Training in Human Resource Management


Organizations are finding it hard to remain competitive in the present global economy. As part of the strategy to address the challenge, organizations have explored workforce development programs to create much-needed competitive power. Employees remain an esteemed resource for companies, and failure or success is anchored in the performance of the workforce. Establishments emphasize training programs as an approach to address the issue. Training programs help firms to emphasize the expertise, knowledge, and ability of employees. Therefore, this research is a vigilant assessment of employee training programs and the associated benefits to staff and the company.


There is little doubt that businesses often target global prosperity and competitive advantage. To attain such a magnificent feat, organizations should strive to obtain and use their human resources prudently. Moreover, there is also a dire need to remain more cognizant of keeping the required human capital. Towards such a course, managers often remain focused on every core function expected within the realms of human resource management (Sendawula et al., 2018). Paying this special attention plays an essential role in various administrative, social, and economically pertinent areas that are influential in the realization of set business goals for enhanced sustainability in the market. In line with such organizational objectives, the human resource provides immense contributions to creating the firm’s vision and ensuring improved productivity and efficiency in all customers’ touchpoints.

In today’s business landscape that is hugely characterized by technological inclusion, the available human resources coupled with the knowledge they possess, offer a strategic significance for the competitive power of the business. Knowledgeable workforces remain the momentous and highly valued product, especially in this information society in helping the organization provide the much-needed competitive strength in meeting current and future needs. To stay on the course of anticipated success along with the worldwide competition arena, organizations need to enhance their human resource through various capacity development strategies such as training. Notably, personnel is a key production power in the scaling-up of success in contemporary organizations (Aburumman et al., 2020). Training refers to a particular activity that is planned, systematic, and leads to an improved level of expertise, competency, and knowledge critical to performing organizational roles effectively. The paper discusses training and how it can bring competitive power to my workplace by ensuring staffs have the requisite competencies to thrive in current jobs and mature for future roles.

Background and Significance

Briefly, I currently work in the dental field as a front desk receptionist. Our organization lacks sufficient training for its personnel – the dental assistants learn on the job as sort of a “trial and error” strategy. Moreover, the organization rarely hires people with experience because it is hard to train them in the doctor’s style of work. In nearly all instances, the company recruits from job listing sites such as Indeed or through word of mouth. The company has no set requirements apart from being reliable.

The highlighted case shows that training is a key area that any company in business to make money should embrace. To contribute to the organization’s success, training needs to support the business to attain its core strategy since there exists both indirect and direct association between training and organizational goals. Training is also significant since it helps the workforce to acquire skills needed to do their jobs, which also influences the business (Sendawula, et al., 2018). Offering employees chances to learn and grow establishes a positive work atmosphere, which goes a long in supporting the company’s strategy and appealing to talented staff as well as retaining the existing workforce.

There is a continuous necessity for developing strategies to effectively benefit employees towards the fulfillment of the organization’s mandate. Such developments can be attained through training initiatives to enhance professional abilities. The ever-increasing technological advances mean there is a need for more training. The quest for professional training, especially in the contemporary information society, increased the growing educational heights of individuals, the needs of the current generation, and changes in consumer expectations, among other parameters. Currently, most organizations understand the role of developing or building the capacity of their staff. Ideally, training is not a target to be attained but a fundamental tool to support accomplishing objects of the business. Training remains a principal human resource practice utilized to enhance the completive advantage of a firm (Sendawula et al., 2018). Due to the lack of a literature on many studies learning program, it is complex to update the competency, knowledge, experiences, and skills of employees and increase their job performances to help influence organizational results.

The benefits of human resource training can be seen in two ways. Training helps to enhance productivity, expand the skill, knowledge, and talents of workers, develop an employer-employee relationship, offer adaptation and complete execution of organizational policies, lower personnel resistance to organizational change, and other benefits (Sendawula et al., 2018). In a similar role, training helps personnel to enhance self-confidence and a sense of accomplishment, augments leadership knowledge and communication skills, and enables staff to identify individual goals and approaches to satisfy personal needs.

With increased competition resulting from globalization, advancements in technology, economic and political environment, training remains an indispensable tool for organizations to prepare and adjust to the prevailing circumstances to maintain the desired performance. It is essential not to disregard the existing indication of the progress of knowledge in the business world. The growth has been brought by several factors that encompass advances in technology and combined efforts towards the capacity building of organizational workers. Therefore, it is the role of all businesses to improve the work performance of the staff by implementing employee training and development as a key step towards realizing preferred performance (Sendawula et al., 2018). Since it is apparent that an employee is an essential resource, it is crucial to optimize the role of every employee to the company’s goals and aims as a way of upholding effective performance. The situation, therefore, calls for managers to guarantee an adequate provision of a workforce that is socially and technically competent to handle ensuing roles.

