Human resources are significant in establishing and sustaining competitive advantage for the enhancement of organizational effectiveness since both are priceless, unique and irreplaceable resources. The definitions of human resource can be categorized under two broad strands which are generalist and distinctive.(Machado, 2015)
Based on the generalist perspective, human resources refer to a group of human capital controlled in a straightforward manner through employment by the organization which constitutes a source of competitive advantage (Machado, 2015). Meanwhile, the distinctive approach emphasize on employee skills, knowledge, abilities, attitudes, experience and wisdom.
Training and development falls
under the distinctive approach. It focuses on improving the skills, knowledge and
attitudes of an individual in order to do a particular job more accurately. In
other words it can be called as a structured and planned process which helps to
improve the performance and reduce the accident and wastage of resources Obeidat et al., (2014).
Quote: “Training and development focuses on identifying, assuring and helping develop skills through planned learning and focuses on the key competencies that enable individuals to perform the current or future jobs”. Patricia McLagan
In todays context the term ‘Training and development’ has been replaced by ‘learning and development’ (L&D) for practitioners. observed that: The term training and development retains its popularity among academics but it has never been attractive to practitioners. They tend to dislike it because they see its reference to people as a ‘resource’ to be demeaning. Putting people on par with money, materials and equipment creates the impression of ‘development’ as an unfeeling, manipulative activity, although the two terms are almost indistinguishable Rosemary Harrison (2009: 5).
The learning technology landscape has exploded with myriad new tools, applications, and platforms designed to improve the learner experience. At the same time, organizations are looking to L&D to guide them through their digital transformations, ensuring the workforce has the skills and knowledge required to survive and succeed David Wentworth, (2019).
Apart from that it helps the
employees grow and build their attitudes resulting in the growth of their self
by bringing a positive impact to the job role played Gephart, M A (1995).
Since businesses are changing
rapidly most companies focus on training and development in-order to have a
better output Cartwright R (1988). Training helps to mold the
attitudes of the employees and prepare them to face the future obstacles more
successfully Cartwright R (1988).
For companies to keep
improving and have a better recognition it has to conduct continuous training
and development programs for their employees so they will be motivated and
ready to face any competition more successfully and adopt to changes more
positively Andrew Mayo (1998).
References
:
Andrew Mayo (1998) Creating a Training and Development Strategy
Cartwright R ( 1998) Implementing a Training and Development
Strategy
David Wentworth, (2019) Article on learning and development
Gephart, M A (1995) The road to high
performance: steps to create a high performance workplace, Training and
Development, June, p 29
Harrison, R (2009) Learning and Development,
5th edn, London, CIPD
Lynton, R.P and Pareek, U (2011) Training for development
Machado, C. (2015). International Human Resources Management: Challenges and Changes. Springer, Retrieved March 23, 2015 from Bekele, A. Z., Shigutu, A. D., & Tensay, A. T. (2014). The Effect of Employees’ Perception of Performance Appraisal on Their Work Outcomes. International Journal of Management and Commerce Innovations, 2(1), 136-173.
McLagan, Patricia A. "Models for HRD practice." Training & Development Journal, vol. 43, no. 9, Sept.
1989, pp. 49+. Gale Academic OneFile, link.gale.com/apps/doc/A7695572/AONE?u=anon~9296f963&sid=googleScholar&xid=1caead91.
Accessed 27 Oct. 2022.
Obeidat, B. Y., Masa’deh, R., & Abdallah,
A. B. (2014). The Relationships among Human Resource Management Practices,
Organizational Commitment, and Knowledge Management Processes: A Structural
Equation Modeling Approach. International Journal of Business and Management, 9(3),
9-26. http://dx.doi.org/10.5539/ijbm.v9n3p9
