Preventing Employee Development: The Road to Intellectual Bankruptcy.

PurposeThe paper aims to put forward ten ways in which learning and development can become more effective.Design/methodology/approachIt explains how each of the ten characteristics – align learning and development with strategic direction, control learning and development activity, develop the learning and development team, quantify learning and development, seek external accreditation and recognition, involve senior leadership, establish a heightened profile, integrate technology in learning, model best practice and move the function outside its comfort zone – helps to ensure that learning and development will become more effective.FindingsIt reveals that showing how learning and development provides a return on investment is only part of demonstrating its success.Practical implicationsThe paper emphasizes the importance of learning and development aligning its activities with organizational strategic direction.Social implicationsIt highlights the importance of an effective learning and development function to the success of individual organizations and, through that, to society as a whole.Originality/valueThe paper gives easy‐to‐understand advice to learning and development specialists.

This study analyzes the theoretical framework and models related to the proposed employee development at Sandya Swadaya Credit Union in Yogyakarta. Further discussion most organizations do not consider employee development activities to be of much value. They only focus on achieving organizational goals. They do not care about employee development. If the organization will focus on employee development activities, this will help in improving employee skills. Based on this background, this research takes a case study approach. The purpose of this study is to apply the employee development model through training and education processes in the organizational environment with steps; determine the specific needs, specific goals, selection of delivery systems, program implementation and program evaluation with the employee training and development process.

Purpose – The research deals with the investigation of the contemporary pillars and trends in employee training and development practices with a primary focus on the automotive industry. Aims(s) – The main objective of this research was to formulate the precise trends in formatting the current processes of automotive employee development. Design/methodology/approach – The author adopted a qualitative research method to analyze contemporary trends in automotive. Eight semi-structured interviews were conducted with small, medium, and large companies to gain applicable outcomes. Following this step, the author categorized the results into five employee development pillars, demonstrating current trends. Findings – The research outcomes indicate several critical insights from the semistructured interviews. Based on the results, five primary pillars (trends) for automotive employee training and development were proposed. These findings can guide automotive enterprises in terms of designing effective training programs that manage present needs and future perspectives. Limitations of the study – The study is exploring data and companies stated within the Central European region. Due to the various specifics, it will be beneficial to explore in-depth the data from other European regions to better understand overall consequences of employee development within the European automotive context. As well as, the study is based on the qualitative results, that may bring individual approach of specific managers. Hence, accomplishing by the quantitative method can support the data validity and value for nowadays business environment. Originality/value – This study provides valuable outcomes to better understand the foundation of employee development in the automotive industry. As a result, this research addresses the current theoretical/practical gap in this field. The results of interviews conducted bring unique, diverse perspectives on the future direction of employee development in the automotive industry.

PurposeThe purpose of this study is to analyse the perception of employees towards training and also examine the mediation effect of employee engagement between training and task performance.Design/methodology/approachAn integrated model has been developed highlighting the relationship of the motivation for training and support for training and their implications on task performance through the mediating role of employee engagement. Using the sample of 397, structural equation modelling has been used with the help of SPSS and AMOS to validate the hypothesized relationship and evaluate the responses of employees working in travel agencies operating in Delhi (capital), India.FindingsThe findings of this study demonstrated a positively significant relationship between training and task performance of employees in the tourism and hospitality industry. Simultaneously, employee engagement positively mediates the relationship between training and task performance directly and indirectly. This study goes over the ramifications of the findings and offers some suggestions for practical implementations.Practical implicationsThe findings of this study can be used by managers and HR professionals to organize exclusive training programs for improving employees’ performance based on the dimensions used in this study. This study also suggests that training program enhances employee engagement in organizational activities which leads to build up team work and overall organizational as well as individual performance.Originality/valueThis study also introduces a conceptual model and theoretical framework that provide a significant contribution to the training and task performance of employees. This study provides a strong theoretical foundation by incorporating the social exchange theory to confirm the role of employee engagement in performance. Further, this novel piece of research explores the relationship between training and task performance with employee engagement as a mediator, especially in the Indian tourism and hospitality industry.

Employee development is one of the key processes constituting human resources management. Due to rapid progress in technology and accessibility of the internet, a significant part of human activity is being transferred to the virtual world. One of the most popular tools used on the internet is social media. It is beyond any discussion that the role of the internet and social media in the development of employees is increasing. Social media offer clear advantages for teaching employees from new generations (like Y or Z). Attributes, such as openness, collaboration and user-generated content, combined together with social media’s increasing popularity among young employees are the reasons why use of social networks in human resources development garners substantial interest among employers. The author of the paper attempts to analyze the method in which social media are used as a tool for supporting the development of young employees.

