Relevant bibliographies by topics / Employee training and development

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee training and development'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 January 2023

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Journal articles on the topic "Employee training and development"

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Noe, Raymond A. "Employee Training & Development." NHRD Network Journal 2, no. 4 (January 2009): 87–88. http://dx.doi.org/10.1177/0974173920090420.

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Philpot, Denise R., and Mariya Gavrilova Aguilar. "Post-Leave (Return to Work) Training Needs and Human Resource Development." Advances in Developing Human Resources 23, no. 2 (March 5, 2021): 171–84. http://dx.doi.org/10.1177/1523422320982935.

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The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.
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Armstrong, Michael B., and Richard N. Landers. "Gamification of employee training and development." International Journal of Training and Development 22, no. 2 (April 10, 2018): 162–69. http://dx.doi.org/10.1111/ijtd.12124.

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Sinaga, Marida, and Setyo Riyanto. "TRAINING AND DEVELOPMENT TO IMPROVE EMPLOYEE PERFORMANCE." ECOBISMA (JURNAL EKONOMI, BISNIS DAN MANAJEMEN) 8, no. 2 (June 2, 2021): 66–71. http://dx.doi.org/10.36987/ecobi.v8i2.2081.

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Human resources (HR) is an important aspect in supporting the sustainability of business activities in the company. A company can increase work productivity if there is good cooperation and a reciprocal relationship between the company's management and its employees. One way is to conduct training and development programs for employees. The achievement of an organization's goals depends on the performance of its employees. If a company wants the advantage of competing through human resources (HR), then it must contain the concept of training and development of human resources on an ongoing basis. Based on several journals and research studied, it can be concluded that training and development conducted by organizations or companies have a positive influence on improving employee performance.Keyword: Human resources, Training, Development, Employee, Performance
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Sinaga, Marida, and Setyo Riyanto. "TRAINING AND DEVELOPMENT TO IMPROVE EMPLOYEE PERFORMANCE." ECOBISMA (JURNAL EKONOMI, BISNIS DAN MANAJEMEN) 8, no. 2 (June 21, 2021): 66–71. http://dx.doi.org/10.36987/ecobi.v8i2.2153.

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Human resources (HR) is an important aspect in supporting the sustainability of business activities in the company. A company can increase work productivity if there is good cooperation and a reciprocal relationship between the company's management and its employees. One way is to conduct training and development programs for employees. The achievement of an organization's goals depends on the performance of its employees. If a company wants the advantage of competing through human resources (HR), then it must contain the concept of training and development of human resources on an ongoing basis. Based on several journals and research studied, it can be concluded that training and development conducted by organizations or companies have a positive influence on improving employee performance.Keyword: Human resources, Training, Development, Employee, Performance
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Osewe, Joseph Ouma, and Jarso Yusuf Gindicha. "Effect of Training and Development on Employee Satisfaction: A Case of the Judiciary of Kenya." European Journal of Humanities and Social Sciences 1, no. 3 (June 25, 2021): 661–67. http://dx.doi.org/10.24018/ejsocial.2021.1.3.50.

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Abstract -The study aimed determining the relationship between training and development and employee job satisfaction in the Judiciary of Kenya. The research used explanatory cross-sectional survey design. The research population consisted of 5,419 judicial officers and staff. Structured questionnaires containing closed-ended questions were sent to all employees via their e-mails. 2,684 employees representing 50% of the population returned filled questionnaires. Statistically this was large enough to render the results permissible and acceptable as a representation of the entire population. This method was preferred because of the large number of subjects, cost, time, and the nature of the topic. The results indicated that training and development has positive correlation with employee satisfaction. Further, training need, training relevance, training work related, and number of trainings are positively correlated to employee satisfaction by 0.705, 0.835, 0.817 and 0.514 respectively. The study shows that training and development could contribute to increase in employee satisfaction.
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Ramamoorthy, Sankarasubramanyan. "Towards a New Paradigm: Employee Development through OD." NHRD Network Journal 15, no. 3 (June 30, 2022): 307–15. http://dx.doi.org/10.1177/26314541221088045.

