Figure 01: Kolb Learning cycle. Amstrong, 2006
Sloman (2003) between learning, which ‘lies within the domain of the individual’, and training, which ‘lies within the domain of the organisation’. Today the approach is to focus on individual learning, and ensure that it takes place when required - ‘just - for - you’ and ‘Just - in - time’ learning. Therefore learning involves the acquisitions of abstract concepts that applied flexibility in a range of situations — the motivation for the development of new ideas provided by new experiences (Kolb, 1984).
The Experiential Learning Cycle
Experiential learning will profoundly influence to create a productive workforce. Therefore with the industry expertise in tourism and hospitality sector training of housekeeping function as tap, heads to gain real experience within the industry.
Concrete Experience:
Personalised service and housekeeping function as tap heads to gain efficiency through staff motivational training program to increase employee engagement for better productivity.
Reflective Observation:
With the influence of trainers’ view, the housekeeping staff will be gaining knowledge to improve effectiveness in-room service, proper communication, time management, and business ethics to improve the readiness level of the team to manage situations.
Abstract Conceptualisation:
With the supervision of achieving set KPIs in a given time frame and the readiness level of the housekeeping staff will enhance the idea of practising their knowledge through learning that will help to deliver a productive workforce by strengthening employee engagement.
Active Experimentation:
Leaning through training will help the staff to commit by completing the task successfully through increasing productivity by delivering positive results on taking practical actions in any given situations. At the same time, this creates a new concrete experience to the staff, and the cycle begins.
Significance probabilities on after training housekeeping:
§ High commitment and competency of the workforce.
§ Be more customer-oriented due to the knowledge of training and development.
§ Negative customer service feedback.
§ The staff of the hotel will feel inspired to go above and beyond the call of duty.
§ Dedication and innovation help to develop excellent hospitality staff
§ Identifying the level of employee the output helps to exert effective decision making.
According to Armstrong (2014) citation on the Kolb learning cycle is explained in the above figure 01, discuss “to learn effectively, individuals must shift from being observers to participants, from direct involvement to a more objective analytical detachment”. Thus with effect from identifying the gap among what people know and can do and what they must know and be talented to do is concerned with identifying and satisfying learning development needs (Armstrong,2012 cited in Olakunle and Ehi, 2008).
Purcell et al. (2003) believe that flexible behaviour which helps the firm to be positive is most likely to ensure, when employees are well motivated and duel committed to the business and when the job has given them a high level of satisfaction.
Therefore (Purcell et al., 2003) established that the critical policy and practice factors influencing levels of commitment were:
§ received training last year;
§ are satisfied with career opportunities;
§ are confident with the performance appraisal system;
§ think managers are useful in people management (leadership);
§ find their work challenging;
§ think their form helps them achieve a work-life balance;
§ Are satisfied with communication or company performance.
According to (Bentley, 2006) with the influence of training and development, it adds value to the training process and direct organisations towards the achievement of their strategic objectives.
Training and development activities allow organisations to adapt, compete, innovate, excel, be safe, produce, improve service, and reach goals. In the United States alone, organisations spend about $135 billion in training individuals per year (Patel, 2010). Organisations like Toyota, Apple, Microsoft, and British Petroleum are changed continuously with the social trends and pattern were training, and development programs are essential to perform a high degree of learnability, logical ability, cooperation and management potential, communication and advanced expertise and planned approach for problem-solving (Sreenivas, 2006).
According to Armstrong (2014), proper training is indeed only one of the ways of confirming, which the learning takes place, but it can be justified in the following situations:
·The knowledge or skills cannot be learned satisfactorily in the workplace or by self-directing learning.
·Different skills are required by several people, which have to be settled rapidly to meet new demands and cannot expand by trusting on practice.
·The tasks to be agreed are so focused or challenging that people are improbable to master them on their initiative at a reasonable speed.
·When a leaning needs mutual to some people to be met that can readily be dealt with in a training event or programed. For example, Induction, essential IT skills, communication skills.
