Need & Importance of Training & Development - Human Resource Management | Human Resource Management - B Com PDF Download

Need & Importance of Training
1. Increasing Productivity : Instruction can help employees increase their level of performance on their present job assignment. Increased human performance often directly leads to increased operational productivity and increased company profit. Again, increased performance and productivity, because of training, are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing their jobs.

2. Improving Quality : Better informed workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organisational employment atmosphere.

3. Helping a Company Fulfil its Future Personnel Needs : Organisations that have a good internal educational programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alternations. When the need arises, organisational vacancies can more easily be staffed from internal sources if a company initiates and maintains and adequate instructional programme for both its non-supervisory and managerial employees.

4. Improving Organisational Climate : An endless chain of positive reactions results from a well-planned training programme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressures ensue and base pay rate increases result. Increased morale may be due to many factors, but one of the most important of these is the current state of an organisation‘s educational endeavour.

5. Improving Health and Safety: Proper training can help prevent industrial accidents. A safer work environment leads, to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors now that they can better themselves through company-designed development programmes.

6. Obsolescence Prevention : Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt himself to technological changes.

7. Personal Growth : Employees on a personal basis gain individually from their exposure to educational experiences.' Again, ―Management development programmes seem to give participants a wider awareness, an enlarged skin, an enlightened altruistic philosophy, and make enhanced personal growth possible.' It may be observed that the need for training arises from more than one reason
(i) An increased use of technology in production;
(ii) Labour turnover arising from normal separations due to death or physical incapacity, from accidents, disease, superannuation, voluntary retirement, promotion within the organisation and change of occupation or job.
(iii) Need for additional hands to cope with an increased production of goods and services;
(iv) Employment of inexperienced, new or badli labour requires detailed instruction for an effective performance of a job;
(v) Old employee need refresher training to enable them to keep abreast of the changing methods, techniques, and use of sophisticated tools and equipment;
(vi) Need for enabling employees to do the work in a more effective way, to reduce learning time, reduce supervision time reduce waste and spoilage of raw material and produce quality goods, and develop their potential.
(vii) Need for reducing grievances and minimising accident rates;
(viii) Need for maintaining the validity of an organisation a whole and raising the moral of its employees.

Training & Development
Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training, is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred now-a-days. As more and more employees are called upon to exercise judgment and to choose alternative solutions to the job problem training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and or employees in the service industry may be required to make independent decisions regarding their work and their relationships with clients. Hence, organisations must consider elements of both education and training while planning their training programmes.
Training is the systematic modification of behavior through learning which occurs as a result of education, instruction development and planned experience. Training is the increasing knowledge and skill of an employee for doing a particular job; Training is a short term process utilizing a systematic and organised procedure by which trainees learn technical knowledge and skill for a definite purpose. Training is a process of learning a sequence of programmed behavior. It implies application is a process of learning a sequence of programmed behaviour. It implies application of rules and procedures to guide their behaviour thereby improve their performance.
Training is a systematic programme to increase the knowledge, skills, abilities and aptitudes of employees to perform specific jobs. Training is concerned with increasing the knowledge and understanding of the total environment. Development is concerned with the growth of an employee in all respects. Development programmes seek to develop skills and competence for future jobs while training programmes are directed toward maintaining and improving job performance. Thus training is a process by which the aptitudes, on the one hand skills, abilities of employees to perform​ specific jobs are increased. On the other hand, education is the process of increasing the general knowledge and understanding of employees.