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Employee development is focused on training, education, coaching and on-the-job learning experiences for strengthening the competencies and improving the confidence of employees to deliver the needs of organisations. Organisation development (OD) is a planned process of organisation change based on the current situation and the desired future. Employee development has been significantly impacted by the VUCA (volatile, uncertain, complex and ambiguous) world created by the pandemic, remote working, and a significant reduction in training budgets. This is further amplified by the changing nature of employer–employee relationships. Hence, it is important to redefine the vision, strategy and approach to employee development and situate it in the reality of the current context. The author recommends that employee development should be seen through an OD perspective rather than as a standalone function. The focus should be on building a learning culture and envisioning employee development as a subset of the OD process.
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Nwali, Ndidi, and Moses Adekunle. "Does Training and Development Impact the Employee Performance or another Ritual." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 42–48. http://dx.doi.org/10.53790/ajmss.v2i1.11.

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Today’s competitive business environment requires that for organizations to survive the fierce competition in the business environment, the organization must invest heavily on human resources training and development to stay up-to-date on the best industry business practices across the globe. One such way to improve and increase the available skill sets, knowledge, and capabilities of the employee to meet all the important needs of the organization customers is through training and development. Thus, this study evaluates the impacts of training and development on employee performance using quantitative research methods. To achieve the objectives of the study, the research a quantitative research design was employed, and a questionnaire research instrument was used in collecting relevant data from either owners or managers of 260 Small and Medium Scale Enterprises in Lagos Nigeria. The study concludes that both off-the-job and on-the-job training are effective towards improving employee performance and that training and development not only improves the skill set of the employees but also a source of motivation for the employees.
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Ognjanović, Jasmina. "Preferred attributes of employer brand attractiveness among potential employees in the hotel industry." European Journal of Applied Economics 18, no. 2 (2021): 146–60. http://dx.doi.org/10.5937/ejae18-32929.

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Successful management of preferred attributes of employer brand attractiveness provides appropriate benefits for hotels. The research aim is to examine the preferred attributes of employer brand attractiveness among potential employees in the hotel industry. The research was conducted at the Faculty of Hospitality and Tourism and includes 148 fourth-year undergraduate students and master students studying in Hospitality Management. Descriptive statistics were used in the paper. By analyzing the results, author concluded that the preferred attributes of employer brand attractiveness are career advancement and employee training and development. Employees' desire to work for an employer that provides employee training and development opportunities brings numerous benefits to hotels, since employee development contributes to the creation of high-quality hotel services, more efficient employees, and, thus, better organizational performance. The least preferred attributes of employer brand attractiveness among potential hotel employees are "corporate reputation" and "corporate culture".
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Jesus, Fhrizz S. De, and Lyka Mae L. Fajardo. "The Benefits of Training and Development Programs for Lending Organization Personnel: Basis for Development of Training Program." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 18, no. 1 (April 29, 2022): 13. http://dx.doi.org/10.21013/jmss.v18.n1.p2.

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Employee development and training programs are critical to the global success of firms. Not only do these programs enable employees to develop new abilities, but they also enable businesses to increase employee productivity and improve company cultures. Assistance for Central Luzon Lending Inc.(ACLLI), is a newly established organization which aims to provide a training and development program for its employees. The researchers of this study focus on the emerging situation and the need for training and development, its implications on individual performance and the achievement of the institutional goal. The study utilized a mixed-method approach to assess the benefits of a Training and Development Program for a lending organization personnel. This research was conducted in Talavera, Nueva Ecija where the 13 employee- respondents of ACLLI were identified. The data collected from the locale were encoded, tallied, and analyzed. Statistical tools such as Percentage, Frequency Distribution, Weighted Mean, and Thematic analysis were used in analyzing the data gathered. The result shows that most of the respondents strongly agreed the training given equipped me with the knowledge necessary to succeed in my career when it comes to career competencies. Also, the majority of the respondents are highly in favour that they performed better after attending training and development programs relative to their work. Lastly, a training and development plan was crafted by the researchers to help the needs of the employees.
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Dissertations / Theses on the topic "Employee training and development"

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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

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McCargar, Cindy L. "Development and evaluation of a train-the-trainer program for subject matter experts at Company X." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999mccargarc.pdf.

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Seger, Alfiya, and Atoosa Graylee. "Employee development programs: Employee motivation to attend voluntary technical trainings in High-tech companies in Sweden." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-19482.

