Training and Development Impact on Employees Performance

8/2/2019 Training and Development Impact on Employees Performance

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Dedication

For my family with full love and respect for their continues support and care, for my father who inspire me and for every

human had taught me in this life.

Thanks

For all professors who give the opportunity to learn over four

years of hard work to prepare for this bachelor degree, Special

thanks for Dr. Sadek Nsirat who supervised my study and put me

in the first step of the research work.



Title Page Number

Abstract1

Research Methodology 2

Part1 Training and Development

Nature of Training andDevelopment

Previous Approaches to

Employees Training

Inputs into Training and

Development

Training Process

4

6

7

10

Part 2 Employees Performance

Understanding Employees

Drives and Motivation

Cross Training as a Motivationaland Problem Solving Technique

16

21



Part 3 Training And Development

Impact on Employees Performance

Topics of Employees Training toIncrease the Overall

Performance

Training in Various industries

Importance of Training and

Development for Organization

25

26

28

30

Part 4 Case Study

Case I : Hotel Sheraton ,

Damascus

Case2 : Hotel Dedeman,

Damascus

Analysis of the Cases

Comparison

33

35

37

Conclusion 38

Recommendation 39

References 40





1

Abstract

Since the beginning of the twentieth century and especially after World

War II, training programs have become widespread among organizations in

the United States, involving more and more employees and also expanding

in content. In the 1910s, only a few large companies such as Westinghouse,

General Electric, and International Harvester had factory schools that

focused on training technical skills for entry-level workers.

However, training programs introduced to the Syrian business

environment, factories in the private and government sector were the first

users of training programs in Syria, beside private training centers that

provide training for different industries and different sectors includingEnglish training for employees as well as managers , computer science and

software training , management courses, and other core job related

programs.

The large expansion of training and development in Syria were because

government and the owners of private business understand the importance

of such programs in improving the work method and raising the

qualifications for individuals. Moreover, new regulations will be issued to

give government institution sufficient budget for training and development

programs.

This study, however, draws attention to the enormous expansion in the

content of training with an emphasis on the rise of personal development

training ("soft skills" training, such as leadership, teamwork, creativity,

conversational skills and time management training). Personal

development training can be defined as training programs that aim at

improving one's cognitive and behavioral skills in dealing with one self and

others. It is intended to develop one's personal potential and is not

immediately related to the technical aspects of tasks but to the overall

performance



2

Research Methodology

The Problem

The problem of this study is the lack for training and developmentprograms in the Syrian business environment, beside the intentional or the

deliberate underestimation for the role of training and development in

strengthening the overall performance of employees and increasing

productivity.

Training is one element many corporations consider when looking to

advance people and offer promotions. Although many employees recognize

the high value those in management place on training and development,some employees are still reluctant to be trained. It is not uncommon to

hear excuses regarding why someone has not received training.

The Importance

Training and development for individuals and employees in different

industries contribute to the quality of work in organization as well asimproving the society by teaching specific skills and knowledge , this is

where the importance of this study lays which is to study in detail the

importance of training and development on improving the overall

performance.

Training and development offers more than just increased knowledge. It

offers the added advantage of networking and experiences. When

employees attend training programs with others who have jobs that aremuch alike, they will have the added benefit of sharing knowledge that help

them developing their performance and improving their organizations.



3

The Objectives

The purpose and objectives of this study can be summarized in the

following points:

Understanding what is meant by training and development.

The necessity of acquiring certain skills in work.

How to determine the training needs of employees.

To give an overview of motivation at work.

To link between employees training and its impact on their

performance.

To clarify the benefits of training and development on organizations.

To review some training topics and training in different industries.



4

Part 1

Training and Development

Nature of Training and Development

In simple words, training and development refers to the imparting of

specific skills, abilities, knowledge to an employee. A formal definition of

training and development is determined as follows:

“It is any attempt to i mprove current or future employee performance by

increasing an employee’s ability to perform through learning, usually by

changing the employee’s attitude or increasing his or her skills and

knowledge.” (James D. Kirkpatrick and Wendy Kayser Kirkpatrick

P13, Training on Trail, 2010).

We can make a distinction among training, education and development.

