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Training & Development

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Short Notes on chapter Training & Development
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  TRAINING AND DEVELOPMENT Q 1. Write Note on Training & Development Today Human Resources are significant factor of any organization. Mostlyservice organization like Bank & Insurance companies success depends upon quality& quantity of Human resources because people ave taken on an even more centralrole in building a firm!s competitive advantage. rganization can acieved sustainedcompetitive advantage troug providing appropriate training & education to teir employees. Terefore Training & #evelopment programmed is very significant toany organization. Origin ! Te beginning of training could trace to te $tone %ge en people startedtransferring knoledge troug signs and deeds to oters. 'ocational training startedduring te Industrial Revolution en apprentices ere provided direct instructions inte operation of macines. Training and development is increasingly recognized( no(as a most important organizational activity. Rapid tecnological canges requireneer skills and knoledge in many areas. Training as to be continuously offered tokeep employees updated and effective. Tere are some o believe tat training as necessarily been given undueimportance and tat te e)perience on*te*+ob is good enoug to develop necessaryskills and efficiency to perform te +ob. It is true tat training cannot entirelysubstitute e)perience( but it as certain definite advantages over it.,. Training unlike e)perience can sorten te time required to reac ma)imumefficiency.-.ost of training is muc less tan te cost of gaining e)perience particularly if one is dealing it e)pensive equipment.  /.Te results of e)perience can sometimes be accidental( particularly ene)perience depends solely on trial and error.0.Te element of predictability is far less en compared to te outcome of aell conceived and conducted training programme.1.lear description of performance problem.2.3requent feedback to measure te progress of learners4participants. De inition 5It is attempt to improve current or future employee performance by increasing anemployees ability to perform troug learning usually by canging employees attitudeor increasing is or er skill & knoledge5 -Shirley Bosky 5Training & #evelopment is a one of te significant tecnique to encourage employeeto take interest in is ork by developing skill & knoledge ic ill definitelyreflects in organizational profits.55Training & #evelopment refer to tose specific learning opportunity designed to elpemployees gro.5 Training & development need arise to fulfill te gap beteen standard performance of employee & actual performance. 6ere te employee is lacking or  beind in is ork. 7)treme supervision on employees orks elp to decide degreeof training & #evelopment programmes.  8eople often confuse it te Training and 7ducation. But bot are different in some points as follos. TrainingE#$%ation %pplication Metod.Teoretical rientation.9ob 7)perience.lassroom Training$pecific Task.:eneral oncept. ;arro 8erspectiveBroad 8erspective. Q. W'at are t'e o()e%tive* o Training+ Te ob+ectives of training according to te employees belonging to differentlevels of organizations. Te basic ob+ective of training( oever( is to establis amatc beteen employee and is +ob. Tis training is designed to improveknoledge( skills( and attitude and( tus equip te individual to be more effective inis present +ob or prepare im for a future assignment. Hoever( individual<s grotsould not be taken as an end. 3rom te point of vie of an organization individualgrot is a means to organizational effectiveness. Te viability depends on teefficiency tat an organization acieves in meeting its goals.  In#$%tion Training constitutes a significant step in te induction of te individual into tecompany<s ay of life. Its elps te employee to kno te company<s culture(structure( relationsip<s role( policies and rules of te organizations. Te basic ideais to take relatively young people and e)pose tem to te various departments andfunctions of te organization to elp tem to kno te organization better. %t teend of tis period( eiter te trainees are placed in a specific department or teyare alloed to coose.  ,p#ating  % significant ob+ective of training is to prevent te obsolescence of te employees by updating teir skills and knoledge. Te +obs tat employees ave been doingare not static. Tey cange( sometimes( itout te necessary aareness. 3or e)ample( introduction of computers as canges +ob substantially. $o te training becomes necessary to update tem( to reac te neer skills and teir efficiencydoes not suffer because of lack of understanding of te ne tecnology.  Preparing or -$t$re A**ignment* ne of te ob+ects of te training is to provide an employee an opportunity toclimb up te promotional ladder. Tere are to ays to do tis( ne( people it potential can be identified and sent to appropriate training programmes to preparetem for future positions. Te oter could be to train tem for te ne)t level andait for te opportunity to absorb tem. %noter variation of tis could be tat anemployee is promoted and ten sent for training. In all cases( it elps anorganization to ave trained manpoer available as and en needed.  ompeten%e rganizations( ic ave stagnated for long( need to identify certain individualso are creative and so potential for innovation and sent tem to specialtraining programmes designed to realize te ne competencies. Tese programmes do not necessarily meet te +ob related requirements but are designedto induce certain special talents. 8rogrammes on creativity( innovativeness( and telike are no offered by many agencies. Ot'er o()e%tive* 7mployees ill definitely learn best en ob+ectives of te training program ereclearly stated to tem( ob+ective means te purpose and e)pected outcome of trainingactivities.
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