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Nowadays, there is a major issue that increasing demand for employees learning and development: technological development. Technological development pushes employees to learn more and companies to offer development programs to their employees. There is always a need for employees to learn new skills, norms and values and develop the personal mastery. Organizations, on the other hand, should empower and encourage employee to develop and to perform a task. The purpose of this study is to identify and investigate the factors, which motivate employees for attending voluntary technical trainings, and to understand to what extent the managers affect employees’ willingness to participate in non-mandatory technical trainings in High-tech MNCs in Sweden. What motivates employees to attend non-mandatory technical development programs and trainings on products in High-tech companies in Sweden? To what extent does manager affect employees’ willingness to attend voluntary technical trainings? A mixed method is used in this research, which is a combination of both qualitative and quantitative methods. Seven semi-structured face-to-face Interviews were conducted with both senior managers and employees in studied companies. Survey was conducted online and sent to employees in four high-tech companies in Västmanland, Sweden. Conclusion: There are different motivations for employees to attend voluntary technical trainings in Sweden such as desire to stay updated with the technologies, self-fulfillment and interaction with others. Managers play a more supporting rather than supervisory role in the whole process of employees learning.
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Zweni, Noluthando. "Employee participation in training and development at a selected municipality in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3029.

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Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2019
The study focuses on Human Resource Development through employee training and development practices. This research sheds light on the relationship between employee training practices and employee development, with specific emphasis on employee performance and job satisfaction. The purpose of training and development programmes is to improve employee competence and organisational performance. A number of employees are perceived to be reluctant to attend training and development opportunities and do not want to develop themselves. The objectives of the research were to investigate employee training and development practices followed at a selected municipality in the Western Cape in South Africa and to explore and understand the dimensions of employee training and job satisfaction. It was anticipated that this would give an indication of the various training and development programme types, as well as its benefits, offered to municipal employees of the selected municipality. It also focuses on employees’ expectations and involvement in such types of training programmes. The aim of the study is to analyse the implementation of training and development intervention practices of a selected municipality as well as its impact on the perceptions about employees who do not want to attend training and development interventions organised which, in the long run, will lead to job performance improvement and job satisfaction. An investment in training activities is returned in the form of retaining more productive and effective employees. Training and development intervention programmes may focus on individual or team performance. It is observed that municipalities following systematic and scientific training and development practices create high job satisfaction levels amongst employees. In contrast, municipalities who do not put training interventions in place to make sure employees are given opportunities to undergo training and development, do not perform well, and usually receive disqualified audit statuses and experience community protests for lack of service delivery. Municipal employees who attend training and development programmes are more committed towards better performance – results show positive outcomes. The development and implementation of training interventions should be based on needs analyses. Information obtained could be useful for the improvement of training and development practices in all departments. Factors affecting the effectiveness of training and development intervention practices in municipalities include lack of support from top management and peers, employees’ individual attitudes, job-related factors and deficiencies in training practices. In an era where Government struggles to address community’s crisis, public service employees should be managed efficiently and effectively by implementing systematic training and development intervention programmes in order to enhance job performance and understanding of job criteria. This will ensure effective transmission of basic services to communities. There is an urgent need to reshape training and development interventions in order for Government to provide advancement possibilities in Local Government and for departments to be centres of excellence. Government departments should design training policies that resonate with communities’ needs and develop guiding documents that are understandable and implementable. Departments also need to review training budgets and the relevance of training programmes. In addition, the training opportunities provided should be accredited and recognised to afford workers opportunities for growth and promotion as well as to gain a qualification that will give them access to obtaining a formal qualification.
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Ntile, Zukiswa. "Assessing the personal development of employees in a municipal environment." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020420.

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Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
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Cox, Lillian Sharon. "Teacher empowerment change and Reading Recovery professional development training /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3137691.

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Thesis (Ed. D.)--University of Missouri-Columbia, 2004.
Reading Recovery has registered trademark symbol after the "y" in Recovery in title. Typescript. Vita. Includes bibliographical references (leaves 131-144). Also available on the Internet.
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Black, Janice Adele. "The relationship of human resource development manager empowerment to organizational conditions." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-10022007-145213/.

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Santos, Miller Amanda Carmin. "Training for the Future| College Student Employee Persistence through Engagement and Development." Thesis, University of La Verne, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13806317.

