The The impact of employee training and

AMITY UNIVERSITY DIRECTORATE OF DISTANCE AND ONLINE EDUCATION IMPACT OF TRAINING AND DEVELOPMENT ON PERFORMANCE A CASE STUDY OF WORLD FOOD PROGRAM SOUTH SUDAN, OFFICE. BY IZAKARE RICHARD THOMSON A1921914003 (el) A PROJECT REPORT SUBMITTED IN PERTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF POST GRADUATE DIPLOMA IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT OF AMITY UNIVERSITY OCTOBER 2014

ABSTRUCT

Job training and development aims at improving the employees general perspectives of updating their professional knowledge, developing their problem solving skills and changing their attitude to enable them perform effectively and grow on their careers making them familiar with areas of work and adjust themselves according to the changing circumstances in the organization or company.

The study aims at finding the impact of job training and development on employees’ job performance in world food program, south Sudan office. The sample size of 50 respondents from different units and categories of staff were selected to obtain the required data but 40 questionnaires were returned answered. The research was done from World food program, South Sudan office. Questionnaires and interview guides were used in collection of primary data while text books, internet and other publications were used in collection of secondary data. The data collected were presented and analyzed inform of tables, frequencies and percentages for easy understanding. The findings indicate that job training improves competitiveness, employees’ job commitment, and customer care services, flexibility in performing various tasks, employee and management relationship, motivates employees to perform better and enables employees to achieve the organization’s goals and objectives easily.

The findings further revealed that job training programs are essential and has direct positive impact on improving employees’ job performance but for it to be effective, the program should be set

according to job requirements, the selection for training and development programs should be based on individual merit, appropriate time set for this training programs and technology used should also be improved.

ACKNOWLEDGEMENT

I have taken efforts in this project despite my busy work schedule to complete it. However, it would not have been possible without the kind support and help of many individuals, Amity University Directorate of Distance and Online studies and my organization. I would like to extend my sincere thanks to all of them.

I am highly indebted to Amity University Directorate of Distance and Online studies for their guidance and providing necessary information regarding the project and also for their support in completing the project.

I would also like to give my sincere gratitude to all my colleagues who filled in the questionnaires, without which this research would be incomplete.

I would like to express my gratitude towards my friends, family & member of world food program (Logistics cluster) for their kind financial support, co-operation and encouragement which help me in completion of this project.

Finally, I most gratefully to my parents and my friends for all their support throughout the period of this research.

LIST OF TABLES

Table I: Sex of respondents

Table II: Job positions of the respondents

Table III: Whether job training is undergone

Table IV: The job training techniques used

Table V: Frequency of using the techniques

Table VI: Duration of the job training and development programs

Table VII:

Impact of job training and development

Table VIII: Setting job training programs

Table IX: Assessment procedures used

Table X: Access to job training programs

DECLARATION

I Izakare Richard Thomson do declare that this project report is my own work and has never been published and or submitted for any award in Amity University or any other higher institution of learning.

The project report has now been handed over to Amity University in partial fulfilment of the requirements for the award of post graduate diploma in logistics and supply chain management.

Signed …………………………………………… IZAKARE RICHARD THOMSON

A1921914003 (el)

Date ……………………………………………..

Approved by;

Dr. MANO SHARMA

Supervisor

Date --------------------------------- Sign…………………………………….

DEDICATION

This research work is dedicated to my parents; Mr. Drambgi Simon (Late) and Asienzo Cizela, my son Elvis Izakare, all my brothers and sisters and supportive relatives.

CHAPTER ONE INTRODUCTION

This chapter encompasses the background to the study, statement of problem, research questions, objectives of the study, scope of the study, definition of terms and limitations

1.0 Background of the study

Human resources are considered by many to be the most important asset of an organization, yet very few employers are able to harness the full potential from their employees (Radcliffe, 2005). Human resource is a productive resource consisting of the talents and skills of human beings that contribute to the production of goods and services (Kelly, 2001). Lado and Wilson (1994) define human resource system as a set of distinct but interrelated activities, functions, and processes that are directed at attracting, developing, and maintaining a firm’s human resources. According to Gomez-Mejia, Luis R., David B. Balkin and Robert L. Cardy, (2008), it is the process of ensuring that the organization has the right kind of people in the right places at the right time. The objective of Human Resources is to maximize the return on investment from the organization’s human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner (Huselid, 1995).

