Topic:

Impact of training & development on employee performance in textile industry A case of textile industry DIAGRAM OF THEORETICAL FRAME WORK Ar

ORIENTATION EMPLOYEE MOTIVATION TOWARDS GOALS

TRAINING

DEVELOPMENT

ticle 1:PERSPECTIVE ON PRACTICE Providing demonstrable return-on-investment for organisational learning and training Abstract This article present the importance of training, that clearly shows cost savings with improved effectiveness and efficiencies that are support to business objectives. the article conveys a number of successes including trainee satisfaction and the capturing of improved knowledge and skills.The research includes case studies of how, and to what extent this knowledge has been applied with examples of resulting efficiency savings. This shows that there is growing agreement that one of the primary drivers, if not the key driver of longterm organizational effectiveness, is the ability of an organisation to learn effectively. And the methodology requires some additional assessment and course preparation to establish a basis from which to demonstrate learningeffectiveness. The financial benefits of the applied learning are far greater than the additional preparatory costs.Learning organisations that look

forward to, react to change and learn, are likely to maintain a competitive advantage. These organisations are constantly looking for more effective and efficient ways of training. inconsistently, other organisations will often slice training budgets in times of poverty, as training departments are unable to demonstrate the effectiveness of their programmes.The article presents a practical example of how training should be applied to truly demonstrate its value in the workplace. Article 2:Management development methods Abstract This article present the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. The paper finds that organizations have faced significant changes over the past decade brought about by trends such as globalization, the technology revolution, downsizing into business networks, and re-engineering. This continual change in the business environment it is not possible to manage successfully without the parallel development of managers. Management development has to be seen as developing and maintaining the full management and organizational capability of an organization. The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Article 3:Emotional intelligence The next big HR investment Abstract The aim of this article is to represent a paper that puts forward a practical framework that could help executives and career advisors better understand emotional intelligence and how it may be acquired through training. This briefing is prepared by an independent writer who adds their own impartial comments. Emotional Intelligence is increasingly accepted to be central to business success, but has been hard to pin down. This paper makes an attempt to offer a training model that might help develop it. And the methodology requires puts forward the outline of a training program that, if implemented by HR managers, could have a significant impact on EmotionaI in the workplace. Article 4:The future of learning and development functions: a new era for L&D

Abstract The aim of this article is to provide a case for a new future for learning and development (L&D) functions in organizations.This article is based on work done in a variety of organizations as well as published sources. The article is provocative in suggesting a split of L&D from human resources (HR). The article finds that there is an alternative to the current model in many organizations of having L&D lesser importance to HR. Linking L&D with organizational development (OD) may be a better model. The methodology required real practical implications for leaders/managers, and L&D professionals. The place of L&D is not a common place issue. Given that all organizations have to invest in L&D to survive, where this function is located has real business impact. The article will be of value to senior managers and learning specialists in assisting them to think about the place of L&D in the organization. Article 5:Complexity: an alternative paradigm for teamwork development Abstract This paper aims to suggest an understanding of teamwork from a complexity perspective. Complexity principles of nonlinearity, emergence, holism, and engagement are applied to conventional teamwork practice. The complexity principles offer ways of thinking about teamwork that inspire a more genuine collaboration, especially for decision-making teams who must be able to alter conventionally linear,automatic control system thinking patterns. Thinking in complexity terms is an unfamiliar but necessary practice for decision-making teams, enabling team members to think and act in collaborative ways, see the big picture, resist managing deviations that seems like errors, and develop interpersonal relationships.