Such distinctions enables us to acquire a better perspective about the

meaning if the term training. Which refers to the process of imparting

specific skills, Education, on the other hand is confined theoretically

learning in classroom

To distinct more, the training is offered in case of operatives whereas

development programs are conducted for employees at higher levels.

Education however is common to all the employees.



5

Training in the term of organization

“Transferring information and knowledge to employers and equippingemployers to translate that information and knowledge into practice with

a view to enhancing organization effectiveness and productivity, and the

quality of the management of people.” (James D. Kirkpatrick and Wendy

Kayser Kirkpatrick,P15, Training on Trail, 2010).

It also means that in organizational development, the related field of

training and development (T & D) deals with the design and delivery of

workplace learning to improve performance.

The need for training and development is determined by the employee’s

performance deficiency, computed as follows:

Training and development needs =

Standard performance – Actual performance

We can make a distinction among training, education and development.

Such distinctions enables us to acquire a better perspective about the

meaning if the term training. Which refers to the process of imparting

specific skills, Education, on the other hand is confined theoretically

learning in classroom.

To distinct more, the training is offered in case of operatives whereas

development programs are conducted for employees at higher levels.

Education however is common to all the employees.



6

Previous Approaches to Employee Training

It is a classic question in the training field, first raised by human capital

theorists, that why firms train their employees. Many attempts have

been made to address this question, but the question of why firms

provide general-skill training has not been fully understood. There have

been two main theoretical approaches towards employee training,

namely, the human capital approach and the technology-based

approach.

The human capital approach regards training as investment in human

capital. Training is provided only when the benefit from productivity

gains is greater than the cost of training.

The technology-based approach regards training as a skill formation

process. According to this approach, the expanded training in the

contemporary period is driven by the rapidly changing technologies and

work reorganization.

These two approaches are popular in academic and policy discussions.

What they have in common is that they assume an instrumental logic

and technical rationality behind training decisions. Training is provided

because it satisfies the functional needs of an organization. Studies with

these approaches have largely overlooked the content of employee

training, as if all kinds of training programs equally contribute to human

capital accumulation or skill formation.

Moreover, personal development training becomes a puzzle if viewed

from these approaches, because it does not seem to follow from an

instrumental logic or technical rationality.



7

Inputs in Training and Development

Any training and development programme must contain inputs which

enable the participants to gain skills, learn theoretical concepts and help

acquire vision to look into the distant future. The inputs of training anddevelopment are as (David L. Vance, Poudre River Press, P24, The Business of

learning, 2010):

1) Skills

2) Education

3) Development

4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to

operate machines, and use other equipments with least damage and scrap.This is basic skills without which the operator will not function.

There is also a need of motor skills as they are refer to performance of

specific physical activities .These skills involve learning to move various

parts of their body in response to certain external and internal stimuli.

Employees particularly like supervisors and executives, need interpersonal

skills mostly know as people skills.

These skills helps a person understand oneself and others better and act

accordingly. Examples of interpersonal skills include listening. Persuading

and showing an understanding of others feelings.

K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and Development, 2004.



8

2) Education

The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. That any training and development

programs must contain an element of education is well understood by the

HR specialist.

In fact, sometimes, organizations depute or encourage employees to do

courses on a part time basis. Chief executive officers (CEO’s) are known to

attend refresher course conducted in many Business schools.

3) Development

Another component of a training and development program is

development which is less skill – oriented but stress on knowledge.

Knowledge about business environment, management principles and

techniques, human relations, specific industry analysis and the like is useful

for better management of a company.

Development programs should help an employee to be a self-starter, build

sense of commitment, motivation, which should again helps him being self

generating. It should make their performance result oriented and helpthem in being more efficient and effective.

4) Ethics

There is a need for imparting greater ethical orientation to training and

development programs. There is no denial of the fact that ethics are largely

ignored in businesses. They are less seen and talked about in the personnel

function this does not mean that the HR manager is absolved if the

responsibility. If the production, finance or marketing personnel indulge in

unethical practices the fault rest on the HR manager.




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5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others.

Attitudes affect motivation, satisfaction and job commitment. Negative

attitudes needs to be converted into positive attitudes. Changing negative

attitudes is difficult because of

(1) Employees refuse to change

(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the

organization and give better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques

for making organizational decision and solve work related problems.