There is a need in every organization to enhance the job performance of the employees. The implementation of training and development are one of the major steps that most companies and organizations need to enhance employee performance. With organization There is a need in every organization to enhance the job performance of the employees. The implementation of training and development are one of the major steps that most companies and organizations need to enhance employee performance. With organization

In today’s environment employees or staffs are increasingly demanding change, choice, flexibility, as well as variety in their work. The value of the organization increases with

better trained employees and also employees trained properly are highly motivated and have a sense of responsibility as captivating the organization as their own.

1.1 Background to World Food Program, South Sudan program

South Sudan world food program office was opened 2011 when South Sudan was officially declared independence on 9 July 2011 through referendum to become the United Nations 193rd member state. The country has more than 1200 world food program staffs working in the different parts of the country.

WFP is the food aid arm of the United Nations system. Food aid is one of the many instruments that helps to promote food security, which is defined as access of all people at all times to the food needed for an active and healthy life. The policies governing the use of World Food Programme food aid is oriented towards the objective of eradicating hunger and poverty. The ultimate objective of food aid is the elimination of the need for food aid.

WFP plans to provide food and nutrition assistance to 2.9 million internally displaced people in South Sudan in 2014 caused by fighting that erupted in Juba, the capital city, in mid-December 2013 and rapidly spread to other parts of the country. Jonglei, Upper Nile and Unity states are the most affected by the conflict. In May 2014, results of the Integrated Food Security Phase Classification analysis, showed that the conflict in South Sudan WFP plans to provide food and nutrition assistance to 2.9 million internally displaced people in South Sudan in 2014 caused by fighting that erupted in Juba, the capital city, in mid-December 2013 and rapidly spread to other parts of the country. Jonglei, Upper Nile and Unity states are the most affected by the conflict. In May 2014, results of the Integrated Food Security Phase Classification analysis, showed that the conflict in South Sudan

1.2 Statement of the problem.

Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process molds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature. In an "on boarding training" program, usually the employees are trained to be familiar with the systems and processes of the company. In a developmental training, workers are trained for a specific skills set. Training programs are not necessarily always about work, it can also be about things related to work such as fire drills, first aid training for the office, earthquake drills and much more.

Employee development is the future oriented training focusing on the personal growth of employees. Encouraging employees to acquire new or advanced skills, knowledge, and viewpoints, by providing learning and training facilities, and avenues where such new ideas can be applied. Many companies and organizations seem to view employee training and development as more optional than essential...a viewpoint that can be costly to both short- term profits and long-term progress.

However, in recent days World food program South Sudan office has embarked on job training both on the job, off job (supporting distance learning for working employees) and However, in recent days World food program South Sudan office has embarked on job training both on the job, off job (supporting distance learning for working employees) and

According to David B. Muhlhausen, Ph.D. and Paul Kersey 1998, job training and employee development in Dark federal training in US also had a record of failure.

Also according to Dinesh V Divekar, a soft skills training and management consultant Bangalore, employees training and development programs of a company or an organization are far more ineffective if the investment on the training is not linked to their performance, training is bound to fail.

It is therefore of interest to investigate and find out the effectiveness of the training methods on employee performance in world food program, South Sudan office.

1.3.0 Research questions

1.3.1 General question

What is the impact of job training and development on employee performance in World food programme, South Sudan Office?

1.3.2 Specific questions

The researcher was guided by the following specific questions

1. What training and development techniques does World food program give to its employees

2. What procedure is used for selecting employees for training and development programs

3. What is the impact of training and development on employees job performance in world food program

4. How can employee training and development program be improved in world food program

5. What are some of the problems faced in implementing job training and development programs in WFP

1.4.0 Objectives of the study

1.4.1 General objective of the study

The study was aimed at finding out the impact of training and development on employees’ performance in WFP, South Sudan office.