The fundamental question that might come up in numerous cases is whether human resources are vital. Considering that human capital is an intellectual property of the company, staff proves to be an essential source of advancing competitive edge and training is a better way of enhancing this intellectual property. Despite the apparent evidence of the impacts of employee training on organizational performance, my workplace is yet to embrace the practice to reap the benefits that come with it (Noe et al., 2019). The research will help to contribute to enhancing the knowledge of the benefits of training in my workplace.

Applicable Concepts

Existing literature shows that worldwide competition in recent times immensely impacts organizations and those that have invested in staff training show competitive power in the market. Literature on many studies shows that the training process impact employee and organizational performance. According to Aburumman et al. (2020), training contributes an important role in the efficient participation of the workforce in every organizational activity and establishes healthy relationships between employers and staff.

Following training, staffs conduct their work successfully, grow in self-confidence, and establish the foundation for career growth. Aburumman et al. (2020) also posit that training possesses a positive influence on organizational performance and plays a huge role in enhancing employee productivity. Apart from the direct effects on employee performance as reported in various pieces of literature, training programs also influence organizational performance through the productivity of staff. Employee learning programs enhance entrepreneurship and inventiveness of the workforce and offer support in averting wear of personnel due to the complexities encountered in conformity with technological advancements and changes in attitudes and ages of staff. Training programs also improve the productivity of the workforce through job satisfaction, especially during the attitude skill, and knowledge development process (Islam & Ahmed, 2018). Continuous growth and sustainability of learning activities and effective institutional structure are critical for the compliance and survival of a company with ever-changing environmental conditions.

The essential impact of training on employee and organizational performance includes enhanced product quality and amount, high-profit ratios, sustained business stability, reduced risks, lowered company expenses, and cost of production. Training also enhances business management as well as compliance with local and international operational standards. Scholars have also pointed out that staff sufficiency levels might also be enhanced with training activities. According to Noe et al. (2019), training not only enhance productivity and consequently the prosperity of staff but also expands the knowledge levels, making staff gain the requisite skills to handle current and future job. Professional training activities positively impact the staff development and based on the extent of the learning program, individuals and the company will realize desired performance levels. In a scenario of well-trained staff, the management can give them an entire responsibility and trust to attain the highest success level. Well-trained staffs also utilize company resources prudently and productively.

Added value administration through the element of human resources development is an essential tool for staff motivation and satisfaction. Learning new skills and capabilities based on public demand is a component of providing value for the stakeholders. Supporting employee training also encourages a constructive culture in a company. Moreover, staff motivation can be addressed by the life-long learning process and career progression paths created. Nonetheless, the learning process brings added value and through improved staff satisfaction, the cost of hiring can be lowered (Islam & Ahmed, 2018). Other studies have also pointed out that human resources can contribute a huge influence on the business outcome. Precisely, the scholars have referenced various studies about business environments, showing the effect of the learning process on employee commitment, engagement, and productivity.

Employability and lifelong training do not just translate to staff capability of completing daily work tasks. Many authors present various advantages of training as well as talent management. The ability to create in a company impacts competency, efficiency, staff dedication, and opportunities the business can utilize through a lifelong learning process. Prosperous companies are established through value created by human resource training. (Noe et al., 2019) It influences how public and private companies can respond to customer demands. Moreover, initiating and planning change in an ever-changing business landscape is impossible without sufficient staff training. Organizational planning requires integrating staff training to become ready to handle challenges and changes in the business environment.

Discussion from the beginning of the course shows that intangible assists such as customer capital, human capital, intellectual capital, and social capital help firms to gain competitive advantage. Therefore, identifying the requisite formal training, knowledge management, and informal learning is essential for the growth of the above intangible assists (Noe et al., 2019). Several organizations currently consider training as an integral component of the bigger emphasis on constant learning.

An Illustration of Main Features of Continuous Learning
Figure 1: An Illustration of Main Features of Continuous Learning. Source: (Noe et al., 2019)

Figure 1 depicts that knowledge management, informal learning, and formal training and development are essential features of a continuous learning model that stresses performance while ropes in the company strategy. Continuous learning is a learning structure that needs employees to comprehend the whole work system since they are anticipated to gain new skills, use them to execute their work, and share the learning experience with colleagues. Training involves arranged efforts by an organization to expedite employees’ acquiring job-related skills, behaviors, knowledge, and competencies (Noe et al., 2019). The ultimate goal of training is for the staff to master the skills, behaviors, and knowledge stressed in training and execute them in their daily work activities.

