Employees have continuously been understood as very important part of any organizations based on the central role played by human resource in the running and growth of an organization. However, because the nature of work changes with time, it is necessary that employees acquire a wide range of skills to enable ensure they remain relevant in achieving the goal of the organizations that hired them. This can be achieved through employee training; a process in which knowledge, skills and attitudes are acquired systematically to enable improved performance in a particular environment. This write up presents an analysis of six different articles which discusses the dynamics of employee training.
In his journal Coget (2011, p.85) notes that all companies ought to invest in their employees by training them. He argues that training of employees results in higher productivity which enhances the companies’ financial as well as market performance. This ultimately gives the company a competitive advantage in the market. However, he notes that training of employees is not always the same in all companies across the world. That is, there exist variations on the amount of money companies invest in training and development of employees. This variation is primarily influenced by cultural differences (Coget, 2011 p.86). Most firms in nations whose cultural practices embrace high future orientation, low power distance as well as high uncertainty avoidance, usually invest more in training and development of employees. Besides national culture, investment by firms on training and development of employees by firms is also influenced by the size and the level of technological advancement. The author has thus successfully advocated for strong organizational culture to counter national culture that may influence negatively on training.
The same is true with the article Employee Training Effectiveness in Saudi Arabian SME Performance. In this article, Shiryan et al (2012, p.46) note the importance of training of employees as a strategy firms can use to enhance their chances of making profit. Their work focuses on how SME performance in Saudi Arabia is influenced by management training. They note that most firms have the laissez faire style of leadership, which is not good for the growth of firms. This partly explains why the quality of workforce in Saudi Arabia has remained poor. According to the authors, to improve organizational performance, these firms should have focused on management training objectives. The article stressed on the importance of professional training in equipping employees with skills and current knowledge on career enhancement towards achieving organisational goals, customer awareness, and change in the economy.
On the other hand, Chidambaram and Ramachandran (2012, p.275) note that to be effective in the training of employees, an organisation needs to have in place a pre-training arrangement. That is, the arrangement put in place must; identify the training needs, allow careful selection of participants while also seeking the delivery of the training using the relevant techniques. They also stressed that the identification of the training needs is paramount in the training process as this ensures that the training process is trainee-centred. The stand taken by the authors in this article is quite significant; they advocate for change in system of training to ensure the trainees feel part of the process.
Zeutinoglu et al (2008, p.5) on their side explore the factors that influence the possibilities of employees receiving on-job-training. They note that, in most cases, low paid workers have low chances of receiving on-job- training compared to the high paid workers. This is explained by the fact that most people who are in low paying jobs have low level of education. They observe that, other than the pay, age is also a deterministic factor on the possibility of a worker being put under on-job- training. The old people have fewer opportunities to be in training as opposed to the younger generation. This article thus explains why various firms usually concentrate on training their young employees; those who may improve their companies in the long run.
Equally, Grossman and Rebecca (2011, p.103) agree with the other writers that employees training is significant. However, they observe that some firms are shying away from it due to failure to transfer the expenditure of trainings to the job. The authors of this article outline factors that influence transfer of training. Such factors include characteristics of trainees, designs used in training, and the environment of work. They note that for the firms to attain positive transfer from their employees, it is important that the learning process be extended beyond the completion of training.
Finally, Gibb (2003, p.281) observes that learning and development at work is currently changing from to human resource management (HRM) to line management. The trend has been seen to impact positively in the training of employees. However, the shortcoming associated with this new trend is in its making of some people to cast doubts on its impact. Despite the shortcomings, Gibb notes that the drive to have operations in which knowledge management prevail has given a boost to this current trend.
In conclusion, all the writers appreciates the fact that effective employee training is central to the success of any business organization. That it; yields higher productivity, betters the quality of work, improves commitment, and motivation of employees. In addition employee training; yields well coordinated team work, raises employees’ morale, minimizes production errors; all which are necessary for competitive advantage. However, it is important that this process be well co-ordinated in order to yield good results.