Training

Posted by Winnie Melda on January 23rd, 2019

Question 1

Employee development refers to the initiative of the company to encourage its employees to acquire new skills or advance their existing skills, knowledge, or viewpoints. That it does by providing them with them with favorable conditions such learning and training facilities, as well as avenues where such new skills and ideas can be applied (Huq, 2010).Apparently, there are many advantages for any organization to invest in employee development initiatives that are as follows. The first advantage is that employee development employee development reduces employee turnover or rate at which experienced workers exit the company to be replaced by others. Actually, external hiring after losing many of the workers is risky to the company. During these new entrees are undergoing training, the company will use a lot of resources and will experience a period of low output. Internal hiring might not solve the situation as it may backfire if the employee is not fully aware of his/her duties and expectations.

 Development solves the above complications, as the worker is fully aware of the job entails; it will only make him/her better and more efficient (Huq, 2010).  The company will still be making its profits during the development period. Gradually, the output increase as the employee gains more skills. Employee development is also one of the ways to ensure job satisfaction to the employees. Besides, employee development tops up workplace cohesion. Apparently, in-house training is preferred to the outsourced training as a method of employee development. In-house individuals are those who were already members of the employee community of a certain company. These are people who had already established relationships with co-workers.  Their training increases or advances their relationships with more easily than completely new employees who will take more time to connect with veteran employees (Huq, 2010).

Question 2

Counterproductive behaviors refer to those actions carried out by employees that go against the aims and goals of their employer (Huq, 2010). It is noteworthy that Counteractive behaviors are not necessarily malicious, but they call for quick attention. Among the cases when an employee training program can become counteractive include the following. First is when the trainees receive only negative critical test results and feedback from the trainer. Whenever the employees, who are undergoing training receive consistent critics about their learning pace, some will become discouraged and eventually fail. They will thus show results different from which the management expected. Instead of becoming better, they will develop negative attitudes towards the training its self and the trainer. The result is a failed development program.

Another occasion when counteractive results will be experienced out of an employee training session is when it appears stressing (Huq, 2010). Apparently, the main goal of continuous training to the employees is to keep them up to date on new trends of knowledge required in performing a particular area of work. However, some trainers go overboard and demand that the employees complete an unrealistic number of training hours which over time, becomes distressing to the employee. Apparently, when the employee is stressed, his job performance will go down rather than the speculated (Huq, 2010). Lastly, the goal of training may fail to be reached if too much of theory is incorporated than practical. Much theoretical training may prove to be extremely boring, especially if it goes on for long periods of time. Some trainees might even miss some training sessions and others might even quit. That will cause counteractive results to be seen (Huq, 2010).

Question 3

Terminating an employee is not always the right option to take when an employer finds performance issues with the employee. Sometimes, coaching might function better. Occasions when coaching is the right route to take when dealing with shortages of the employee include the following. First is when the employee is new to the company. Sometimes, a new employee who passed the interview brilliantly may fail to deliver as expected by the employer. In this case, termination is not the correct way to go. It may be that the employee has not familiarized with the working equipment or workplace conditions (Huq, 2010). Sometimes, it may be that the/she has not adapted to the new environment (acute change in weather conditions).

Other reasons that may cause the employee not to deliver may include emotional turmoil caused by intimidations by other employees.  Taking the big step of terminating such an employee will in such cases not be plausible. Unless the employer takes his/her time to know what actually inhibits his employee from delivering the expected output, he/she will make unfavorable judgments. It may be that this employee only requires someone to talk to. It may also be that he lacks someone to explain what is expected of him in the job place. The strong, knowledgeable and skillful personality might be lying inside the employee and what he lacks is the internal confidence. In such cases, coaching will help turn around the situation (Huq, 2010). Apparently, the among the points at which I take termination to be the option to take is when the employee has been warned about an issue over sometimes and shows no probability of changing for the better. Another occasion is when the employee termination is the only option is when the employee in his right mind insults, fights or threatens the life of his/her employer or fellow employees (Huq, 2010). Organizational politics might influence the decision to terminate or coach an employee because different seniors might choose to do things differently. If a situation of the employee is subjected to the perceptions of different people, they may choose to solve it differently depending on what they think plausible. This will apparently affect employer/employee relationships (Huq, 2010).

Question 4

 One of the main issues in the case is that employees either do not know their rights or are ignorant of them. Another issue that arises from this case is that employees might be aware of the problems affecting them directly at work but may be fearful and uncourageous to spell them out. That is the reason employees are always not ready to air their problems. They make everyone believe that all is right with them. From this case, one can identify a few but serious flaws with today’s organizational process.  One of these flaws is that the organization is structured in a way that employees' hiring and firing are the order of the day. There is no job security in our organizations which leaves the employees playing the culprits. Right of expression is not sufficient (Huq, 2010). Employees receive threats from their supervisors and other seniors every time that makes them coil up in cowardice. Since jobs are not readily available, they have to put up with any problems they have at work or else face the tragedy of joblessness and lack of means to cater the demands of their families (Huq, 2010).

References

Huq, R. (2010). Employee empowerment: The rhetoric and the reality. Axminster, Devon: Triarchy Press.

Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in Online Writing Services if you need a similar paper you can place your order from free essay writing services.