programme and the management of performance.

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Introduction

Task E Assess the role and purpose of training as a means of increasing the motivation and performance of staff along with an analysis of the relationship between the training and development programme and the management of performance. Training includes all forms of planned learning experiences and activities designed to make positive changes to performance and other behaviour (including the acquisition of new knowledge, skills, beliefs, values and attitudes). Learning is generally defined as 'a relatively permanent change in behaviour that occurs as a result of practice or experience'. In very broad terms, training can be considered as the process of learning how to perform the tasks needed in order for the organisation to function. This covers a variety of instructional and learning processes, ranging from formal, classroom training programs to on-the-job training and self-directed learning. Training can be broken down into a number of elements: > Traditional training- training to promote learning of specific facts and content which enable improvements in job performance, such as technical skills training. > Education- the act or process of acquiring knowledge, skills and understanding, usually in a school, college or university. > Vocational education- somewhere between educational and traditional training (e.g. apprenticeship training). > Management training- activities designed to improve managerial competence. > Organisational development- activities designed to change the way in which individuals operate within an organisation (to help them to work better with the changing culture of the organisation, perhaps through teamwork developments). At Asda the benefits of training would be: > Effective training improves the competitiveness of Asda, as well as improving its productivity and service to customers. > Surveys show that training costs less in the long run than recruiting fully trained workers from outside Asda. ...read more.

Middle

Training may be concerned with matters such as: > The business's organisation and methods > Operating equipment > Handling accounts and other records > Dealing with customers and suppliers > Company products and services > Health and safety procedures > Training for the promotion to the next grade Obviously, even existing employees may need training about items such as these to enable them to adapt to change in the company. Training Incentives > Work based training for adults- aimed at adults employed for a period of time but no latest skills to deal with at the workplace > Modern apprenticeships- when a trainee goes to a company and gets trained. They also receive a salary and are guaranteed a job at the end. This is good for the company because they are funded by the government > New deal- a scheme which provides subsidies training and employment for unemployed 18-24 year olds. After assessment unemployed young people are given help to find a job. This may include offering employers a subsidy to take them on. If they don't succeed they will be given two options: 52 weeks of full-time education or gain work experience on schemes designed to benefit the local community and the environment > National Training Organisations- this covers training in specific industries. A council may be setup to monitor schools and colleges > Learning and skills council- the Department for Education and Employment (DFEE) is the government department directly responsible for training. It supervises the work of Learning and Skills Council. This looks for certain areas that need improving. TEC's (Training and Enterprise Council) then operates in these areas. ...read more.

Conclusion

To be done effectively, the training function should be well-planned. This means applying for appropriate instructional methods to identifying learning needs. Further, the transfer of skills learned during training back on to the job should not be assumed but rather managed and encouraged. The program should be evaluated and actions taken accordingly. Career management and self-directed learning can also be promoted. Employee performance appraisal is a natural and necessary part of Asda's life, and forms the cornerstone to many basic human resources management practices. In spite of its central role in the HR drama, the reviews of performance appraisal have been mixed, at best. In particular, problems in rater accuracy and consistency, negative impacts on employee commitment and motivation, poor administrative choices for system design and operation, and faulty rating scales all work to compromise the potential value that appraisal can provide. The large amount of research done at Asda in this area does point the way to how appraisal can be improved. Such practices as job analysis, aligning purpose with process, and more frequent feedback are all essential steps forward. In particular, rater training is yet another piece of the improvement puzzle. Training raters how to observe and evaluate behaviours reliably can be done by presenting descriptions of performance for common evaluation and discussion in a training setting. An emerging step in this same direction is self-assessment training. Here, employees learn how to rate themselves more accurately and adjust their experiences accordingly. Performance evaluations are not perfect processes that produce only positive outcomes. Because appraisals are so critical to many of the other HR functions, finding and instituting ways to make the process work as effectively as possible is a major concern of the human resources management function. ...read more.

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