Consequently, there are two significant areas of training in the organisation: these are “on - the - job” training and “off - the - job” training (Sulu, 2011). On-the-job training describes a variety of methods that are applied while employees are performing their jobs.
In on-the-job location, the emphasis is more on the acquisition of specific, local knowledge in a real situation (Cole, 1997). Induction/orientations, coaching, apprenticeships/internships, job instruction training, job rotation/ enlargement/ enrichment and understudy are methods that include in On-the-job (Bankole, 2000: Nwokocha, 2014). Accordingly, the advantages of On-the-job training; it facilitates the transfer of learning in organisations, the training approach familiarises the individual with the procedures and tools, trainees are going with, the acceptance of trainees are enhanced since they would be pre-exposed to those they would work with (Olankunle and Ehi, 2008: 227). Having considered the above facts, it defines that training research has come a long way. Today it is empirical and theoretically based. (Wright & Geroy, 2001) note that employee competencies change through effective training programs.
According to (Ford & Kraiger, 2007; Salas & Kozlowski, 2010), the next 50 years will bring many challenges to the science of training. As the population gets older, wiser, more technology-savvy, more insistent of receiving ‘Just - in - time knowledge’, more supportive of collaboration, and more involved in multitasking, the science will have to even more multidisciplinary, integrating findings from different areas such as human performance modelling, augmented cognition, change management, skill acquisition.
References
References
Arthur Jr, W & Bennett Jr, W. (2003). Effectiveness of Training in Organizations: A A meta-analysis of Design and Evaluation Features. Applied psychology. [Online]. 88(2), 234 - 245. [15 September 2018]. Available from:
Armstrong, M (2014). Armstrong’s Handbook of Human Resource Management Practice. (13TH Ed.). Great Britain & United States: Kogan Page Limited.
Armstrong, M (2010). ARMSTRONG’S ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICE. (1st Ed.). Great Britain & United States: Kogan Page Limited.
Brum, S. (2007). What Impact does training have on employee commitment and employee turnover? Training and Employee Commitment. [Online]. 13(1), 2-8. [9 September 2018]. Available from: https://mdi.missouristate.edu/assets/mdi/Brum-Impact_of_Training_on_Employee.pdf
Beaver, G & Hutchings, K. (2005). Training and developing an age-diverse workforce in small-medium enterprises: the need for a strategic approach. Education and Training. [Online]. 25(47), 2-11. [14 September 2018]. Available from:
Bowman, J. and Wilson, J. P. (2008), “Different roles, different perspectives: perceptions about the purpose of a training need analysis”, Industrial and Commercial Training, Vol. 40, No.1, pp. 38-41
Bentley, R. (2006), “Time to get back to the basics”, Personnel Today [Sutton], Jan, pg. 14.
Clarke, N. (2003), “The Politics of Training Needs Analysis”, Journal of Workplace Learning, Vol. 15, No. 4, pp. 141-153
Hyatt, S. (2018). Drive Engagement and Impact by Aligning Learning to Business Objectives. [Online]. [16 September 2018]. Available from:
Kulkarni, P.P. (2013). A LITERATURE REVIEW ON TRAINING & DEVELOPMENT AND QUALITY OF WORK LIFE. Training and Development. [Online]. IV (2), 4-8. [12 September 2018]. Available from: http://www.researchersworld.com/vol4/issue2/Paper_20.pdf
Mcleod, S. (2017). Kolb's Learning Styles and Experiential Learning Cycle. [Online]. [15 September 2018]. Available from: https://www.simplypsychology.org/learning-kolb.html
Nwokocha, I. (2015). The validity of the effectiveness of training and development in Organizations in Nigeria. Journal of Business and Management. 17(5), Available from https://pdfs.semanticscholar.org/b721/fc064155a68f4ec9e0bfecbdaea5ef74f8d0.pdf accessed on [15 September 2018]
Salas, E. (2012). The Science of Training and Development in Organizations: What Matters in Practice. Institute for Simulation & Training.[Online]. 13(2), 75-89. [15 September 2018]. Available from: https://pdfs.semanticscholar.org/0181/b9aa533fd262df009ff113ac42a887afdf95.pdf
Trompenaars, F & Turner, C.H (1998). RIDING THE WAVES OF CULTURE. (2nd Ed.). London: Kogan Page Limited.
