Management Essay -- Training and Development, Change, Innovation

Training and Development is said to be beneficial for both firms and employees. Why then are some organisations and individuals reluctant to invest in training? The question appears to make assumptions that some organisations and individuals are reluctant to invest in training despite the fact that there are some obvious benefits for both firms and employees with training and development. This essay will explain the meaning of training and development, highlight the positive impacts that training and development have on the performance of employees and organisations, as well as the reason both employees and firms are reluctant to investing in it. Some authors have argued that there is little or no difference between training and development as they are intertwined overlap a lot and can be used interchangeably. Training is a single event which is skills specific, while development is an on-going process which enhances people’s capability from a present state to a future state where higher skills are needed (Armstrong 2006). According to Laird (1978), Training can be defined as â€Å"an experience, a discipline, or a regimen which causes people to acquire new, predetermined behaviours† (p.9). Alternatively, Laird in his book (1978:9) referred to the work of Nadler (1970), who defined development as being concerned with â€Å"preparing the employees so that they can move with the organization as it develops, changes and grows†. Development can be on-the-job and through work experience. The on-the-job method which includes; training, coaching, and mentoring (trying to encourage the person doing the job to do it better) is for the purpose of personal growth. Also, development through work experience is when individuals learn through rotation o... ... more strategically when it can be seen directly to solve major operational issues†. Hence, it should be concentrated more on how to identify and satisfy customer desires, developing skills, enabling individuals to take extra responsibilities, providing success for management and increasing all-round competence. I could argue for or against the implementation of training and development in an organisation. Based on academic studies carried out so far, I would suggest that in as much as training and development is an important aspect of Human resources management which is principal to the realisation of organisations goal and objectives, training and development on its own without ‘employee motivation’ and ‘effective organisational communication’ would render the whole process a failure and lead to high employee turnover and increased cost for the organisation.