As businesses strive for global market dominance, employee differentiation based on skills, competence, and motivation becomes increasingly crucial (Aguinis & Kraiger, 2009). As a result, training and development programs were created to enhance the business’s competitiveness. According to Aguinis and Kraiger (2009), training and development benefits not only the company but also the employees. Improved job performance, the development of new technical skills, the capacity to retain consistency in performance across situations, and the opportunity to improve trainees’ self-efficacy or self-management skills are among the benefits.
Nonetheless, Poell (2012) offers an intriguing topic regarding the utilization of human resource development (HRD) tools by management. According to the author, HRD is utilized solely for the company’s gain and does not address employee issues. Poell (2012) also believes that businesses should expand growth opportunities, engage in workforce education, and enable employees to provide input on the training programs they deem most beneficial for themselves.
Do you agree that firms tend to focus on their own goals and should involve their employees more in HRD procedures, or do you believe that management’s programs are adequate and valuable to employees? Explain your reasons.
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. 60, 451–474. https://doi.org/10.1146/annurev.psych.60.110707.163505
Poell, R. (2012). The future of human resource development: From a management tool to an employee tool as well. Human Resource Development International, 15(1), 1–3. https://doi.org/10.1080/13678868.2011.650979