Training is the corner-stone of sound management, for it makes, employees more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme, with all its many activities functionally inter-related.
Training is a practical and vital necessity because, apart from the other advantages mentioned above, it enables employees to develop and rise within the organisation, and increase their “market value”, earning power and job security. It enable management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees’ attitudes and help them to achieve a better co with the comp any and a greater loyalty it it. The management is benefited in the sense4 that higher standards of quality are achieved; a satisfactory organizational Structure is built up; authority can be delegated and stimulus for progress applied to employees. Training, moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of materials and equipment, therefore wastage and spoilage are lessened, and the need for constant supervision is reduced.
The importance of training has been expressed in these words:
“Training is a widely accepted problem-solving device. Indeed, our national superiority in manpower productivity can be attributed in no small measures to the success of our educational and industrial training programmes. This success has been achieved by a tendency in many quarters to regard training as a panacea.”
Responsibility for Training
Training is the responsibility of four main groups:
(a) The top management, which frames the training policy;
(b) The personnel department, which plans, establishes and evaluated instructional programmes;
(c) Supervisors, who implement and apply developmental procedure; and
(d) Employees, who provide feedback, revision and suggestions for corporate educational endeavours.
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Creation of a Desire for Training
The employees can be persuaded to be interested in training programmes in one of the following three ways:
- They will respond programmes involving changed behaviour if they believe that the resulting modification in the behaviour is in their own interest, that they will receive personal benefits as a result of their new behaviour.
- Trainees will change their behavior if they became aware of better ways of performing (more productive or otherwise more satisfactory ways) and gain experience in the new pattern of behaviour so that it becomes their normal manner of operation.
- A trainee may change his behaviour in compliance with the forced demands of his superiors or others with more power than the trainee possesses.
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