Traditionally, organizations have depended on official training strategies through a program, course, or initiative to impart to employees the skills, knowledge, and behaviors they require to effectively handle the jobs. Formal training can be developed and organized by the firm and encompasses events, courses, and programs. Irrespective of the organization’s momentous investments informal learning activities, informal training is also essential for facilitating skill and knowledge acquisition. Informal training is learner initiated, entails action, is motivated by the intent to acquire new skills, and might not take place in the formal learning environment (Noe et al., 2019). It can also happen without a mentor, and its depth, breadth, and timing are regulated by the employee.

Discussion, Implications, and Recommendation

Training is used to bridge the gap between existing performance and anticipated future outcomes. Training is a key component of the human resource development function. The role of this component entails the identification of the needs for doing training and drafting and picking methods and initiatives appropriate for these needs (Islam & Ahmed, 2018). There is also the need to arrange how to execute the identified needs while incorporating assessments of the outcomes.

Policies are essential to ensure that staff performance is gauged which in turn guarantees that suitable training needs to implement. Through the use of performance appraisal findings and reports, businesses can have the capacity to recognize their training needs. However, employees themselves can also indicate the key areas they feel require further capacity development based on the findings of the performance appraisal (Aburumman et al., 2020). After needs assessment, the next stage requires documenting employees’ readiness for the proposed training and that they have the required motivation and the fundamental skills to master the contents of the training. Stage three discourses whether the training has the required factors favorable for effective learning to happen while stage four concentrates on ensuring the staff applies the teachings. Stage five focuses on selecting a training strategy that will guarantee the highest understanding among the trainees.

An Illustration of Training Process
Figure 2: An Illustration of Training Process. Source: (Noe et al., 2019)

The main objective of undertaking training is to gain and enhance the skills, knowledge, and attitudes necessary to handle the job. It is one of the essential potential motivators resulting in long-term and short-term benefits for organizations and individuals. Some of the benefits of staff training entail high morale where the worker receiving the exercise has increased motivation and confidence. Training also helps to reduce the cost of production since it eliminates real or perceived risks because a trained workforce can make greater use of equipment and materials, leading to reduced waste. It also helps to reduce staff turnover; it creates a sense of job security, which in turn lowers turnover and malingering (Aburumman et al., 2020). Training also contributes to change management since it helps to handle transformation by expanding the understanding and participation of staff in the process while offering the abilities and skills required to adjust to fresh situations.

Human Resource Training Needs

Training needs at an organization might happen at three levels. The first stage is the strategic level where requirements are established by the top management while incorporating the organization’s strategy, problems, mission, and goals, which need a solution. The next level of training needs is tactical where requirements are documented with middle management while progression needs to the cooperation and coordination between organization sections. The third level entails the operational stage where needs are established with lower management units and other employees while considering challenges linked to operations such as the job performance of individual staff (Islam & Ahmed, 2018). To empower the company, and formulate training goals that will facilitate both informal and formal learning methods, it is worth considering sufficient coordination and incorporation of requirements within the realms of the above three levels. It is also vital to contemplate that during the training needs identification, there is an urgent need to develop, uphold, and enhance any systems necessary in equipping the workforce with the necessary skills to complete their work. Moreover, training drives need to be designed to encompass different staff needs.

Training Methods

Training programs are meant to create a raft of benefits such as improving performance on the existing job and imparting new skills and knowledge in a new job to prepare the employee to handle current and future needs. Two main methods of training are available for organizations to select and these include on-the-job learning and off-the-job training. On-the-job training is administered to employees while performing their normal duties at work, facilitating maximum concentration on the exercise (Noe et al., 2019). Some examples of on-the-job training include job transfers and rotations, mentoring, and coaching. Alternatively, off-the-job training encompasses role-playing, conferences, etc.

Implications of Training to Employee

Career competencies remain one of the vital benefits an employee gains from the training program. An individual will learn technical and soft skills to be used in the job. Fresh college graduates would mostly consider a company that offers intense training programs to their staff. The organizations might also lose freshly trained workers with many years of career after investing in such capacity-building programs (Noe et al., 2019). For instance, professionals placed within the information technology industry are cognizant that appropriate skills are authority and as such, need to retain their talent and skills based on their present requirements in the labor market. Training helps employees to remain relevant in the future and acquire appropriate skills and competencies to cope with future industry needs.

The need for white-collar jobs is continuous and many firms have existing arrangements to handle such needs by integrating learning programs as a way of capacity enhancement to prepare staff for these modifications. Such requirements are compelling the workforce to appraise their job capabilities and skills to help in sustaining their employment. Following such situations, many employees have reformed their attitudes to gain meaningful work skills that will go a long way in sustaining their work It can also help them enhance their skills and knowledge to manage future needs, resulting in job satisfaction (Islam & Ahmed, 2018). Moreover, employees comprehend that training can assist them in landing superior roles and higher pay.