Training and development is a continuing process in an organization to retain a strong position in its industry. and the blog describes a comprehensive reasoning for practice of the topic to any organization.
ReplyDeletefurther, in current context organizations have been moved to have concern of learning and development strategy which has even been vitally included in their human resource management strategy. where learning cultures' are been formed to make individuals adopt in to learning habits. this transformation ensures the training process more effective on the individual by learning attitudes which are cultivated within the culture.(Armstrong M, 2009,p.175-182)
The topic of the blog is an essential component, mostly in a human resource perspective in the current context. training and development of its employees is vital for any organization to sustain in its industry. contents of the blog comprehensively discusses all relevance's in par to the topic.
Effective recruitment and selection, performance management and Employee engagement are important elements to an organisation that helps to develop the commitment level of employees through effective training and development. According to Herman and Kurt (2009) consider training as the systematic approach to affecting individuals’ knowledge, skills, and attitude in order to improve individual, team, and organizational effectiveness.
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ReplyDeleteLasitha, according to your blog you have clearly shown us the real importance of the training and development. In the training and development I think we need to understand the specific areas which are need to be trained on each and every employee. In that point the training and development process will be more efficient. According to Paul, Abeguki, Hezekiah and JoyIfiavor (2014) the performance appraisal will be helpful to identify the areas where the employees need to be trained and at the same time the competency levels can be decided of each and every employee. Therefore we can see a clear connection between performance appraisal and the training and development.
ReplyDeleteHi Lasitha , You have mentioned clearly , what is the importance of Training and development to the hospitality sector. However Training is effort initiated by an organization to foster learning among its workers, and development is effort that is oriented more towards broadening an individual’s skills for the future responsibility.(George &Scott, 2012). Training and development are a continuous effort designed to improve employees’ competence and organize performance as a goal to improve on the employees’ capacity and performance.
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ReplyDeleteHi ,Lasitha . Well explained Blog on Importance of Training and Development . I would like add on Effective training practices on the Training and Development . Organization should establish strategies to gain the expected outcome ,benefits from particular training or training programs .Effective training uses the systematic with an emphasis on skills analysis. The purpose of the training should be clearly defined in terms of the behaviour required as a result of training. The focus of the training should be to develop transferable skills. The training should be evaluated on the basis of the extent to which it has achieved its purpose (Armstrong and Taylor , 2014) . The process of planning and delivering learning events and programmes is described by the ADDIE model, which has five phases: analysis, design, development, implementation and evaluation.Lack of Effectiveness of the Learning and Training processes incur only a cost to the organization .
ReplyDeleteAs the battle for top talent becomes more competitive, employee training and development programs are more important than ever.Hiring top talent takes time and money, and how you engage and develop that talent from the time they are first onboarded impacts retention and business growth.Training is a program that helps employees learn specific knowledge or skills to improve performance in their current roles.Good training and development programs help you retain the right people and grow profits.Development is more expansive and focuses on employee growth and future performance, rather than an immediate job role.
ReplyDeleteTo develop a meaningful development plan ,it is important to understand what is behind that plan: Training and Development.1.The acquisition of knowledge and skills for present tasks,2.a tool to help individuals contribute to the organization and be successful in their current positions.3.a means to an end(Fitzgerald,2003).
Training will add knowledge to the day to day experience of employees to understand the situations and act accordingly. According to Deloitte University Press’s Human Capital Trends 2015 Survey, “Companies that transform their learning and development organizations are not only able to accelerate skills development but also can dramatically improve employee engagement and retention—one of the biggest challenges cited by this year’s respondents.” Further, the survey added that “the Learning and Development market has grown by 27 percent from 2014 to 2015, and is a $4 billion industry.”
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