Learning related to decision making and problem solving skills seeks to

improve trainee’s abilities to define and structure problems, collect and

analysis information, generate alternatives. Training of this type is typically

provided to potential managers, supervisors and professionals.




10

Training Process

The steps of Training Process are as under:

Organizational Objectives and

Strategies

Assessment of Training Needs

Establishment of Training

Goals

Devising Training Programs

Implementation of Training

programs

Evaluation of Results





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C) Training and development objectives

Once training needs are assessed, training and development goals must be

established. Without clearly-set goals, it is not possible to design a training

and development programs and after it has been implemented, there will

be no way of measuring its effectiveness. Goals must be tangible, verifying

and measurable. This is easy where skilled training is involved.(James D.

Kirkpatrick and Wendy Kayser Kirkpatrick, P44, Training on Trail, 2010).

D) Designing training and development program

Who are the trainees? Who are the trainers? What method and

techniques?

What are the where to conduct

Level of training principles of learning

E) Conducting training activities

Where is the training going to be conducted and how?

At the job itself. On site but not the job for example in a training room in the

company.

Off site such as a university, college classroom hotel, etc.



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F) Implementation of the training programs

Program implementation involves actions on the following lines:

Deciding the location and organizing training and other

facilities.

Scheduling the training programs.

Conducting the programs.

Monitoring the progress of the trainees.

G) Evaluation of the results

The last stage in the training and development process is the evaluation of

the results. Since huge sums of money are spent on training and

development, how far the program has been useful must be

judge/determined. Evaluation helps determine the results of the training

and development program. In the practice, however organizations either

overlook or lack facilities for evaluation. (James D. Kirkpatrick and Wendy Kayser

Kirkpatrick,P46, Training on Trail, 2010).



14

Methods of training

A multitude of techniques are used to train employees. Training techniques

represent the medium of imparting skills and knowledge to employees.

Training techniques are means employed in the training methods. They arebasically the following: taking from. (John Akoward, Note book, Modeling

Training, P17).

1- Lectures: It is the verbal presentation of information by an

instructor to a large audience. The lecturer is presumed to possess

knowledge about the subject.

2- Audio Visuals: This is an extension of the lecture method. This

method includes slides, video tapes and films. They can be used to

provide a range of realistic examples of job conditions and situations

in the condensed period of time. It also improves the quality of

presentation to a great extent.

3- On- the – Job- Training: It is used primarily to teach workers how to

do their present jobs. Majority of the industrial training is on the job

training. It is conducted at the work site and in the context of the job.

In this method, the focus of trainer’s focus is on making a good

product and not on good training technique.

4- Programmed Instruction (PI): In this method, training is offered

without the intervention of the trainer. Information is provided to

the employee in blocks, in form of books or through teaching

machine. After going through each block of material, the trainee goes

through a test/ answers a question.



15

5- Computer Assisted Instruction (CAI): This is an extension of the PI

method. In this method, the learner’s response determines the

frequency and difficulty level of the next frame. This is possible

thanks to the speed, memory and the data manipulation capabilities

of the computer.

6- Simulation: It is any equipment or technique that duplicates as

nearly as the possible the actual conditions encountered at the job. It

is an attempt to create a realistic for decision-making.

7- Case study: It is a written description of an actual situation in the

business, which provokes the reader to think and make decisions/suggestions. The trainees read the case, analyze it and develop

alternative solutions, select the best one and implement it. It is an

ideal method to promote decision making skills.

8- Role Playing and Behavior Modeling: This method mainly focuses on

emotional (human relation) issues than other ones. The essences are

on creating a real life situation and have trainees assumed parts of

specific personalities (mostly interchanged roles of boss and

subordinate to create empathy for one another).

9- Apprenticeships and Coaching: It is involved learning from more

experienced employee/s. It is applied in cases of most craft workers,

carpenters, plumbers and mechanics. This approach uses high levels

of participation and facilitates transferability. Coaching is similar to

apprenticeships. But it is always handled by a supervisor and not bythe HR department.



16

Part 2

Employees Performance

Understanding Employee Drives and Motivations - The First Step

towards Motivation at Work

However large or small a company or business is, it is employees at all

levels that can make or break it. This holds true not only for the people we

hire on a regular basis, but also for temporary and contracted workers. It is

as important to research and study the needs, drives, and expectations of

people we hire or employ, and aim at responding to and satisfying those, as

it is with regard to customers.