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Purpose. The purpose of this qualitative phenomenological study was to understand the lived experiences of student leader employees in relation to retention through the lens of development via engagement at a small, non-profit private university in Southern California.

Methodology. This study used a phenomenological approach to understand the lived experiences of student employee leaders. The researcher interviewed ten full-time undergraduate student employees who had been working in their leadership role for at least one year. The students interviewed were juniors and seniors.

Findings. The student employee leaders reported building strong relationships with their supervisors and peers as a result of on-campus employment. Students reported that their place of employment was a safe place for them to be and that they enjoyed the convenience of flexible hours and financial stability. The student employee leaders in this study felt supported and connected due to the people they have encountered throughout their employment at the institution. The student employee leaders also faced challenges and growth through their experiences working on campus. Lastly, students learned skills through various training methods.

Conclusion. The student employee leaders in this study reported that their relationships with supervisors and students contributed to their decision to remain at the institution. The students interviewed in this study also felt that what they learned in their place of employment could have longer implications in applying what they are learning to their future careers.

Recommendations. It is essential for student employees on campus to gain valuable experiences while working during college to engage and develop students to prepare for the future. Universities should emphasize for students to work on campus to help them build transferable skills and engage students in meaningful work to make the best of their time while in college.

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Tillotson, Kenyon. "An Exploratory Study of Factors Eliciting VA Employee No-Show Behavior In Veterans Affairs Employee Development Courses." Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6417.

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Recognizing the need for companies and organizations to retain employees, one of the topics given very little attention in the research is non-attendance in face-to-face training. This study presents findings from the analysis of archival data from a 2013 employee education survey. Exploratory factor analyses were conducted on two sets of data exploring barriers to participation in employee-development education classes. Extrinsic factors were identified as ‘more important things take priority’ and ‘circumstances beyond the employee’s control’. Intrinsic factors were identified as ‘personal motivation challenges’. These factors emerged as potential reasons for non-participation or no-show behavior in employee education courses. Possible explanations for the results are discussed and recommendations for future research are presented.
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Hundley, Katrina M. "A Profile of Current Employee Training Practices in Selected Businesses and Industries in Southwest Virginia." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/28542.

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The purposes of this study were to (a) establish a profile of the current training practices of selected businesses and industries in Southwest Virginia; (b) identify the type of training methods these companies are choosing -- such as traditional classroom training or web-based training programs, and (c) identify how the training methods are selected. This profile established baseline data for current business and industry employee training programs. The population of this study included every business and industry that had participated in workforce development programs provided by community colleges located in the southwest region of Virginia in 2001 and 2002. The researcher developed an Internet-based survey instrument and solicited data from 205 organizations. Descriptive analyses were used to organize, summarize, and describe the data collected from all participants; specifically frequencies of responses to individual survey items were reported. Of the 205 organizations surveyed, 88 returned a questionnaire giving an overall response rate of 42.9%. The results showed that manufacturing was the most represented industry, most participants held a management position, and most worked in the human resources department. The majority of businesses expected some type of increase in their training programs within the next year. Nearly all indicated that they use classroom-based training programs, and a substantial number indicated using videotapes, self-study materials, computer software or CD-ROMS, and web-based training methods. Many of the participants said that they offer training for skill development in the areas of computer applications, technical skills and knowledge, communication skills, and safety procedures. Lastly, cost, flexibility, perceived value, and timeliness of the program were criteria rated as most influential in the decision to use a particular training method.
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Books on the topic "Employee training and development"

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Management, Institute of Personnel, ed. Employee development. Wimbledon, London: Institute of Personnel Management, 1993.

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Harrison, Rosemary. Employee development. London: Institute of Personnel and Development, 1997.

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Employee training and development. 6th ed. New York: McGraw-Hill/Irwin, 2013.

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Noe, Raymond A. Employee training and development. 4th ed. New York, NY: McGraw-Hill/Irwin, 2008.

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Noe, Raymond A. Employee training and development. Boston: Irwin/McGraw-Hill, 2002.

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Employee training and development. Boston: Irwin/McGraw-Hill, 1999.

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Employee training and development. 5th ed. New York: McGraw-Hill Irwin, 2010.

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Noe, Raymond A. Employee training and development. 5th ed. Boston: McGraw-Hill/Irwin, 2010.