1.4.2 The specific objectives are;  To investigate how effective the employee training and development is for the

organization.  To discuss the current practices in organizations for training and development that are

supposed to contribute to the enhancement of the employees’ skills and employee performance

 To evaluate the views of management personnel on effective employee training and development program as enhancing the employee performance.  To discuss the different training methods used by the organization

 To evaluate the different methods used by the organization in selecting the employees for training

1.5 Scope of the study

The study focused on the impact of job training and development on employee’s job performance in an organization. Literatures to guide the study were got from the The study focused on the impact of job training and development on employee’s job performance in an organization. Literatures to guide the study were got from the

1.6 Significance of the study

The findings of the research will be significant in the following ways;  The result of this finding will help the organization to improve on its training and

development programs to so as to improve employee’s performance.  The study will help managers of the organization to select better procedures for selecting

employees for training and development.  It will sensitize top management of the WFP about the importance of employee’s job

training and development in improving empl oyee’s job performance.  The result of this research will help the organization’s HR personnel’s and managers to

build good relationship with other employees which may enhance future performance improvement.

 The researcher will get more knowledge and skills in training and development, conducting research and above all receive the award of Post Graduate Diploma in Logistics and Supply

chain Management  Other researchers interested in finding more study about the impact of training and development on employees performance will also use the findings to guide them in their

research

1.7 Definition of key terms and abbreviations

Training; is any learning activity directed towards acquisition of specific skills, knowledge or attitude for the purposes of an occupation or a task

Development; the improvement of employee conceptual and human skills in preparation for future jobs

Performance ; the level of individual’s work achievement that comes after only efforts has been exerted

Employees; these are the workers of an organization

Organization; any structured group of people brought to achieve certain goals that the individuals could not reach alone

Competence; the ability to perform the activities within an occupational area to the levels of performance expected in employment

WFP; world food program

1.8 Limitations

The following were some of the limitations the researcher encountered during the study process

Time schedule; the researcher had to balance his little time between the routine office demands and the research study, this made the whole exercises tedious and affected performance on job

Financial constraint; the research was costly which was due to printing, binding the research report and many other expenses.

Attitude of the respondents; some respondents gave unreliable information and others even failed to respond which partly affected the research result.

CHAPTER TWO LITERATURE REVIEW

2.0 Introduction

In this chapter, the researcher has defined independent and dependent variables, reviewed the related literature studied both empirically and theoretically on training and development and its relationship with job performance. The researcher also gave the importance of independent variables in the organization

Training and development is a subsystem of an organization that emanate from two independent yet interdependent words training and development. Training is often interpreted as the activity when an expert and learner work together to effectively transfer

information from the expert to the learner (to enhance a learner’s knowledge, attitudes or skills) so the learner can better perform a current task or job. Training activity is both

focused upon, and evaluated against, the job that an individual currently holds (Learner R., 1986).

Training and development ensures that randomness is reduced and learning or behavioral change takes place in structured format. In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development (Harrison Rosemary, 2005).

As the generator of new knowledge, employee training and development is placed within

a broader strategic context of human resources management, i.e. global organizational management, as a planned staff education and development, both individual and group, with the goal to benefit both the organization and employees. To preserve its obtained positions and increase competitive advantage, the organization needs to be able to create new knowledge, and not only to rely solely on utilization of the existing (Vemic, 2007). Thus, the continuous employee training and development has a significant role in the development of individual and organizational performance. The strategic procedure of employee training and development needs to encourage creativity, ensure inventiveness and shape the entire organizational knowledge that provides the organization with uniqueness and differentiates it from the others.

According to Casse and Banahan (2007), the different approaches to training and development need to be explored. It has come to their attention by their own preferred model and through experience with large Organizations. The current traditional training continuously facing the challenges in the selection of the employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the environment of work and by recognizing this, they advising on all the problems, which reiterates the requirement for flexible approach. Usually the managers have the choice to select the best training and development programme for their staff but they always have to bear in mind that to increase their chances of achieve the target they must follow the five points highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned in his recent studies that it’s easy to implement strategy with the internet supported software.

Some of the Training theories can be effective immediately on the future of the skill and developments. The “content” and the “access” are the actual factors for the process. It is a representation itself by the Access on main aspect what is effective to the adopted practice in training development. As per the recent theories to access the knowledge is changing from substantial in the traditional to deliver the knowledge for the virtual forms to use the new meaning of information with electronic learning use. There is a survey confirmation for using classroom to deliver the training would drop dramatically, (Meister, 2001).