In actual fact, considering the role each "employee" plays in a company's

success, analyzing and planning an adequate response to employees'motivations deserves first place in the order of business.

Before going any further, let us shift our approach from grouping people

under the generic category of "employee" to individual human beings and

term them as "hired workers" or "working partners". This is what they are.

We must acknowledge them as human beings with individual needs, drives,

characteristics, personalities, and acknowledge their contribution to the

business success.



17

Though each person has specific needs, drives, aspirations, and capabilities,

at varying degrees of intensity, people's basic needs are the same, as

illustrated by Abraham Maslow in the following model: (Matthew Murdoch and

Treion Muller, P40, The Learning Explosion,2011).

Self-Actualization

Social Needs

Physiological Needs

Basic physical needs: the ability to acquire food, shelter, clothing and other

basics to survive

Safety Needs: a safe and non-threatening work environment, job security,

safe equipment and installations

Social Needs: contact and friendship with fellow-workers, social activities

and opportunities

Ego: recognition, acknowledgment, rewards

Self-Actualization: realizing one's dreams and potential, reaching the

heights of one's gifts and talents.

It is only when these needs are met that workers are morally, emotionally,

and even physically ready to satisfy the needs of the employer and the

customers.

Ego

Safety Needs



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Worker motivation must also be viewed from two perspectives:

1. Inner drives

2. Outer (external) motivators.

A person's inner drives push and propel him/her towards an employer, a

particular job, career, line of study, or other activity (such as travel or

recreation). It is these drives that Maslow delineates in his hierarchy of

needs, and which we must understand and internalize, use as guidelines in

our efforts to help employees feel motivated.

The outer (external) motivators are the mirror image the employer or

outside world offers in response to the inner drives. In order to attract the"cream of the crop" of available workers, same as in his/her dealings with

customers, the employer not only tries to satisfy these basic needs, but to

exceed them - taking into consideration additional extraordinary needs

individual workers have.

Most workers need to:

1. Earn wages that will enable them to pay for basic necessities and

additional luxuries such as the purchase of a home, or travel

2. Save for and enjoy old age security benefits

3. Have medical and other insurance coverage

4. Acquire friends at work

5. Win recognition

6. Be acknowledged and rewarded for special efforts and contributions

7. Be able to advance in life and career-wise

8. Have opportunities for self-development

9. Improve their skills, knowledge, and know-how

10. Demonstrate and use special gifts and abilities

11. Realize their ideals.



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The employer responds to those needs by offering and providing:

1. Employment

2. Adequate pay

3. Assistance to workers for their special needs (such as child carearrangements, transportation, flexible work schedules)

4. Job security (to the degree possible)

5. Clear company policies

6. Clear and organized work procedures

7. A stable, just and fair work environment

8. A safe work environment

9. Medical coverage and other benefits

10. An atmosphere of teamwork and cooperation

11. Social activities

12. Reward and recognition programs

13. Incentive programs

14. Open lines of communication (formal and informal)

15. Systematic feedback

16. Training and development programs

17. Opportunities for promotion

18. Company/ business information

19. Information on customer feedback

20. Sharing of company goals and objectives a

21. Information on the market situation and industry

22. Future expectations

23. Plans for the future

24. Guidance and mentoring.



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It is important that the employer discover other extraordinary needs

applicants have before hiring them and know beforehand whether he/she

can satisfy those needs or not. An employee may have:

Family responsibilities and be unable to work shifts, overtime, orweekends

Heavy financial responsibilities which he/she can meet only by

working at two jobs, leading to exhaustion, "sick leave", and deficient

work performance

A desperate financial need for additional overtime and weekend

remuneration

Premature expectations of swift promotions.

Some other needs the employer can expect, for which company policies

should be planned accordingly:

If the company is in a remote location, all employees will have a need

for more social activities

Many single people look for dates and spouses at work

Some women may not be ready to work late shifts unless the

employer provides transportation back home Some workers may have a problem with drug or alcohol abuse.

