Training is one of the most important strategies for organizations to help employees gain proper knowledge and skills needed to meet the environmental challenges. (European Journal of Social Science 2010)
Employee development program and activities can be costly in terms of time and resources that organizations devote to them. Often such programs and activities must be justified by demonstrating their potential for adding value to the organization. (Employee Perceived Cost, 2008)
This will help strengthen the organization by increasing motivation and current information about the organization, helps employees makes their career development goals more realistic. Opportunities for promotion and/or lateral moves contribute to the employee’s career satisfaction and attention to career development helps you attract top staff and retain valued employee (Guide to Human Managing Resources). It can also be looked into another direction whereby the organization will create a condition where employees believe that their organization value their contribution and care about their employment. It creates an obligation by the employees towards the organization and in turn willingness by employees to work hard to increase the organization’s effectiveness (International Journal of Human Resource Management). (Arthur 1994; Woods and de Menezes 1998)
According to Grawitch, et al. (2006), the practices that contribute to employee development have been linked to employee commitment to the organization, increased productivity and decreased absenteeism and turnover. Skill development contributes to learning opportunities. (Guide to Human Managing Resources)
The disadvantage of development is “performance pay” which is based on individual performance rating, and not the group coordination or organizational productivity (Kerr, 1995; Kohn, 1993) Journal of Human Resources Education Performance Appraisal Reappraised: It’s Not All Positive 2007
The challenge that is always encountered is retaining employees. In order to in still commitment the employees, organizations have resorted to promoting long term career path through development programs. (SAM Advanced Management Journal 2001)
Previously, it was common to have in-house training or reimbursing employees for the cost of taking classes at the school. But such general skills acquired were not enough for employees to perform specific jobs or future jobs in the future. By General Motors and McDonalds pioneering the university concept allows employees to access their skills and compare them against organization and industry standards. This encourages the employees to cultivate skills in both their current employment and future employment. With this employees appreciate the ability to improve their skill, but for much discipline are difficult to maintain. (SAM Advanced Management Journal 2001)
Knowledge is regarded as key asset of employees and ability to acquire and use it as a core competence. (New Zealand applied business journal) (Argyris, 1991; Drucker 1992;
Ulrich, 1998) A learning organization works in an environment in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together”. (Journal of Workplace Learning 2008) Peter Senge (1990, p. 3), the learning organization concept in his book, The Fifth Discipline,
Those who are learning oriented will find great value in activities that will assist them in developing and improving their skills. (Journal of Management Development 2008) (Dweck and Leggett, 1988
The negative employees with a low learning-orientation do not value this kind of emphasis on growth and learning, and as a result are not highly committed to the organization. (Journal of Management Development 2008)
Challenges that were encountered wit