A manager is that what the other members of the organization wants them to be because it is a very popular trend of development training for the managers in the training for the management (Andersson, 2008, Luo, 2002). Most of the managers seems to reject a managerial personality in support of the other truth for themselves (Costas and Fleming, 2009). It has been.

2.1 Employee job training

Employee training can be conducted through either on-the-job or off-the-job training practices. On-the-job training allows employees to work within the firm, while learning about their job and the company, while off-the-job training removes the employee from the company. Off-the-job training can include technology-driven e-learning programs, formal classroom training, and external training conducted by suppliers or formal educational institutions. The results of employee training include higher productivity, enhanced creativity and increased employee confidence. Furthermore, this investment ensures qualified applicants for "hire from within" policies. Fitz-enz (2000) suggests that training employees can create a superior return-on-investment beyond enhanced productivity in the Employee training can be conducted through either on-the-job or off-the-job training practices. On-the-job training allows employees to work within the firm, while learning about their job and the company, while off-the-job training removes the employee from the company. Off-the-job training can include technology-driven e-learning programs, formal classroom training, and external training conducted by suppliers or formal educational institutions. The results of employee training include higher productivity, enhanced creativity and increased employee confidence. Furthermore, this investment ensures qualified applicants for "hire from within" policies. Fitz-enz (2000) suggests that training employees can create a superior return-on-investment beyond enhanced productivity in the

McGhee (1997) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behavior. It must support some organizational goals, such as more efficient production or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behavior affected through training should be aimed at supporting organization objectives .

2.2 Performance

Performance is the level of individual’s work achievement that comes only after efforts have been exerted.

2.3.0 Methods of job training

2.3.1 off-The-Job Training Methods

Training which takes place in environment other than actual workplace is called off-the job training. Off-the-job training is usually designed to meet the shared learning needs of a

group rather than a particular individual’s needs. Lectures, computer-based training, games and simulations are the common forms of off-the-job training methods.

Off-the-job training is conducted in a location specifically designated for training. It may

be near the workplace or away from work, at a special training center or a resort conducting the training away from the workplace minimize distractions and allows trainees to devote their full attention to the material being taught- However, off-the-job training programs may not provide as much transfer of training to the actual job as do on-the-job programs.

2.3.1.1 Methods of off job training

Lectures/Conferences: This approach is well adapted to convey specific information, rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method .

Case Studies: It is a written description of an actual situation in the past in same organization or somewhere else and trainees are supposed to analyze and give their conclusions in writing. This is another excellent method to ensure full and whole hearted participation of employees and generates good interest among them. Case is later discussed by instructor with all the pros and cons of each option. It is an ideal method to promote decision-making abilities within the constraints of limited data.

Films: Can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized.

Simulation Exercise: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a

Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play.

Cases: - present an in depth description of a particular problem an employee might encounter on the job. The employee attempts to find and analyze the problem, evaluate alternative courses of action & decide what course of action would be most satisfactory .

Experiential Exercises: Are usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions .

Vestibule Training: Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job.

Programmed Instructions: This involves two essential elements: (a) a step-by-step series of bits of knowledge, each building upon what has gone before, and (b) a mechanism for presenting the series and checking on the trainee’s knowledge. Questions are asked in proper sequence and indication given promptly whether the answers are correct.

Role Play : It’s just like acting out a given role as in a stage play. In this method of training, the trainees are required to enact defined roles on the basis of oral or written description of

a particular situation.

Management Games: The game is devised on a model of a business situation. The trainees are divided into groups who represent the management of competing companies. They make decisions just like these are made in real-life situations. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. The game goes on in several rounds to take the time dimension into account.

In-Basket Exercise: Also known as In-tray method of training. The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & is asked to take decisions on these within a stipulated time. The decisions taken by the trainees are compared with one another. The trainees are provided feedback on their performance.