In addition to needs and drives, adult workers have expectations from their

employer - they expect:

A knowledgeable, experienced, expert employer

Clear and fair policies, procedures, and employment practices

Business integrity

Clear job descriptions

Two-way communications

Effective management and supervision

Positive discipline

Good company repute



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Company survival

Opportunities for personal growth

Company growth

A share in the company's success.

Business owners and managers are under constant scrutiny by the people

they hire. Adult workers care beyond the salary - they care to know to

whom they entrust their fate, reputation, and security . They consider their

work as a major factor that shapes their lives and the lives of those dear to

them. Once they feel confident that the employer and their place of work is

what they wished for and expected, they are ready to contribute above and

beyond "the call of duty". (John Akoward, Note book, Modeling Training, P32).

Most of these needs, expectations and aspirations are unexpressed - it is up

to the employer to develop a good system of company communications,

employee relations, training and development that will lead to an

environment of openness, cooperation, teamwork, and motivation that will

benefit all the parties involved.

Cross-Training as a motivational and problem-solving Technique

Many managers, including human resources directors, mistakenly believe

that employee motivation can be won through monetary rewards or other

perks. They learn soon enough that such perks are taken for granted and

that money is not the key to employee motivation. A professional and

unified management, in a good work environment, is the basis on which to

build employee motivation.

While high employee turnover reflects on low morale and lack of

motivation, when seen from another angle, the absence of turnover quickly

results in de-motivation since the possibility of motion and forward-motion

is taken away from employees. It is against human nature to remain static,

performing the same duties day in, day out, without expectations of change

in routine or opportunities for advancement.



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An effective training technique which results in motivation is cross-training,

when implemented horizontally, upward and downward. Department

heads, assistants and employees can cross-train in different departments or

within the department itself. With background support, employees can

have one day training in the role of department head ("King for the Day").

When a General Manager is away, department heads can take roles

replacing him, which is a form of cross-training.

Cross-training should be carefully planned and presented as a learning

opportunity. It should be incorporated in a hotel's master yearly training

plan, covering all positions and departments. It should begin with

supervisory level and filter down to entry-level positions. Housekeeping

should cross-train in Front Office and vice-versa; Front Office in Marketing,

Sales, Public Relations, Food & Beverage, Banquets, Security; Marketing &

Sales in Front Office, Food & Beverage, Purchasing; Food & Beverage

Service in the Culinary department and vice versa; Human Resources in

different departments and vice versa. (Matthew Murdoch and Treion Muller, P55, The

Learning Explosion, 2011).



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This technique achieves the following objectives:

Offers a learning and professional development opportunity

Rejuvenates all departments

Improves understanding of the different departments and the hotelas a whole

Leads to better coordination and teamwork

Erases differences, enmity and unhealthy competition

Increases knowledge, know-how, skills and work performance

Improves overall motivation

Leads to the sharing of organizational goals and objectives.

Sending people to work in another department at a moment's notice is notwhat cross-training is about. This has to be an effective planned process.

Employees must "buy" into the idea, be encouraged to give feedback and

make suggestions for improvement. They become "partners".

Departmental communications meetings can be used to share lessons

learned. When employees think "the grass is greener on the other side of

the lawn" they soon realize their mistake after exposure to other

departments. They return to their job with a better attitude.

Cross-training can also be used to "shake up" supervisors or employees

who have lapsed into poor performance. Upon being moved to a different

position or department, albeit temporarily, they hear "warning

bells", shape up and usually return to their positions as exemplary

performers.

Depending on the budget at hand and the objectives to be achieved, the

time for cross-training can vary from one day to a week or more. Detailsmust be coordinated with the "receiving" department head. The trainee is

incorporated within the department's activities for the duration of the

cross-training (briefings, meetings, or obligations).

(David L. Vance, Poudre River Press, P76, The Business of learning, 2010)



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A more sophisticated form of cross-training is job rotation, which usually

involves extended periods (from one month to six months). With job

rotation, the employee's role is of a different nature. He is not considered

as trainee, but is responsible over certain job functions, for which he has to

prove himself.

Both cross-training and job rotation create a team of workers who are more

knowledgeable, can easily replace each other when needed and who gain

new confidence regarding their professional expertise. These two

techniques lead to great motivation throughout the company.