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A, Barrington Harry, and Institute of Personnel and Development., eds. Training interventions: Managing employee development. 5th ed. London: Institute of Personnel and Development, 1997.

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Pettinger, Richard. Mastering employee development. Basingstoke: Palgrave, 2002.

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Book chapters on the topic "Employee training and development"

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Riggio, Ronald E., and Stefanie K. Johnson. "Employee Training and Development." In Introduction to Industrial/organizational psychology, 171–201. 8th ed. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003143987-8.

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Riggio, Ronald E. "Employee Training and Development." In Introduction to Industrial/Organizational Psychology, 178–212. Seventh Edition. | New York : Routledge, [2017] | Revised edition of the author’s Introduction to industrial/organizational psychology, 2013.: Routledge, 2017. http://dx.doi.org/10.4324/9781315620589-7.

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Dresang, Dennis L. "Employee Training and Development." In Personnel Management in Government Agencies and Nonprofit Organizations, 229–47. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-12.

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Roberts, Gary E. "Employee Training and Development Principles." In Servant Leader Human Resource Management, 199–214. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_9.

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Brown, Kenneth G., and Traci Sitzmann. "Training and employee development for improved performance." In APA handbook of industrial and organizational psychology, Vol 2: Selecting and developing members for the organization., 469–503. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12170-016.

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Simanjuntak, Elfrida, Rr Erlina, and Nova Mardiana. "The impact of training, career development, and compensation on employee performance." In The Future Opportunities and Challenges of Business in Digital Era 4.0, 324–27. Leiden, The Netherlands : CRC Press/Balkema, [2020]: Routledge, 2020. http://dx.doi.org/10.1201/9780367853778-85.

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Latukha, Marina. "Creating Talent Organization Via Employees’ Training and Development." In Talent Management in Emerging Market Firms, 147–72. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-50606-1_7.

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Shaw, Patrick, and Laurel Wheeler. "Digital Networking and the Case of Youth Unemployment in South Africa." In Introduction to Development Engineering, 293–321. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-86065-3_12.

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AbstractSouth Africa has one of the highest rates of youth unemployment and under-employment around the world, despite having a relatively large formal sector. This is driven, in part, by frictions in labor markets, including lack of information about job applicants’ skills, limited access to job training, and employers’ reliance on referrals through professional networks for hiring. This case study explores whether the online platform LinkedIn can be used to improve the employment outcomes of disadvantaged youth in South Africa. Researchers worked with an NGO, the Harambee Youth Employment Accelerator, to develop a training for young workseekers in the use of LinkedIn for job search, applications, and networking for referrals. This intervention was randomized across 30 cohorts of youth, with more than 1600 students enrolled in the study. The research team worked with LinkedIn engineers to access data generated by the platform. The evaluation finds that participants exposed to the LinkedIn training (the “treated” participants) were 10% more likely than the control group to find immediate employment, an effect that persisted for at least a year after job readiness training.
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Vardarlıer, Pelin, and Abdullah Türk. "Green Human Resources Management Integration with Employee Performance and Training Development Function of the Energy Sector: Strategy Recommendations." In Circular Economy and the Energy Market, 201–14. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-13146-2_16.

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"Employee Development." In Strategic Training and Development, 276–312. 2455 Teller Road, Thousand Oaks California 91320: SAGE Publications, Inc, 2020. http://dx.doi.org/10.4135/9781071873120.n12.

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Conference papers on the topic "Employee training and development"

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Titan, Andy Effendi, and Trivena. "Online training effect on employee skills development." In 2014 2nd International Conference on Information and Communication Technology (ICoICT). IEEE, 2014. http://dx.doi.org/10.1109/icoict.2014.6914081.

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Kováčová, Petra, and Ondřej Drahotský. "Employee Development in Retail Organization." In 6th International Scientific Conference – EMAN 2022 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eman.s.p.2022.91.