Training and Development is a subsystem of an organization. It make sure that arbitrariness is abridged and learning or behavioral revolutionize acquires rest in planned layout. The substance of training and development programs can only be esteemed with a obvious grasp of its direct consequence on employee's job performance. An augmentation in employee performance also leads to the organization's performance. Training and development programs are the majority vital to all organization for humanizing their performance in their organization in continuing manner. This paper aims to study the training and development programs in the organization influences level and evaluate to study the relationship between training and development programs and employee performance. The plan and carried out of this paper symbolizes the successions and the trained employee's. Data was derivative during questionnaires dispersed to selected employees. Convenience sampling was employed (suggestion of HR officer). The questionnaire with consists of questions with 5-points Likert scales disseminated to our samples of individuals. By using Multiple Linear Regression and Correlation analysis, it is found that, training and development programs are significantly influence the employee's performance and had significantly correlated to employee performance and the accomplishment of the organization. From the results of the study, that has been annoying to appreciate the outcome of training and development programs on employee job performance in this organization.

Examining the Effects of Employee Empowerment, Teamwork, and Employee Training on Organizational Commitment

Employee training and development are essential tools for anorganization’s continuing growth and productivity. Training and development provide benefits to both the individual and organization as a whole that make the cost and time a worthwhile investment. Thus, thesuccess of employee training and development in an organization can only be quantified in a financial term as return on investment (ROI). The main aim of this study was to investigate the impact of employee commitment and satisfaction on training effectiveness. This study utilized quantitative approach in gathering the data. A total of 100 public sector employees participated in this study. The data were analyzed using the IBM SPSS Statistics software. The findings indicate the existence of a significant relationship between employee satisfaction and training effectiveness but there was no significant relationship between employee commitment and training effectiveness. The findings also indicate that there was a significant difference between employee satisfaction and training effectiveness in relation to gender and working experience. However, there was no significant difference between employee satisfaction and trainingeffectiveness in relation to marital status, age, race and education level. From these findings of the study, organizations will be able to identify employee needs for training and development. Organizations will also find this study useful in formulating their internal policies for training and development to gauge training effectiveness and of course, increase return on investment.

In today’s competitive world, it has become highly significant for organizations to connect and engage with employees to provide them with organizational identity. Employees are said to be engaged when their employers meet their basic needs, provide meaningful growth opportunities and also foster a sense of belongingness. Past studies have revealed that the quality of training and learning opportunities really influence the engagement of employees at workplace. Managerial practitioners and consultants are also putting efforts to improve the employee engagement through effective training and development programs. Employee training and development thus plays a key role in enhancing the loyalty and employee engagement. The purpose of this paper is to study the relationship between employee engagement and training among banking sector employees in the Jalandhar region of Punjab. The sample size for the study included 100 banking sector employees. Data was collected from employees in the banking sector through administration of suitably designed questionnaires. Correlation coefficient was calculated between training efforts and the employee engagement levels. Findings indicate that there exists a strong positive correlation between employee engagement and training and development among the banking sector employees. The findings of the study suggested that-human resource manager could consider training as an important instrument for enhancing the engagement of the employees in the organization.

The study focused on assessment of the relationship between training and learning activities and employee job satisfaction in Abia State, Nigeria. The study employed both primary and secondary data in achieving its objectives. The research questions were answered using simple statistical tools such as frequency, percentage, standard deviation and mean while null hypotheses were tested using chi-square, correlation and regression. A total of 204 responses were received and was used for data analysis. The study find out that training programme offered by the local government commission have been effective, there is a relationship between training programmes and employee job satisfaction and well trained employee are not more proficient in the delivery of public services. From the above findings, the researcher, it is therefore concludes that training programming has significant impact on the performance of Local Government Employees. The study therefore, recommends that those in charge of the local government area should be knowledgeable about the training and staff development activities being provided to their employees, as well as prepare workers to attend training or education event, also after training, participants should be given the opportunity to review the developmental experience and determine how it should be put into practice on the jobs Keywords: Training, learning activities. Employee, job satisfaction, Abia State, Nigeria.

This study explores the effectiveness of employee training and development in enhancing productivity and innovation within multinational companies. Utilizing a qualitative approach, this research employs literature review and library research to analyze existing studies and theoretical frameworks related to employee development strategies. The findings indicate that well-structured training programs significantly contribute to increased employee performance, job satisfaction, and overall organizational productivity. Moreover, continuous professional development fosters a culture of innovation by equipping employees with the necessary skills to adapt to rapidly changing market demands. The review highlights various training methodologies, including on-the-job training, mentoring, and e-learning, demonstrating their impact on enhancing workforce capabilities. Additionally, the study underscores thae importance of aligning training initiatives with organizational goals to maximize effectiveness. This research contributes to the understanding of how employee development can serve as a strategic tool for multinational companies seeking to maintain a competitive edge in the global market. Recommendations for future research include examining the long-term effects of specific training programs on employee retention and organizational success. Overall, this study emphasizes the critical role of employee training and development in driving productivity and innovation in multinational corporations.