Unionized properties face some difficulty in implementing such techniques

due to the rigidity of Union policies and labor agreements. It is up tomanagement to win over Unions on this concept and convince them of the

benefits to employees' careers. Union representatives can be made to

understand that company-wide cross-training involves substantial

investment in time, effort and payroll. The benefits, however, are enjoyed

by the three main stakeholders: employees, management and guests.

Employees enjoy the rewards of added know-how, skills, career

opportunities and future security due to business success.



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Part 3

Training and Development Impact on Employees

Performance

Improvement in Performance

Training will be an important aid to managers for developing themselves as

well as their subordinates. It is not a substitute for development on the job,

which comes from doing, experiencing, observing, giving and receiving

feedback and coaching. Research has shown that 80% of a person’s

development takes place on the job. However, training can contribute thevital 20% that makes the difference. Training can bring about an

improvement in a person’s:

Knowledge

Skills

Attitude

Thereby raising his potential to perform better on the job.

Growth

Training is also directed towards developing people for higher levels of

responsibility thereby reducing the need for recruiting people from outside.

This would have the effect of improving the morale of the existing

employees.

Organizational Effectiveness

In company training provides a means for bringing about organizational

development. It can be used for strengthening values, building teams,

improving inter-group relations and quality of work life. The ultimate

objective of training in the long run is to improve the company’s

performance through people performing better.



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Topics of Employee Training to increase the overall performance

1) Corporate ethics: This covers the value of good manners, courtesy,

consideration, personal décor and good rapport. It also shows why and how

to discourage gossip, controversies, personal work at office, rush jobs etc.

2) Communications: The increasing diversity of today's workforce brings a

wide variety of languages and customs. Right from the way the receptionist

handles a call to how the CEO deals with a customer gives a glimpse of the

image of an organization. Such training encompasses oral, written and

presentation skills. It stresses the importance of communication being

clear, concise, concrete and colorful.

3) Career and life planning: A primarily employee-oriented training

objective undertaken to help employees plan for their lives, career,

retirement, redundancy etc. Such training imparts the values of life skills

that employees need under different and difficult circumstances.

4) Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

5) Customer service: Increased competition in today's global marketplace

makes it critical that employees understand and meet the needs of

customers.

6) Diversity : Diversity training usually includes explanation about how

people have different perspectives and views, and includes techniques to

value diversity

7) Staff management and team building: Such training shows theimportance and benefits of good management and how everyone can

achieve more through teamwork.

(Matthew Murdoch and Treion Muller, P61 the Learning Explosion, 2011).



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8) Stress management : Stress is an individual’s response to threats and

challenges in the environment. Manifested physiologically and physically, it

may occur due to role conflict, role ambiguity, role incompatibility, role

overload or role under load. Stress management techniques are covered

under this objective.

9) Time management : Time management skills covered here showcase the

importance of being specific, delegation and prioritization. They also show

how to set measurable, attainable, relevant and time-bound goals.

10) Human relations: The increased stresses of today's workplace can

include misunderstandings and conflict. Training can people to get along in

the workplace. It also includes interpersonal relationship skillsCommunication is a two-way exercise and this objective covers the

importance of listening, concentrating, showing empathy and self-

awareness.

11) Quality initiatives: Initiatives such as Total Quality Management,

Quality Circles, benchmarking, etc., require basic training about quality

concepts, guidelines and standards for quality, etc.

12) Safety : Safety training is critical where working with heavy equipment,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

13) Sexual harassment : Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment,

especially about what are inappropriate behaviors.

14) Memory skills: techniques for better reception, retention and recall

through audio and visual learning techniques. It helps to improve skills by

employing all senses, associating and following systematic review plans.

(Matthew Murdoch and Treion Muller, P62, The Learning Explosion, 2011).



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How Training play its role in increasing productivity in Various

Industries

1) Training in News Center

The news industry, traditionally untroubled about staff development, is

taking a new look. In today’s multimedia world, industry leaders feel

heightened competition for the best and brightest employees. Economists

predict an acute shortage of “knowledge workers.” Starting salaries for

journalists, stagnant for decades, have begun to creep upward. Industry

attrition also is climbing, andan increasingly professional

journalism workforce wants –

and is starting to get – more

training and mid-career

education.

Benefits include:

1. Journalists with learning

and development

opportunities stay with organizations longer. Higher employee

retention both saves money and strengthens readership.