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Employee development became one of the key topics in the field of human resources management in current organizations. Taking a prop­er approach to employee and business development in this area can be a source of competitive advantage for organizations. However, few empirical studies have been conducted on the subject matter; there is still a need for further research to be conducted. The research deal with the analysis of the perception of development activi­ties in the retail organization based on a survey conducted through a struc­tured questionnaire survey and analysis of internal company materials. The goal is to point out the perception of development activities by employees based on the survey, as well as to find out the main barriers that prevent em­ployees from their development. The results of the survey show that employees perceive the development on an individual level, the greatest benefit is seen in their professional and personal growth. The employees are interested in development, but only in their working hours, they are interested in training such as foreign language and computers skills. The primary motive for development is financial. The main barrier that prevents employees from their development is time or per­ceived lack of time. Another negative factor is that manager does not check, or control acquired knowledge and skills after training. On the other hand, as a positive result is seen the internal trainer at the training and receiving feedback from the manager on employees’ performance. This paper is created for the retail organization to improve the area of em­ployee development, as well as for scholars researching this topic and others interested in the development of employees in an international company.
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Lou, Xuming, Yarnan Zhao, and Sen Yang. "Research on Training circulation Based on Employee Personas." In 2018 International Conference on Advances in Social Sciences and Sustainable Development (ASSSD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/asssd-18.2018.89.

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Wang, Chao, Hengshu Zhu, Chen Zhu, Xi Zhang, Enhong Chen, and Hui Xiong. "Personalized Employee Training Course Recommendation with Career Development Awareness." In WWW '20: The Web Conference 2020. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3366423.3380236.

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Knez, Sandi, Iztok Podbregar, and Nancy Graham. "Challenges and Development of Training in the Aviation Industry." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.30.

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In the field of development of employees in the aviation industry, according to trends and changes in time and space, new paradigms of operation or conducting employee training are developing. It goes from the classical principles of education, which directs training in the program development based on the assessment of employee competencies. The paper addresses a specific area of training development developed in synergy between the International Civil Aviation Organization (ICAO), the International Air Transport Association (IATA), the International Federation of Aircraft Pilots Associations (IFALPA) and other partners. An integrated approach to employee training focuses, on the one hand, on development and, on the other hand, on the ongoing assessment of employees' knowledge, skills and attitudes.
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Takeuchi, Norihiko. "EFFECTS OF INDUSTRY TRAINING AND DEVELOPMENT PRACTICES ON EMPLOYEE PERFORMANCE." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.2180.

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Tabet Derraz, Imane. "Training System and Skills Development within Algerian Companies." In 2nd International Conference on Business, Management and Finance. Acavent, 2019. http://dx.doi.org/10.33422/2nd.icbmf.2019.11.763.

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Business success is strongly associated with developing the skills of their employees. Companies are actually spending more and more money on employee training to improve their skills in changing laws, procedures, organizational change, or simply to improve or perform; this learning, this training brings us to a specific goal is to develop skills.The central question is:” how to build a good training system that will help develop skills?”In this article, we will explain the training system established by Algerian companies as well their motivations and their enthusiasms to obtain their fixed objectives; indeed, the field study speaks about the type of training established in an echoes of (35) Algerian companies in the department of accounting and finance since accounting standardization IAS / IFRS, that is to say the application of the financial accounting system from 2011 to the present day.
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Aisyiah, Fitri, and Rikha Khoirunnisa. "Effect Of Training, Career Development, Compensation, And Performance Appraisal On Employee Intention To Stay." In Proceedings of the 3rd International Conference of Business, Accounting, and Economics, ICBAE 2022, 10-11 August 2022, Purwokerto, Central Java, Indonesia. EAI, 2022. http://dx.doi.org/10.4108/eai.10-8-2022.2320822.

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Sigmund, Tomas, and Pavel Sládek. "TRAINING OF EMPLOYEES WHO WORK REMOTELY." In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.1281.

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Kasa-Jashari, Mimoza, and Aleksandra Janeska-Iliev. "ТHE IMPACT OF THE INVESTMENT IN EMPLOYEE TRAINING ON THE PROFIT OF SMALL COMPANIES." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2022. http://dx.doi.org/10.47063/ebtsf.2022.0012.