2.3.2 On-The-Job Training Methods : The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements. Job instruction technique, job rotation, coaching and apprenticeship training are the common forms of on-the job training methods. Fully on-the-job training theoretically does not involve any off-the-job training. However, it is very rare for 100% of training to take place as part of the productive work of the learner. Job instruction training is a structured approach to training, which requires trainees to proceed through a series of steps in sequential pattern. The technique uses behavioral strategy with a focus on skill development, but there are usually some factual and procedural knowledge objectives as well. This type of training is good for task oriented duties such as operating equipment. The instructor or supervisor prepares a job breakdown on the job, while watching an 2.3.2 On-The-Job Training Methods : The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements. Job instruction technique, job rotation, coaching and apprenticeship training are the common forms of on-the job training methods. Fully on-the-job training theoretically does not involve any off-the-job training. However, it is very rare for 100% of training to take place as part of the productive work of the learner. Job instruction training is a structured approach to training, which requires trainees to proceed through a series of steps in sequential pattern. The technique uses behavioral strategy with a focus on skill development, but there are usually some factual and procedural knowledge objectives as well. This type of training is good for task oriented duties such as operating equipment. The instructor or supervisor prepares a job breakdown on the job, while watching an

2.3.2.1 Methods of on-job-training

Job rotation : Job rotation is the systematic movement of employees from job to job or project to project within an organization, as a way to achieve various different human resources objectives such as: simply staffing jobs, orienting new employees, preventing job boredom or burnout, rewarding employees, enhancing career development, exposing employees to diverse environments (Woods, 1995:188). Excellent job rotation program can decrease the training costs while increases the impact of training, because job rotation is a hand on experience. Job rotation makes individuals more self-motivated, flexible, adaptable, innovative, eager to learn and able to communicate effectively. One of the possible problems with the rotation programs is the cost, because job rotation increases the amount of management time to spend on lower level employees. It may increase the workload and decrease the productivity for the rotating employee’s manager and for other

employees. Job rotation may be especially valuable for organizations that require firm- specific skills because it provides an incentive to organizations to promote from within (Jerris, 1999:329).

Orientation; Employee orientation training basics include showing new workers how to perform their jobs safely and efficiently. But leading companies and organizations know that it is important to go much further than that. Orientation is the perfect time to begin soft skills training, and to introduce employees to the organization, its products, its culture and policies - and even to the competition. Adding this to your new employee orientation Orientation; Employee orientation training basics include showing new workers how to perform their jobs safely and efficiently. But leading companies and organizations know that it is important to go much further than that. Orientation is the perfect time to begin soft skills training, and to introduce employees to the organization, its products, its culture and policies - and even to the competition. Adding this to your new employee orientation

Coaching : Coaching is the process of one-on-one guidance and instruction to improve knowledge, skills and work performance. Coaching is becoming a very popular means of development, and often includes working one-on-one with the learner to conduct a needs assessment, set major goals to accomplish, develop an action plan, and support the learner to accomplish the plan. The learner drives these activities and the coach provides continuing feedback and support. Usually coaching is directed at employees with performance deficiencies, but also used as a motivational tool for those performing well. Coaching methods solve precise problems such as communication, time management and social skills. Executive coaching generally takes place on a monthly basis and continues over a period of several years. Often, coaches are brought in where there is a change in the structure of the company, when a team or individual is not performing well or where new skills are required. Coaching assumes that you are fine but could be even better (Kirwan, 2000).

Job Instruction: This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

Delegation: Is the assignment of responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core Delegation: Is the assignment of responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core

Mentoring: This method is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realized. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect. A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career options and progress.

A mentor should help the mentee to believe in her/himself and boost her/his confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at yourself, your issues, opportunities and what you want in life. Mentoring is about becoming more self-aware, taking responsibility for your life and directing your life in the direction you decide, rather than leaving it to chance.

Committee Assignments: Under the committee assignment, group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops team work.

Apprenticeship : Apprenticeship is one of the oldest forms of training which is designed to provide planned, practical instruction over a significant time span. Apprenticeship was the major approach to learning a craft. The apprentice worked with a recognized master craft person (McNamara, 2000).

Internship: Internship is one of the on-the-job training methods. Individuals entering industry in skilled trades like machinist, electrician and laboratory technician are provided with thorough instruction though theoretical and practical aspects. For example, TISCO, TELCO and BHEL select the candidates from polytechnics, engineering colleges and management institutions and provide apprenticeship training. Apprenticeship training programmes are jointly sponsored by colleges, universities and industrial organizations to provide the opportunity to the students to gain real-life experience as well as employment. Exhibit presents the benefits of apprenticeship training.