2. News organizations with strong training and education programs

enjoy a greater chance of success in creating newsroom diversity and

reaching wider audiences.

3. A learning newsroom is more likely to have a constructive culture,

increasing performance.

4. Skill, topic and value training all help journalists provide greater

editorial quality.



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2 Training in Call Centers

Call Center Employers will regret slashing their training budgets to save afew pounds. For a small investment, employers can protect themselves and

save thousands of pounds in costs

Distributing a company/induction/training policy is not sufficient to show

workforce that a company has met its legal obligation to train its workforce

and create an educated work-environment. Therefore, it is very important

to train the management staff so they can "spot the issue," recognize a

situation involving a issue and seek help fromHR.

In order to use training as a defense tool,

companies must verify that each and every

worker received training. All companies

experience turnover and absenteeism

problems, which undermine training

effectiveness. Therefore, companies should

receive written or electronic training

verifications and audit those verifications ANNUALLY to ensure legally

defensible training.

Using an in-house trainer can be difficult if the person lacks expertise or

credibility within the organization. The trainer must be a senior executive

or an outside professional to gain the respect and attention of the training

participants. Also, companies should have a qualified expert conduct the

training - a person who can also provide training testimony in the event the

training is ever legally challenged.



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A blended learning solution (combining in-person and Web-based) is the

most comprehensive and effective training solution. However, some Web-

based programs can also be an effective stand-alone solution.

Importance of Training and development for the organization

There are many benefits of Training and Development to the organization

as well as employee:

1) Benefits for the organization.

2) Benefits for the individual.

3) Benefits for personnel and human relation, intra group and internal

group relation and policy implementation.

1) Benefits for the organization

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job

through transfer or promotion.

c) Provides information on equal opportunities and affirmative

action.

d) Provides information on other government laws and

administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.



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2) Benefits for the individual

a) Helps and individual in making better decision and effective

problem solving.

b) Through training and development, motivational variables of

recognition achievement, growth, responsibility and advancement

are internalized.

c) Aid in encouraging and achieving self –development and self

confidence.

d) Helps a person handle stress, tension, frustration and conflict.

e) Provides information for improving leadership, knowledge,

communication skills and attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving

interactive skills.

h) Satisfies personal needs of a trainee.

i) Provides the trainee an avenue for growth in his or her future.

j) Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l) Helps a person improve his listening skill, speaking skills also with

his writing skills.



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3) Benefits for personnel and human relation, intra group and internal

group relation and policy implementation

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job

through transfer or promotion.

c) Provides information on equal opportunities and affirmative

action.

d) Provides information on other government laws and

administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.





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2) Methods or programs conducted for training

Department president trains most of the employees on the job. The

trainees are trained on the job. The introduction to the work is explained by

the training department of human recourse management.

In case of introduction of new technology - like few days back new software

was introduced to the stores department. Since the software (Orien) was

new, the employees were given a lecture and practical study of this

software. They were also showed audio visual to understand how to use

the software.

3) Who trains the new employees?

In Case of the departments others than Kitchen, The Trainees are trained by

the Training & Development department which comes under Human

Recourses Department.

In case of Kitchen, the kitchen employees and chefs are trained personally

by the Chief Chef.

4) Why train the employees? What are the benefits?

To understand the hotel policies, values, morals and ethics.

They are introduced with the vision & values of the hotel so

that they perform their task accordingly.

To help the employee build his/her confidence in performing

his/her work and help him/her use his theoretical knowledge

provided by his hotel management course.

To make the employee get use to his job and surroundings and

to make him comfortable in performing his job, thus satisfyinghis employer.

Helps the employee to upgrade his personal skills.

Helps the employee to learn new things and increase his

knowledge.



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Case II: Hotel DEDEMAN, Damascus.

Hotel Dedeman works in a totally different manner from Sheraton when it

comes to training its employees. In case of new employment, Dedeman

selects students from various hotel management institutes and molds them

during their graduation period itself. Each hotel management student is

allotted a time period to work as a trainee in any hotel. Dedeman makes

use of this time period and molds the students.

1) Who are the trainees?

In case of departments other than management, the trainees are

undergraduate students from various hotel management institutes. In case

of management the hotel only employees experienced staff with high

qualification.

