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Essay / Research Paper Abstract
A 6 page paper discussing the problem of employee perception of training as being something that can benefit the organization but has little direct relevance for the individual. One solution for organizations is to actively point out the benefits that their training programs can provide the employee, regardless of where his future takes him. Attention to the value of specific training should be included as a part of every training program, whether that training is in managerial development, operation of a specific machine used in production or greater proficiency with a specific software package. Showing employees how their efforts in training can benefit them both in the present and in the future can serve to avoid creating the illusion that “training” is not training after all. Bibliography lists 5 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KShrEmpTrain.rtf
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Unformatted sample text from the term paper:
of Demings (1986) 14 Points clarifying the concept of Total Quality Management (TQM) addresses employee training. Deming (1986) exhorts organizations to practice nearly-continual training as an approach to pursuing
continuous improvement. Authors Beardwell and Holden (1997) review employees perceptions of the training offered by their employers and report that, "Much training reported
was for organisational rather than individual development, suggesting that many employees would not regard the training they receive as training at all." The purpose here is to discuss that
statement and to offer alternatives that can avoid creating this perception among employees. Trainings Purpose Just why is it that employees should need
to be trained? Are they not expected to bring skills and experience to the job, to be ready to be productive for their employers and so provide benefit for
them? Certainly workers need basic skills, but they also must be able to settle into the corporate culture of their organization and they must be flexible enough to be
able to change along with changing customer and employer needs (Lockyer, 2003). Many aspects of business in todays hypercompetitive environment can be uncertain,
but one that is virtually a given is that conditions will change. Only the organization that can keep pace with changing customer needs and wants can hope to effectively
compete in its industry over the long term. Often, keeping pace with changing trends and directions involves training employees for current and future needs.
There is nothing wrong with the observation made by Beardwell and Holden (1997) that training is for the benefit of the employer. Every business that would be
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