Induction training: Induction training is training given to new employees. The purpose of the induction period (which may be a few hours or a few days) is to help a new employee settle down quickly into the job by becoming familiar with the people, the surroundings, the job and the business.

2.4.0 Employee Development: Employee development is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., core training, personal development plans, mentor development program, leadership training and forms of self-development. Some view employee development as a life-long goal and experience. Development focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate (Nadler Leonard, 1984).

Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.

Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.

Employee development programs benefit both the company as a whole and the employees. Well-developed employees with proper training and professional goals often perform better than employees who receive little development or training through their employer. Better performing employees will help companies succeed, and employees may enjoy their work more when they work toward a goal.

A review of research literature in 2003 supported the commonly held belief that employee development programs make positive contributions to organizational performance. A more A review of research literature in 2003 supported the commonly held belief that employee development programs make positive contributions to organizational performance. A more

In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop new skills. In research conducted to assess what retained employees, development was one of the top three retention items.

2.4.1 Methods of employee development

Core Training: Core or fundamental training is the base of any good development plan. Core training includes teaching new employees the basics of their job, such as job duties, how to work employee software, company expectations and both company-wide and departmental goals. Many companies conduct this training for all new hires. Core training helps get a new employee off on the right foot, by giving him the training he needs to do his job.

Personal Development Plans: Personal development plans are a development method that focuses on the employee's professional life. With this method, the employer works with the employee to set personal professional goals. The employer and employee will create a list of goals and a plan for achieving them, such as raising to a higher level within the company or meeting a higher sales quota. Personal development plans help keep employees on track within the company, and encourage an employee to work harder.

Leadership Training: Leadership training is a development method used to help well performing employees raise to a leadership level. With leadership training, the best employees are placed in a specialized training program that helps them develop the skills Leadership Training: Leadership training is a development method used to help well performing employees raise to a leadership level. With leadership training, the best employees are placed in a specialized training program that helps them develop the skills

Mentor Development Program: A mentor development program is a method of pairing

a member of management with an employee to help the employee achieve more in her/his professional life. For example, a supervisor may become a mentor to a team leader. The supervisor will meet with the team leader on a regular basis, help the team leader develop professional goals and create check points for making sure she meets those goals. Using the mentor program helps a company develop stronger employees, and helps the employees develop better relationships with management.

In summary the research literature related to the training and development reviewed that the organizational learning and development of employee’s performance is continuous learning methods either on the job or off the job training methods. Critically analyzing the on the job and off the jobs training methods to Maldives Police Service is compromised. Some of the trainings methods like off the training methods is not applicable because of time limit of availability of the employee’s. The organization’s employee’s work in

systematic daily routine and patrolling the metropolitan areas and because of busy duty time availability of the employee’s is not feasible. Beside off the job training the employees

can learn and develop their skills while on duty and by seniors experiences police officers by apprenticing and by job rotations of employee’s from department wise .

2.5 Importance of employee job training and development.

Operational effectiveness and efficiency; through good communication and teamwork skills, employees are better able to work across job functions, to apply information, and to think critically and act logically. Trained employees are better able to adapt to change —a must in today’s economy.

•Increased job satisfaction; a recent Walker Information study of employee loyalty found that two areas that drive loyalty are the businesses’ focus on employees, and training and development opportunities. Engaged, motivated employees are more likely stay in their jobs, and reduction in employee turnover boosts the bottom line.

More attractive workplace; the national unemployment rate at the end of March 2007 was a low 4.4 percent, making recruiting qualified talent a challenge. Employees want a place to work where they can hone their skills and better their lives, and the best employees are more attracted to organizations that offer such programs.

Transfer of organizational knowledge; businesses must utilize job audits and other collection methods to document the tacit knowledge of employees who have been with the organization for years, and they must train those longtime employees to share their knowledge with others.

Better managers; a 2006 Hudson survey found that while 92 percent of managers consider themselves to be an excellent or good boss, only 67 percent of employees rate their managers favorably. Good employees are usually promoted because they show an aptitude Better managers; a 2006 Hudson survey found that while 92 percent of managers consider themselves to be an excellent or good boss, only 67 percent of employees rate their managers favorably. Good employees are usually promoted because they show an aptitude

Reduced compliance risk; government regulators across the countries are mandating compliance training on sexual harassment, Sarbanes-Oxley, and corporate ethics. By implementing training on these issues, as well as on diversity and workplace conduct, employers can reduce their risk of complaints, and, equally important, create a positive work environment.

