EMPLOYEE TRAINING AND DEVELOPMENT AS A MODEL FOR ORGANIZATIONAL SUCCESS

Authors

  • Oduwusi Oyewole Oluwaseun Department of Human Resource Management, APIN Public Health Initiatives, Abuja, Nigeria

DOI:

https://doi.org/10.29121/ijetmr.v5.i3.2018.190

Keywords:

Employee, Training, Development, Performance, Organizational, Success

Abstract

This article reviewed employee training and development as a model for organizational performance and effectiveness. The various literatures reviewed on the topic in question showed that, training and development had positively correlated and claimed statistical significant relationship with employee performance and effectiveness and can advance organizational growth and success. In order to improve employee training and development as well as improved performance and service delivery, it is recommended that management should increase the number of employees taking part in training and development.

Downloads

Download data is not yet available.

References

Abeba, M. A., Mesele, D. A. and Lemessa, B. (2015). The Impact of Training and Development on Employee Performance and Effectiveness: A Case Study of District Five Administration Office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainabilit Studies, 3, 188-202.

Adams L. (1989). Be your best: Personal effectiveness in your life and your Relationships. New York, NY: Putnam.

Ahmad Z. A., Karia N. (n.d.). Quality practices that pay: Empowerment and teamwork (School of Management). Malaysian Management Review. Google Scholar

Anschutz E. E. (1995). TOM American. Bradenton, FL: McGuinn & McGuire. Google Scholar

Antonacopoulou, E.P. (2000). Employee Development through Self-Development in Three Retail Banks. Personnel Review, 29, 491-508. DOI: https://doi.org/10.1108/00483480010296294

Armstrong, M. (2009) Armstrong’s Handbook of Human Resource Management Practice. 11th Edition, Kogan Page Limited, London.

Bakker, A. B., van Emmerik, I. H., &Euwema, M. C. (2006). Crossover of burnout and engagement in work teams. Work & Occupations, 33, 464-489. DOI: https://doi.org/10.1177/0730888406291310

Berge, Z., Verneil, M.D., Berge, N., Davis, L. and Smith, D. (2002) The Increasing Scope of Training and Development Competency. An International Journal of Benchmarking, 9. DOI: https://doi.org/10.1108/14635770210418579

Blain, J. (2009). Current Learning Trends in Europe and the United States. (online) https://cdns3.trainingindustry.com/media/2505191/cegoscurrent%20learning %20trends%20in%20europe%20and%20 us

Cheng E. W. L., Ho D. C. K. (2001). The influence of job and career attitudes on learning motivation and transfer. Career Development International,6, 20-27. DOI: https://doi.org/10.1108/13620430110381007

Garavan, T.N. (1997) Training, Development, Education and Learning: Different or the Same? Journal of European Industrial Training, 21, 39-50. DOI: https://doi.org/10.1108/03090599710161711

Fakhar, U.l. Afaq, A. K. (2008). Case of Pearl Continental hotels in Pakistan, Relationship of training with Employees’ Performance in Hoteling Industry.

Iftikhar, A. and Sirajud, D. G. (2009). Evaluating Training and Development. Medical College and Gomal University, D.I.Khan Pakistan

Chris Amisano, (2010). How contributer ―Relationship between training and employee performance.

Holton, E. F. and Baldwin T. T. (2000). Making transfer happen: An action perspective on learning transfer systems. Advances in Developing Human Resources, 8, 1-6.

Karmen, B. (2014). Essential Not Optional: Why Employee Training & Development Matters. Capilano University.

Locke E. A. (1976). The nature and causes of job satisfaction. In Dunnette M. D. (Ed.), Handbook of industrial and organizational psychology (Vol. 1, pp. 1297-1343). Chicago, IL: Rand McNally.

Mark A. and Griffin, A. N. (2000). Perceptions of Safety at Work: A Framework for Linking Safety Climate to Safety Performance, Knowledge, and Motivation. Journal of Occupational Health Psychology, 5(3):347-358.

McDowall, A. and Saunders, M.N.K. (2010). UK Manager’s Conceptions of Training and Development. Journal of European Industrial Training, 34, 609-630. DOI: https://doi.org/10.1108/03090591011070752

Michael, A. (2000). ―Understanding training‖. Human Resource Management Practice. 8th Edition. Kogan page limited, London. pp: 543.

Richard, C. (2007). Measuring the impact of training, demonstrate the measureable results and return on investment. Associates INC.

Robart, T., Rosti, J. (1998). ―A study of the impact of training in a management development program based on 360 feedbacks‖.

Phillip, S. and Anita, Eves. 2005. ―The management of food safety—the role of food hygiene training in the UK service sector‖. International journal of hospitality management, 25(2): 278- 296.

Stone, R. J. (2002), Human Resource Management 2nd Edition, John Wiley & Sons.

Thomas, N. G. (1997). Interpersonal skills training for quality service interactions. Industrial and Commercial Training, 29 (3): 70–77.

Tsai P., Yen C. Y., Huang L., Huang I. (2007). A study on motivating employees’ learning commitment in the post-downsizing era: Job satisfaction perspective. Journal of World Business, 42, 157-169. DOI: https://doi.org/10.1016/j.jwb.2007.02.002

Antunka, Napoleon. The Rationale for Training and Development in contemporary

Downloads

Published

2018-03-31

How to Cite

Oyewole Oluwaseun, O. (2018). EMPLOYEE TRAINING AND DEVELOPMENT AS A MODEL FOR ORGANIZATIONAL SUCCESS . International Journal of Engineering Technologies and Management Research, 5(3), 181–189. https://doi.org/10.29121/ijetmr.v5.i3.2018.190