Implementing effective job training in the workplace is vital to the success of an organization. When employers provide their employees with proper training it can encourage: employee participation, teamwork, and patience for employees that are training new hires in the future. Employees with proper training tend to understand the business and are more satisfied and motivated. The David Kaye Affiliation research found that good information is essential for effective operation and decision-making at all levels in businesses (David Kaye Affiliation, 1995).
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Employment satisfaction associates heavily with business productivity and profit, all factors that drive success. Businesses need proper job training strategies to help the growth of business productivity, opportunity, and profit. This research study will focus on how highly effective job training strategies can benefit businesses. When effective job training is implemented, businesses are prone to encouraging employee engagement, an increase in employee satisfaction, and a decrease in turnover rates.
As stated above, three main benefits can stem from implementing effective job training strategies.
First, when effective job training strategies are in place it can encourage employee engagement. Work engagement refers to a positive, work-related state of mind (Chughtai, 2011). When employees are more engaged in the business, it can increase the productivity and profit of the business.
The second benefit from implementing effective job training strategies is an increase in employee satisfaction. This refers to the measure of a worker’s contentedness with their job (Leppel et. al., 2012).
Lastly, there is a decrease in turnover rates when effective training is implemented into the work place. In a study aimed to investigate an answer to the question of ‘how’ do high-performance work systems (HPWSs) relate to turnover intention (TI) among information technology professionals, reveal that work engagement and organizational commitment, has a major effect on the relationship between high performance and employees’ turnover intention (Ramaprasad et. al., 2018).
This paper will discuss the main benefits businesses can gain when implementing effective job training. After the main points are covered, this paper will present information on implications for I/O Psychologist and a call to action plan for businesses in the future.
In a study on determinants of employee engagement and their impact on employee performance, a well working environment, team, and co-worker relationship were found as significant values in relating with employee engagement (J, 2014). A supportive environment can be vital for employees to feel safe in the workplace and engage totally with their responsibilities (2014). For example, when employees have proper training, they feel motivated to work harder. If an employee is in a positive workplace, it may promote positive behaviors on a day to day basis. An employee may tend to be more engaged when giving the proper training. It may not only build confidence but also sense of team support between manager and employee.
Organizations shall focus on presenting a great environment for employees to work and promote leaders that would enhance peer relationships (2014). Finally, the determinants of employee engagement imply a healthy working atmosphere that reflects on the social impact created by the organization (2014). When businesses take the time to establish what drives employee engagement, they may see change in the organization’s productivity and profit.
Research indicates that on the job training is only effective if what is learned can be put into practice (Van et. al., 2000). Even though you may have training strategies, making sure they are effective may help increase profit for the organization. It is suggested that organizations should make efforts to build effective, practical and holistic talent strategies that are not only able to attract talent but also address employee engagement and the retention of key skills hence boosting the productivity and business performance (Srivastava & Bhatnager, 2008). If organizations can increase their employee engagement, they may be able to increase employee’s satisfaction.
The second benefit that can come from implementing effective training is an increase in employee satisfaction. When an organization increases their employee engagement, it may lead to an increase in employee satisfaction. Hence, leading to a possible overall increase in revenue for the organization. According to research, psychological and behavioral empowerment has a significant effect on job satisfaction, and a much greater effect takes place when both are taken in as one (Pelit et. al., 2011). Employee satisfaction can be very important to an organization.
If an employee has proper training it may lead to promotions, which can lead to an increase of employee satisfaction. In a study, it was found that workers have significantly high work outcomes, which are measured as internal work motivation, quality work performance and job satisfaction (Ling et. al., 2016). When a worker feels appreciated, a manager may see an increase in the employee’s satisfaction. When an organization is effective, it could lead to an increase in employee productivity. In a study examining the relationship between job training and job satisfaction, it was found that job satisfaction was greater among workers whose organizations provided effective training opportunities (Leppel et. al., 2012). Imagine working for a company that did not incorporate effective training, the workload may become unsatisfying to you as time progresses. If managers put more time in creating effective training modules, employees may want to participate in more challenging task.
When I was working for Starbucks as a shift supervisor, I found myself unsatisfied. I had to supervise a few employees that did not receive effective training, which led to an overload of make-up work for me. If employees had received effective training, they may have treated the job more seriously. When employees receive proper training, this could create successful employees. Essentially, leading to an increase in possible promotions and opportunities for employees. In addition, it may have helped decrease the turnover rates that took place at our location. One may be able to say that if there is an increase in both employee engagement and employee satisfaction, this could lead to a decrease in high turnover rates.
The final and most important benefit in my opinion is the decrease in turnover rates. This can be essential to an organization. Employee turnover intention has been a concern for all businesses, especially in the 21st century (Long & Thean, 2013). If organizations take the initiative to implement effective training strategies, they may have an increase in employee longevity. Employee replacement costs can range from 90-100% of an employee’s annual salary (Wilson, 2012). This general business problem can stem from business owners being unable to retain their employees, which negatively affects company profits (Yongbeam, 2013).
Turnover intention can be caused by the lack of employee engagement and employee satisfaction. All three can contribute to one another. If one fails, the whole organization is at risk of failing. It can be vital to organizations, that all three points are given the same amount of attention. A decrease in turnover rates can lead to possible expansion opportunities for the organization. For organizations to be maintainable, it is critical managers consider turnover a priority (Salam, 2017). If managers do not take turnover seriously, it may lead to failure. Managers may want to monitor to the percentage of employee hires versus fires. This could serve as a self-evaluation for the manager. Moreover, if business leaders are not making themselves aware of what cause turnover, their business could possibly fail. Even though employment engagement and satisfaction are important, without employees a business cannot be ran effectively. Managers may want to come up with strategies for themselves that could address engagement, satisfaction, and turnover. The possibility of decrease in turnover may occur when this take place.