2) Who are the trainers?

There is a Training department under the HR who takes care of the new

trainees and the training programs conducted for them.

3) What are the training programs?

Introduction or orientation wherein, the student is introduced

to the hotel and is told about the training program for the

immediate three months of his training and the long term

training policies.



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Grooming sessions are conducted to educate the trainees how

to dress and behave to match the standards that Hilton

maintains. They are given personal skills and are made

presentable.

They are taught values of the hotel that are policies like

keeping the customer always satisfied. The basic principle that

is to maintain the old customers and get new customers.

4) What are the benefits for the employee?

The employees are students of hotel management. The training sessions

provides them with practical knowledge which helps them in their hotelmanagement course and makes it easy to understand the job perspectives

during the graduation course itself.

They also apply the knowledge which they get in these training sessions to

their academic knowledge which makes them a better student in all. The

theoretical knowledge gained by them hotel management course is then

converted to practical knowledge.



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Analysis of the case study comparison

Both the methods of training are effective and have their merits and

demerits which can be summarized as follows:

In case of Hotel SHERATON, Damascus.

The methods of training are good and effective but it’s not always that the

employee changes himself and molds himself as per the organization

principles and objectives even though he might be an intelligent and

talented employee.

In case of Hotel DEDEMAN, Damascus.

The hotel conducts a very well planned and managed program for training

but in all there is no such guarantee that the employee or the trainee

would like to join the same organization after his graduation. He may also

join some other hotel. This would result in losses for the hotel.

Therefore a mix strategy, wherein the employees are trained in the hotels

as interns and are then made to sign a bond wherein they to agree to work

for few years in the same organization would be effective.



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Conclusion

Gone are the days when training was a 2 hour process on the first day of

the job. Training & Development has transformed from an add-on function

to a core function of companies. It has become more of a science with

systematic rules and formats guiding the companies on how to go about

training and development. And that is the way it should be.

Training and development is a necessity for both the trainer and the

trainee. The trainer (the company) would want to make its staff more

efficient in this highly competitive world. It would want its employees to

know the latest trends and technologies and use them according to the

company’s principles and objectives. The trainees (staff) on the other hand,view training and development as a stepping stone for enriching their

career and fulfilling their personal needs. Training and development is

another round of education for them, the knowledge from which is to be

applied later. So, it’s more of a mutual necessity and agreement between

the companies and their respective employees when it comes to training

and development.

In conclusion, programs of continuous learning will lead organizations into

lasting success and increasing productivity and performance of their

workers by providing and training them for high qualifications which is the

soul of training and development programs.



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Recommendations

Internet technology is the key to a profound revolution in learning.

The effects of Internet technology on employee training are indeed

profound; however, technology - any technology - should be seen as

a tool, not a strategy or final goal.

There is an enduring and important role for traditional classroom

instruction must be in consideration.

People who believe technology will totally replace great teachers in

front of classrooms of highly motivated learners are as misguided as

those who believe the Internet is a passing fad. The blended learning

solution, i.e., a mixture of classroom and Web-based training is the

most effective and comprehensive learning strategy.

The need for Learning as a continuous, cultural process - not simply

a series of workshops.

Employees retain about 50% to 60% of what they learn in a formal

training workshop. Often, employees forget what they have learned

within two months of the workshop. Therefore, access and

opportunities to learn should be available to anyone, anywhere, and

at any time within an organization.

The necessity for the alignment of Strategy development and

implementation in training.

Employers change as their business changes. They adjust it as their

people become more skilled and knowledgeable. The employersredefine it as new technology options become available. And, they

constantly test it against the mission and vision of their business,

making sure they are always in alignment.



References

Books:

Matthew Murdoch and Treion Muller, the Learning Explosion, 2011.

James D. Kirkpatrick and Wendy Kayser Kirkpatrick, Training on

Trail, 2010.

David L. Vance, Poudre River Press, The Business of learning, 2010.

K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and

Development, 2004.

John Akoward, Note book, Modeling Training, 2003.

Internet Sources:

www.hrdiscussion.com

www.keyorganization.com

www.pqa.net

www.scribed.com

www.studygs.net

Documents

Training and Development Impact on Employees Performance