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21304140 HRM Training Development Project Report

21304140 HRM Training Development Project Report

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Published by Nayagan B
MBA training for HR Magt
MBA training for HR Magt

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Published by: Nayagan B on Jan 27, 2010
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NATURE OF TRAINING AND DEVELOPMENTIn simple terms, training and development refers to the imparting of specificskills, abilities and knowledge to an employee. A formal definition of training &development isit is any attempt to improve current or future employeeperformance by increasing an employee’s ability to perform through learning,usually by changing the employee’s attitude or increasing his or her skills andknowledge. The need for training & development is determined by theemployee’s performance deficiency, computed as follows:Training & Development need = Standard performance – Actual performance.We can make a distinction among training, education and development. Suchdistinction enables us to acquire a better perspective about the meaning of theterms. Training, as was stated earlier, refers to the process of imparting specificskills. Education, on the other hand, is confined to theoretical learning inclassrooms.Table 1. Training and Education Differentiated
ApplicationTheoretical OrientationJob ExperienceClassroom LearningSpecific TasksGeneral ConceptsNarrow / PerspectiveBroad Perspective
refers to the process of imparting specific skills.
refers to the learning opportunitiesdesigned to help employees grow.
is theoretical learning in classroom. Though training and education differ in nature and orientation, they arecomplementary. An employee, for example, who undergoes training is presumedto have had some formal education. Furthermore, no training programme iscomplete without an element of education. In fact, the distinction betweentraining and education is getting increasingly blurred nowadays. As more andmore employees are called upon to exercise judgments and to choose alternativesolutions to the job problems, training programmes seek to broaden and developthe individual through education. For instance, employees in well-paid jobsand/or employees in the service industry may be required to make independent
decision regarding there work and their relationship with clients. Hence,organization must consider elements of both education and training whileplanning there training programmes.Development refers to those learning opportunities designed to help employeesgrow. Development is not primarily skill-oriented. Instead, it provides generalknowledge and attitudes which will be helpful to employees in higher positions.Efforts towards development often depend on personal drive and ambition.Development activities, such as those supplied by management developmentalprogrammes, are generally voluntary.To bring the distinction among training, education and development into sharpfocus, it may be stated that
training is offered to operatives
”, whereas
developmental programmes are meant for employees in higher positions”
Education however is common to all the employees
, there gradesnotwithstanding.
The fundamental aim of training is to help the organization achieve its purpose byadding value to its key resource the people it employs. Training meansinvesting in the people to enable them to perform better and to empower them tomake the best use of their natural abilities. The particular objectives of trainingare to:
Develop the competences of employees and improve their performance;
Help people to grow within the organization in order that, as far aspossible, its future needs for human resource can be met from within;
Reduce the learning time for employees starting in new jobs onappointment, transfers or promotion, and ensure that they become fullycompetent as quickly and economically as possible. 
Any training and development programme must contain inputs which enable theparticipants to gain skills, learn theoretical concepts and help acquire vision tolook into distant future. In addition to these, there is a need to impart ethicalorientation, emphasize on attitudinal changes and stress upon decision-makingand problem-solving abilities.
Training, as was stated earlier, is imparting skills to employees. A worker needsskills to operate machines, and use other equipments with least damage or scrap. This is a
skill without which the operator will not be able to function.There is also the need for 
skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of one’s body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and
driving a car. Motor skills are needed for all employees – from the clerk to thegeneral manager. Employees, particularly supervisors and executives, need
skills popular known as the
skills. Interpersonal skills areneeded to understand one self and others better, and act accordingly. Examplesof interpersonal skills include listening, persuading, and showing anunderstanding of others’ feelings.
The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgement. That any training and development programme mustcontain an element of education is well understood by HR specialist. Any suchprogramme has university professors as resource persons to enlightenparticipants about theoretical knowledge of the topic proposed to be discussed.In fact organizations depute or encourage employees to do courses on a parttime basis. Chief Executive Officers (CEO’s) are known to attend refresher courses conducted by business schools. Education is important for managersand executives than for lower-cadre workers.
Another component of a training and development is development which is lessskill oriented but stressed on knowledge. Knowledge about businessenvironment, management principles and techniques, human relations, specificindustry analysis and the like is useful for better management of the company.
There is need for imparting greater ethical orientation to a training anddevelopment programme. There is no denial of the fact that ethics are largelyignored in businesses. Unethical practices abound in marketing, finance andproduction function in an organization. They are less see and talked about in thepersonnel function. If the production, finance and marketing personnel indulge inunethical practices the fault rests on the HR manager. It is his/her duty toenlighten all the employees in the organization about the need of ethicalbehavior.Exhibit # 1White Collar Crimes

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