Overall, organizations can prosper by making sure they incorporate effective job training. Effective training can be tremendously important to the growth of business. They may increase employee’s abilities but also enhance the relationship that exists between the workforce and leadership within business. Effective training may begin when it is determined that there is a need in the workplace. Managers may address this by designing and implementing in the future. Training can be a process that requires planning. This planning may include who is in need of the effective training, what types of training can best suit for those in need. Effective training is not only a solution for a company but also for an employee in need. Overtime Managers may measure whether or not employees’ knowledge and skills increase as a result to effective training.
Business owners should know the importance of all three beneficial points. In order to develop knowledge and skills of the employees, there should be effective training programs required to accomplish this goal. According to the previous research presented, one can see that the benefits of implementing useful job training strategies can increase the productivity and profit of businesses. Employees can serve as most valuable to a company’s reputation and harmfully effect profitability when satisfaction is not present. When employees are often accountable for the work that has to be completed, it is important to ensure effective training is incorporated within the workplace. One can predict that without the proper training employees may not receive the information and skills necessary for completing their task. Employees who experience the proper may tend to keep their jobs longer than those who do not. Due to global and technology advances business may found themselves facing new challenges. In order to cope with these advances and challenges, managers may need to require effective training strategies. Not only is this information vial to business owners, but an important function of human resource management as well. This information not only serves as important to managers, but also can be vital to I/O Psychologist.
After reading this paper, one can walk away with understanding how important effective training is in the workplace. Research advises that when there is an increase in employee engagement and satisfaction, that it will be a decrease in turnover rates. Every employee learns differently. Therefore, to ensure everyone receives effective training manager’s address this as high priority. As a result, it would be proposed that organizations should make sure they have strategies set in place when training an entire team. They should take notes on what other factors may lead to an increase in employee satisfaction rates as well. The studies provided above, all addressed points that propose that when an employee receives effective training, there is an increase in productivity and profit. Seeing that effective training has such an impact on employee engagement and satisfaction, it would be clever to have managers, human resources and industrial organizational psychologists consider collaborating and forming a more effective training plan for organizations.
I believe this can be very resourceful for I/O psychologist. Training is a wide area within the field of I/O psychology. I think improving the skills in the workplace is essential for staying updated in the fast growing business world today. I/O psychologist should arrange surveys and use various instruments to receive proper data feedback on how implementing effective training can positively affect an organization. A good call to Action could help promote the importance of effective training in the future, ensuring that employees receive effective job- training in order to increase employment engagement, increase employee satisfaction, and to decrease turn-over rates.
References
Chughtai, A. A., & Buckley, F. (November 29, 2011). Work engagement. Career Development International, 16, 7, 684-705.
Coetzee, M., & Martins, N. (January 01, 2007). Organizational culture, employee satisfaction, perceived leader emotional competency and personality type: an exploratory study in a South African Engineering Company. Sa Journal of Human Resource Management, 5, 2, 20-32.
J, A. (April 08, 2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63, 3, 308-323
Ling, F. Y. Y., & Wong, D. M. G. (February 01, 2016). Redesigning facility management operatives’ jobs to increase work outcomes. Journal of Facilities Management, 14, 1, 50-68.
Long, C., & Thean, L. (2013). Employees’ turnover intention: A leadership issue? International Journal of Future Computer and Communication, 1(3), 229-231. doi:10.7763/IJFCC.2012.V1.60
Pelit, E., Öztürk, Y., & Arslantürk, Y. (August 23, 2011). The effects of employee empowerment on employee job satisfaction. International Journal of Contemporary Hospitality Management, 23, 6, 784-802.
Quaratino, L., & Mazzei, A. (July 02, 2018). Managerial strategies to promote employee brand consistent behavior. Euromed Journal of Business, 13, 2, 185-200.
Ramaprasad, B. S., Lakshminarayanan, S., & Pai, Y. P. (September 01, 2018). Exploring the Mediating Role of Employee Attitudes in the Relationship between High-Performance Work Systems and Turnover Intention among IT Professionals in India: A Serial Mediation Approach. Global Business Review.
Rothmann, S., & Baumann, C. (January 01, 2014). Employee engagement: the effects of work-home/home-work interaction and psychological conditions. South African Journal of Economic and Management Sciences, 17, 4, 515-530.
Salam, M. A. (2017). Effects of psychological capital on job satisfaction and turnover intention: Thai higher education perspective. Journal of Asia Pacific Studies, 4(3), 203-218. Retrieved from http://www.japss.org
Srivastava, P., & Bhatnagar, J. (July 11, 2008). Talent acquisition due diligence leading to high employee engagement: case of Motorola India MDB. Industrial and Commercial Training, 40, 5, 253-260.
Van, Z. S. J., Streumer, J. N., de, J. R., & Van, K. M. R. (September 01, 2000). Implementing On-the-Job Training: Critical Success Factors. International Journal of Training and Development, 4, 3, 208-16.
Wilson, C. (2012). Retaining good people through a focus on talent and purpose. Human Resource Management International Digest, 20(2): 29-31. doi:10.1108/09670731211208175
Yongbeam, H. (2013). Turnover, voluntary turnover, and organizational performance: Evidence from municipal police departments. Public Administration Quarterly, 37(1), 3-35. Retrieved from http://paq.spaef.org
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