To achieve these results, businesses must establish a training program that includes the following elements:

Needs analysis; t raining shouldn’t be done just for the sake of doing it. To ensure quantifiable results, it is essential to analyze what skills employees are lacking and what business results are desired.

Defined, measurable objectives; an organization can measure its training program by whatever factors it wishes to improve: customer satisfaction, quality, productivity, employee satisfaction, sales or revenue, retention, or overall profitability are a few examples.

Resources; while some larger organizations retain in-house training staff, many outsource to training professionals. Look for experienced trainers who are able to assist with all phases of the training cycle: analysis, setting measurable objectives, designing and performing the training, and evaluating the results.

Results evaluation; it is possible to demonstrate the return on investment in training. Successful evaluation begins with knowing exactly what is to be accomplished before designing the training program, then diligently measuring the results to establish transfer of knowledge back to job.

2.6 Factors to consider when drawing job training and development programs

According to Stoner (2000), due to the difficulties of determining training needs of employees, managers need to use the following four procedures to determine the training needs of individuals in their organization

Critical study of the job training needs; this is the most important aspect to consider if job training programs are to achieve their objectives in an organization

Performance appraisal ; each employee’s work is measured against the performance standards or objectives established for his or her job

Analysis of job requirement and the skills or knowledge; the skills or knowledge specified in the job description are examined and those employees without necessary skills and knowledge become candidates for job training

Organizational analysis; the effectiveness of organization and its success in meeting its goals are analyzed to determine where difference exist. The areas of difference will be the need to be addressed by job training

Employee surveys; managers and non-managers are asked to describe what problems they are experiencing in their work and actions they believe are necessary. After establishing the training needs, the managers should employee appropriate job training approaches.

According to Donnelly (1998) effective job training programs must accomplish a number of goals, and went on to state some points to consider when drawing job training programs as below;

 It must be based on organizational and individual needs  The objectives must be spelled out and which problems will be solved should be stated

clearly  It should be based on the sound theories of learning; this is a major reason that job training programs are not task amateurs  It must be evaluated to determine whether the job training program is working and is cost effective

According to Robert (2001), job training programs should be designed with the intention of maximizing the retention and transfer of learning to the job. Successful skills learning and factual learning both depend on goal setting, practice and feedback but these skills should be modeled whereas factual information should be presented into logical and meaningful manner.

Cole (1998) emphasized on systematic job training system which can be illustrated as below

Job training policy

Establish job training organization

Identify job training needs

Evaluate job training Plan job training requirements

Carry out job training

According to Cole (1997), it is systematic to start training activity with first designing training policy to guide the training activities, the proceed to establish training organization

i.e. setting a body to conduct training activities, later identify training needs after which training required can be planned and carried out, this is then evaluated to see its effectiveness. If there is divergence from the set standards, the process can be followed as above.

He then identified the following as benefits of systematic training;  The provision of skilled man power for the organization

 Improvement of the existing skills  Increase in knowledge and experience of employees

 Improvement of job performance which results into improvement of job productivity  Improve services to customers  Personal growth opportunities for employees

Cole (1997), further reiterated that training and development plans are further designed to encompass the following;

 What training and development program is to be provided?  How is it to be provided?  When is it to be provided?  By whom it is to be provided?  Where is it to be provided?  At what cost is to be provided?

2.7 Relationship between job training and job performance

Len and Ian (1997) reiterated that employee’s job training is skillful provision of and organization of learning experiences in the work place so that performance can be improved, work goals can be achieved and that through enhancing the skills, knowledge, learning ability and enthusiasm at every level, there can be continues organizational as well as individual growth. This relates job training to performance by stating improvement that results in performance through training programs.

West and Farr (1990), explained that the ability of a person to perform a job was bearing on productivity. Factors like knowledge and skills influence the level of higher performance through training which motivates employees to work hard in order to accomplish certain tasks.

West and Farr identified that higher performance is possible through motivation of employees influenced by job training. Thus in order to perform highly, training is required. Therefore training is part and parcel of higher performance.