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In order to survive in the market, managers need to be constantly looking for the best solution that will enable them to survive in the dynamic business environment they face in their daily lives. Today, human resource management is not just hiring and firing people, administering salaries, designing and implementing benefit programs, and implementing the strategic intentions of top management, but also plays an active role in formulating business strategies (Khanka, 2003). This paper focuses on the review of small business literature and the importance of training and productivity development of employees in the small business sector. The structure and program of employee training and development will also be reviewed so that we can finally draw conclusions about how this affects employee performance. Today's global economy is having a major impact on the difficulty of staying competitive and making a profit. Whether it is a company that offers customers a tangible, in fact physical product or a company that offers any service, a trained employee will be much more successful in selling that product, that an employee who has little or no knowledge of it, or no sales knowledge. The training focuses on making employee development activities for their current jobs and the development prepares employees for future roles and responsibilities. Organizations that invest in effective training and human resource development tend to achieve both short-term and long-term benefits. Given previous research on the interference of employee training in the operational process of companies, the purpose of this paper is to continue the study and clarify how companies that invest in employee training should apply, formalize and implement managerial functions in the desired workforce, and at the same time to have a successful functioning.
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Reports on the topic "Employee training and development"

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Sanchez, Makayla Marie. General Employee Training Live 43173. Office of Scientific and Technical Information (OSTI), October 2018. http://dx.doi.org/10.2172/1475326.

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Hanson, Todd. General Employee Training Self-Study. Office of Scientific and Technical Information (OSTI), April 2017. http://dx.doi.org/10.2172/1356108.

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Beaulieu, Quinton. New Employee Training Academy Overview. Office of Scientific and Technical Information (OSTI), September 2021. http://dx.doi.org/10.2172/1822718.

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Rinke, Helen Mae. General Employee Training Online SS 43094. Office of Scientific and Technical Information (OSTI), May 2019. http://dx.doi.org/10.2172/1477600.

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Gabel, Daniel Glen, and Heather Hughes. General Employee Training Live, Course 15503. Office of Scientific and Technical Information (OSTI), August 2016. http://dx.doi.org/10.2172/1312640.

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Schwarzkopf, Rebecca Lyn, and Helen Mae Rinke. Self-Study #37013 General Employee Training. Office of Scientific and Technical Information (OSTI), June 2018. http://dx.doi.org/10.2172/1458920.

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Sestokas, Jeffrey, and John Edwards. General Employee Radiological Training Refresher 47968. Office of Scientific and Technical Information (OSTI), October 2021. http://dx.doi.org/10.2172/1825380.

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O’Brien, Tom, Deanna Matsumoto, Diana Sanchez, Caitlin Mace, Elizabeth Warren, Eleni Hala, and Tyler Reeb. Southern California Regional Workforce Development Needs Assessment for the Transportation and Supply Chain Industry Sectors. Mineta Transportation Institute, October 2020. http://dx.doi.org/10.31979/mti.2020.1921.

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COVID-19 brought the public’s attention to the critical value of transportation and supply chain workers as lifelines to access food and other supplies. This report examines essential job skills required of the middle-skill workforce (workers with more than a high school degree, but less than a four-year college degree). Many of these middle-skill transportation and supply chain jobs are what the Federal Reserve Bank defines as “opportunity occupations” -- jobs that pay above median wages and can be accessible to those without a four-year college degree. This report lays out the complex landscape of selected technological disruptions of the supply chain to understand the new workforce needs of these middle-skill workers, followed by competencies identified by industry. With workplace social distancing policies, logistics organizations now rely heavily on data management and analysis for their operations. All rungs of employees, including warehouse workers and truck drivers, require digital skills to use mobile devices, sensors, and dashboards, among other applications. Workforce training requires a focus on data, problem solving, connectivity, and collaboration. Industry partners identified key workforce competencies required in digital literacy, data management, front/back office jobs, and in operations and maintenance. Education and training providers identified strategies to effectively develop workforce development programs. This report concludes with an exploration of the role of Institutes of Higher Education in delivering effective workforce education and training programs that reimagine how to frame programs to be customizable, easily accessible, and relevant.
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Sestokas, Jeffrey Michael, Kurt T. Hillmer, and Chris Duane Jones. General Employee Radiological Refresher Training Self-Study #47968. Office of Scientific and Technical Information (OSTI), March 2020. http://dx.doi.org/10.2172/1603962.

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Shipley, Dawnmarie, and John Martinez. General Employee Radiological Training 24 Month Refresher Course. Office of Scientific and Technical Information (OSTI), March 2022. http://dx.doi.org/10.2172/1855120.

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