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Identifying the key aspects of the business's training and development programme. Explaining the importance of training and development to the performance of the business.

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Introduction

Human Resources Interim 3 Training and Development Introduction In this assignment I will be: - > Identifying the key aspects of the business's training and development programme. > Explaining the importance of training and development to the performance of the business. > Identifying correctly possible areas of conflict between the human resources functions. > Exploring one of the human resources functions in depth, giving examples of how it is evaluated in terms of its contribution to the activities of the business. Training and development Training is: - 'ANY LEARNING ACTIVITY THAT IS DIRECTED TOWARDS THE ACQUISITION OF SPECIFIC KNOWLEDGE AND SKILLS FOR THE PURPOSE OF AN OCCUPATION OR A TASK.' Development is: - 'ANY LEARNING ACTIVITY THAT IS DIRECTED TOWARDS FUTURE NEEDS RATHER THAN PRESENT NEEDS. THE FOCUS TENDS TO BE ON FUTURE MANPOWER REQUIREMENTS OR THE GROWTH NEEDS OF INDIVIDUALS WITHIN THE ORGANISATION.' Training and development needs usually arise from four major sources. They are: - > Requirements of new comers- Induction training-new employees are selected because they have shown the potential to do a particular job. Training is given to make sure that new employees have the necessary information and the shills to perform their tasks to the required standard. This can be seen at DBF associates when a new employee came into the business as a trainee in information technology to complete her degree in information technology, she was first given basic training about the business and then she was trained in information technology that is used in the business. Alongside which, she was also doing office duties such as a bit of filing or sorting the post out. > Shortfalls in employee performance- on occasions when employees are not performing well training is one solution. This can be seen at DBF associates because after two days of work experience I was finding the work a little repetitive and boring because all I ever did was filing and enter records into the computer. ...read more.

Middle

This should have a positive motivational effect on the whole workforce who feels that they, or at least their representative, have a voice in the running of the company. 2. The same effect is achieved by consultation, where management seek the views of employees before decisions are made. This can be achieves by holding open meetings and inviting employees to voice their opinions. The form of consultation is completely irrelevant as long as the consultation takes place. This should have a positive motivational effect on the employees because they are involved in the businesses decision-making. 3. Teams. There is a general view that employees who work as part of a team are more likely to be efficient and productive for the following reasons. > Employees are involved in decision-making. > Most employees are reluctant to let their colleagues down. > It avoids the feeling of isolation. 4. Quality circles. A quality circle is a term used to describe a group of employees drawn from different organisational departments who are brought together to solve some specific work based problem. These are useful; as the ultimate solution takes into account different viewpoints and on a motivational level the employees feel that they are having an impact on the business. Motivational Theories The development of motivational theories has been integral to the development of management theory as management and leadership are often viewed as the ability to motivate others to perform and carry out the tasks to their maximum ability. Whilst motivational theory is useful to both the mainstream and the human resource manager it is worth remembering that no two individuals are exactly the same and while the theories are useful in the job design and dealing with employees they cannot provide the answer to every problem relating to motivation. The motivational theories are: - > Frederick Taylor- scientific management. > Douglas McGregor- theory X and theory Y. ...read more.

Conclusion

Most schemes involve establishing clear objectives then evaluating employee performance against the employee's objectives. Usually the performance appraisal involves the employee and the employees line manager. The performance appraisal scheme is important for many different reasons: - > It should improve the performance of the employee through feedback which the employee was given at his previous performance appraisal. > It should look at the employees training needs. > It should identify the people who have a potential to be promoted. > It should provide the business with useful information about their employees. This can be used to plan human resources provisions. DBF associates have a performance appraisal in which employees are appraised on whether or not they meet their objectives. The performance appraisal helps to motivate the staff to become more efficient and productive. Values of appraisals are: - > Provides opportunity to review progress which is good for communication. > Identifies training needs. > Potential control mechanism. These three values depend on how the appraisals are introduced, how they are perceived and how they are used. Appraisal of staff is necessary for the following reasons: - > To select the people who are suitable for promotion. > To check the efficiency of recruitment, selection and training practices. > To improve the way in which people are doing their job. > To make individuals aware of the objectives of the business. > It improves communication. Problems of appraisals forms are: - > People become resentful if they feel their work is being criticised. This can result in less efficiency rather than greater efficiency as working relationships deteriorate. > Badly designed forms can require subjective judgements on a person's ability. > The existence of an appraisal form and a set time for an appraisal interview can tempt, managers to leave the task of appraisal to the time designated. > Some jobs are more difficult to appraise than others. The more complex the greater the difficulty in judging the efficiency with which is done and the greater the difficulty of finding somebody capable of analysing problems and offering constructive support. Nasir Ayub 1 ...read more.

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