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An overview of training and development process in an organization

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  1. Introduction
  2. Training
    1. The training apparatus
    2. The primary objective of training
  3. The training system
  4. Training and development process
    1. The three phases of training
  5. Categories of organizational employees
  6. Training and learning
    1. Theories of learning
    2. Environmental perspective
  7. Principles of learning
    1. Learning and motivation
    2. Feedback and learning
    3. Practice and learning
    4. Learning curve
    5. Transferring learning
  8. Objectives of learning
    1. Business objectives
    2. Employee benefits
    3. Staying competitive
    4. New business opportunities
  9. Traning methods

The genre of ?Employees' seems to have evolved through a transformation process. They are now more growth oriented, ambitious, industrious, forward-looking and increasingly vulnerable to the rocking changes in the industry. They have a high self-concept and seek intrinsic motivation in the form of work satisfaction, intellectual growth and gratification of cognitive needs. The premium on career growth, self development and the critical nature of employee retention are certain issues that have conspired to extend the moving frontiers of training needs. Every organization needs to have experienced and well employees to perform the activities to them. In a rapidly changing society training is an activity, which is, must for maintaining a viable and knowledgeable work force. Success of any training program largely depends upon proper identification of training needs. It has been seen that many organizations invest considerable resources in training and development but never really examine how and where this can most effectively promote organizational objectives and individual growth. The failure to analyze training needs within the organization will lead to lesser of benefits and huge investment in the training program of the institute.

[...] Training is also a perfect opportunity for business to get to know its staff, and for them to get to know each other Staying competitive To retain an edge over their competitors, organizations have to keep abreast of industry changes, technological advances and new industry legislation New business opportunities Trained and motivated staffs, who understand the specifics of your business operations, are a sustainable competitive advantage. They will give your business the competitive edge by: Increasing productivity and standards in production, therefore boosting your business reputation Being able to undertake a greater variety of work and therefore allow you to expand or open up [...]

[...] More recently an approach has been offered that blends both of these theories-learning is a continuous interaction between the individual and the social environment in which he or she functions. That is called social- learning theory. This theory acknowledges that individual learns by observing what happens to other people and just by being told about something, as well as by direct experiences. Four processes have been found to determine the influence a model will have on an individual: 1. Attention processes: People only learn from a model when they recognize and pay attention to its critical features. [...]

[...] If the client expecting increased performer and organization performance (sales increase, reduction in manufacturing costs of new products) and the training function is evaluating the quality of the training output by a ?smiles test? or ?happiness index,? the training subsystem may be producing an unacceptable output as far as the client is concerned The training output is going to be only as good as the training needs data input that the training subsystem is processing. This system view of training has implications for the design and management of the training function, as well as for determining needs. [...]

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