Employee Training Programs

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Success in any organisation depends on its ability to manage and utilise its workforce. To achieve this, organisations need to train their employees regularly. In this regard, this paper analyses several articles related to employee training programs.

Through this article, the author analyses training and the development processes of various organisations (Peretz 2011, p. 2). The author argues that by investing in employee training programs, firms can gain competitive advantages. To affirm on the importance of employee training, the author states that many international companies spend a large amount of their resources on training their employees.

By analysing several researches, the author reveals that culture does influence firm’s investment in training. The article confirms that the connection between higher uncertainty avoidance and investment in employee training is stronger in large companies than in smaller companies. In addition, the author reveals that large and high-tech firms tend to invest more in training to increase on productivity and maximise on profits.

The author notes that it is disappointing for most firms to train their executives using enormous resources and later lose them to competitor firms. To deal with the executive’s departure, firms should come up with appropriate agreements. Through these agreements, the law will mandate executives to work for their sponsor companies reducing cases of executive departure.

This article majors on employee training as a career-building approach and a means of promoting effectiveness in Saudi Arabian SMEs (Shiryan 2012, p.1). The article outlines employees’ engagements with organisations in the country. Using a conceptual framework, the article investigates the proportions of management training and development in Saudi Arabia.

In the article, the author employs hierarchical regression analysis to indicate the relationship among variables. Similarly, the nature of employees’ training is measured using Meyer’s method. On the other hand, the article measures the management motivation using the Tai’s methods. From the results collected in the research, the author notes that 38% percent of those interviewed were natives while 62% were foreigners. Similarly, the article indicates that many workers in Saudi Arabia have not had proper training for more than five years.

Through this analysis, the author concludes that employee training in Saudi Arabia is a challenge to the growth of its SMEs. For instance, he asserts that many domestic firms in Saudi Arabia have managers with little management training background. To improve on the situation, managers in such firms need regular training.

This article analyses a literature review article on the efficacy of employee training programs from varied perspective (Vijayabanus 2012, p.2).

Through the article, the author suggests that employees are vital assets to any organisation. In this regard, the author argues that for organisations to increase on their ability to cope with the current challenges, the organisations have to concentrate on enhancing their workforce’s abilities, wisdoms, and skills.

Through the article, the author suggests that the pre-training process is essential for every training program. According to the author, the process consists of training need identification, selection of appropriate applicants, and proper application of training techniques.

For effective pre-training process, the author insists that trainees should be motivated through behavioural modifications. As such, during the training sessions, the trainers should identify the most suitable programs for their trainees.

Lastly, the author illustrates how several organisations have sharpened their capabilities in various functions through organisational development programs. In general, the author’s push for the adoption of modern pre-training arrangement process is illustrated through the article.

This article seeks to explain the transfer of trained knowledge, skills, and attitudes in relation to a particular environment (Grossman & Salas 2011, p.2). The article reveals that the acts of training workforce are major concerns to most firms.

Through the article, the author affirms that many organisations are increasingly investing in employee training programs to produce powerful and efficient workforce. In this aspect, the author affirms that training should focus on developing key competencies for job performance.

Despite heavy investment in training, the article reveals that some organisations have failed to utilize their acquired skills and knowledge. The author attributes these limitations to failures to maintain the trained knowledge and skills.

Through research, the article illustrates how training outputs and conditions of transfer hinder the transfer of training. In general, the article suggests that individuals with high cognitive ability are better equipped to process and retain competencies provided during training.

This article focuses on the job training for low-paid workers in Canada (Zeytinoglu 2008, p.1). Through this analysis, the author analyses workplace conditions and individual factors with respect to job training. For comprehensive evaluation, the author uses data from Statistics Canada’s Workplace and Employee Survey in his analysis.

Through the article, it is depicted that low paid workers are employees working under regular contracts, or full-time workers working for less than $10 per hour. The article suggests that wage disparities among the Canadian workforce has widened despite a 22% increase in GDP per employee in the 1989 and 2004.

Using the human capital theories, the author details the situation of employee training and labour economics in Canada. In accordance with the theories, the author argues that investments in human capital occur via training environment. Through this, the author suggests that paying the trainees during the training period motivates them to acquire more skills needed in the workforce.

In the article, the author affirms that 14% of regular full- time Canadian workers are underpaid while 86% are overpaid. Similarly, the article verifies that most of the underpaid workers in Canada have little or no training background.

Reference List

Grossman, R., & Salas, E. 2011. ‘The transfer of training: what really matters’, International Journal of Training and Development, vol. 2 no. 15, pp.1-19.

Peretz, H. 2011. ‘The role of societal cultural practices in organizational investment in training: A comparative study in 21 countries’, Journal of Cross-Cultural Psychology, vol. 5 no. 52, pp. 817–831.

Shiryan, S. 2012. ‘Employee Training Effectiveness in Saudi Arabian SME Performance’, International Journal of Business and Social Science, vol.3 no.14, pp.1-8.

Vijayabanus, C. 2012. ‘A Study on Efficacy of Employee Training: Review Of Literature’, Journal of Business Theory and Practice, vol.3 no.13, pp. 275-282.

Zeytinoglu, I. 2008. ‘Low-Paid Workers and On-the-Job Training in Canada’, Journal of Economic Studies, vol.1 no 63, pp.1-26.

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Employee Training Programs

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