PurposeThe purpose of this paper is to explore the potential of using massive open online courses (MOOCs) for employee learning and development in organizational settings by reviewing the literature and examining several cases from a virtual human resource development (HRD) perspective.Design/methodology/approachTo collect information on MOOCs in the workplace, the authors reviewed peer- and non-peer-reviewed articles, book chapters, books, white papers, corporate websites and blogs, and business magazines published between 2008 and 2018.FindingsA total of 18 cases were summarized to present the use of MOOCs in organizational settings for training and development, organizational development, career development, and professional development. For a more in-depth review, three cases were selected and the details were introduced in terms of context, process/progress, and outcomes: McAfee, Rabobank, and Library and Information Science.Practical implicationsWhen organizations decide to use MOOCs for their employee development and learning, practitioners could also establish the selection criteria of MOOCs for specific purposes based on their organizational contexts by assessing the effectiveness of existing MOOC programs.Originality/valueThis study highlights the use of MOOCs in organizations to examine their potential as a support tool for virtual HRD to facilitate employee learning and development in the workplace.

PurposeThis paper explores the role of effective resource and knowledge management capabilities on product innovation capabilities of the small and medium-sized enterprises (SMEs). Specifically, the authors research the role of the human resource investments in the form of employee training in developing firm's innovation capabilities and how SMEs manage these investments when we account for the boundary conditions such as the level of employee education, SME size and the frequency of investments in research and development (R&D).Design/methodology/approachThe authors use survey data conducted by The Centre for European Economic Research (Zentrum für Europäische Wirtschaftsforschung – ZEW). The final sample for analysis includes 983 SMEs from Germany that belong to 13 different industries. The authors use hierarchical OLS regression to test the hypotheses presented in this paper.FindingsThe authors find a positive association between increased investments in employee training and product innovation capabilities in the context of SMEs. More specifically, the authors’ findings support that (1) the relationship between employee training and innovation capabilities is weaker in industries with greater proportion of employees with university degrees, (2) the effectiveness of investments in employee training is lower among larger SMEs than smaller SMEs, and (3) continuous R&D weakens the relationship between training expenditure and innovation capabilities. While on the one hand the authors’ findings contribute to the debate of whether employee training is necessary for SMEs by affirming this notion, on the other hand the authors show that investments in employee training have differing implications for small and large SMEs within boundary conditions. Moreover, these findings have practical implications for the managers of all SMEs in terms of management of their knowledge resources.Research limitations/implicationsThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by showing that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they invest in research and development in a targeted manner. The authors also demonstrate that investments in employee training is not a waste, rather such investments can increase the likelihood of survival for many of these firms through its positive impact on product innovation.Practical implicationsFor managers of SMEs, the authors’ findings suggest that while investments in employee training are important, the managers of particular SMEs with above-mentioned qualities should be persistent in such investments and must make deliberate efforts to reap the benefits in terms of innovative capabilities. Unlike large firms, who have the financial means to carry out investments in an abundant manner, SMEs appear to be more enterprising with their scarce resources when we also consider the role of investments in human resources.Originality/valueThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by finding that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they do not invest in R&D continuously. The authors also demonstrate that investments in employee training is not a waste, but such investments can increase the likelihood of survival for many of these firms.

Njonja Meneer company pointed out that the organization is already doing application coaching, training and development, empowerment and participation in the organizational practices. But in applying coaching and empowerment of the variable is still not carried out optimally. This is apparent from the results of the interviews also showed that employees in the performance of Njonja Meneer company is still low. The purpose of this study was to analyze the influence of coaching, training and development, empowerment and participation on employee performance in PT. Njonja Meneer. The sample used in the study were sixty people. Data analysis method used is multiple linear regression analysis using IBM SPSS 21. Sampling in this study based on terms the respondents established earlier that all employees and managers of high level from all fields who have worked at least six months and have experienced the process of training development, and has been involved (participating) in decision making in Njonja Meneer company. The results show that the coaching, training and development, empowerment and participation affect the performance of employees above fifty percent. From the results of the regression analysis training and development have the greatest influence on employee performaance. That means training and development at Njonja Meneer company already done well and have the most impact on employee performance than coaching, empowerment, and participation. While the smallest variable that affects employee performance is empowerment and coaching. Keywords: Coaching, Training and Development, Empowerment, Participation, Employee performance

The quality of human resource is most essential for an organization to its growth. The importance of training and development programs can only be cherished with a clear comprehend of its direct effect on employee productivity. An enhancement in employee productivity also leads to the organization's performance. Training and development programs are most important to every organization for improving their productivity in their organization in gradual way. This paper aims to study the training and development programs in the organization through employee's demographic variables and assess to analyze the relationship between training and development programs and employee productivity. The design and carry out of this paper represents the progressions and the trained employee's. Data was derived through questionnaires distributed to selected employees (suggestion of senior HR officer). The questionnaire with consists of questions with 5-points Likert scales distributed to our samples of individuals. By using Chi-Square and Correlation analysis, it is found that, training and development programs are significantly association demographic variables and had significantly correlated to employee productivity and the success of the organization. From the findings of the study, that has been trying to understand the effect of training and development programs on employee productivity in this organization.