Training also results in employee satisfaction since it generates a feeling of caring from the organization. Firms that are willing to invest in staff training, give value to the job with such companies, although such investments eventually help the organization. In the long run, the companies that have embedded employee training programs tend to attain high levels of staff satisfaction combined with reduced employee turnover (Islam & Ahmed, 2018). Employee training also increases the company’s reliability since the staff will recognize that the organization is committed to investing in their future, making them loyal and dedicated to their duties. Whereas loyalty to the company is hard to quantify, it is critical to the inherent reward felt by the employee. The staff will feel comfortable and required to stay since firms make effort to capacity build them. Satisfied employees feel that the job has a purpose and is integral to the company. Employee performance is another benefit that training will bring to a company. Training impacts on behavior of workers and their job skills which leads to improved employee performance and extra constructive changes that act to increase performance.

Implications of Training to Organization

Employee training results in the company’s market growth and is important for it to remain solvent and exercise competitive power in the market. While it is costly for businesses to spend resources on their workforce, the investment remains a positive engagement for the company to remain in the market. The two motives that are important for organizations to train staff to entail identifying the significance of learning and marketable by the company (Islam & Ahmed, 2018). The top management of the organization also needs to comprehend how quickly information passes in the contemporary business environment. Organizations are compelled to develop and preserve training settings for workers to expand their knowledge and competitive capability. Nonetheless, staff training initiatives derived from a high price but generate a positive effect on the company’s market performance. For instance, companies such as General Electric and Microsoft are wholly large efficient firms that realize training programs as real investments. Employee training initiatives not only grow the profits of a company but also offers a difference in the native market. Companies can practice training programs to support the existing workforce, prospective workers, and clients of the company.

Training also contributes to organizational performance and effectiveness in many ways. The exploration on this matter commends that investing in training programs can be justified by the effect it establishes to develop a person and organization at large. Furthermore, earlier studies mentioned causation between company effectiveness and training. One of the key glitches that are normally problematic to recognize, is suggesting a practical calculation of performance in an organization brought by employee training (Islam & Ahmed, 2018). The circumstance is partly contributed by lack of sufficient data coupled with little methodological constraints averting the satisfactory appraisal of the effect of personnel performance and appreciation of organization. Nonetheless, there is a growth factor that personnel management practices influence attitude and work-linked manners. To gauge the impact of employee training on an organization, it is prudent to review the direct connection of organizational commitment. Moreover, it has been further interrelated to the efficiency of the company.

Positive work-linked perception and performance rely on the insight of staff as they feel that the company takes care of them. However, a similar factor is seen to be reliable while viewed through the social exchange theory. The model depicts that emotional agreement between employee and employer is a fundamental element of company performance. Others have suggested that the social exchange model originated by the institutions when they embraced caring for the interests of the workforce. Employees then react with optimistic attitudinal and interactive responses which are supportive of the company (Sendawula et al., 2018). Though training can be applied to aggravate the ideal results that might contain enhanced organizational commitment. Existing research suggested that the issue of a training program is likely taken through a consent process with the employee, facilitating organizations to enter into a social exchange with the workforce. Therefore, the social exchange arrangement generates a lasting psychological bond between the organization and the employee.

Training programs in an organization also contribute to employee retention. Research shows that staff retention is a problematic idea since there is no precise approach to retaining staff with the company. Many organizations have shown that one key feature that aids in retaining the workforce is to provide an opportunity for expanding their learning. Therefore, this confirms the ardent relationship between employee retention and staff training programs in an organization. Companies need to comprehend that an experienced workforce is a vital asset, making it for the firm to suffer the challenge of finding viable opportunities to retain such expertise and talent. Consequently, businesses that are offering training programs to their staff are likely to reap the success of retaining them. Some scholars have established that in places where companies offer help to their staff to grow professionally, the turnover is about 45 percent fewer than in organizations where relations with staff development are not embraced (Aburumman et al., 2020). Contrarily, many staffs take part in training programs organized by their respective companies but are not cognizant of the conventional connection between employee retention and such learning opportunities.

Many managers have established that a positive learning environment is channeled to increased retention frequencies in the firm. Companies that offer employee retention initiatives are successful in retaining their workforce. Employee retaining is an unforced practice by companies to launch a setting that comprises workers for long-standing planning (Sendawula et al., 2018). For the explanation of more efficient retention, scholars recommend that companies might contain training programs that categorize volunteer tasks, expectations, and requirements. Therefore, to effectively retain employees, companies need to seriously deliberate about their investment in staff training.

Summarized Implication of Training Program
Figure 3: Summarized Implication of Training Program

The outcome of this research can be used in several different ways by companies. The significant fact is that organizations essentially invest their efforts and commitment in their employee. The workforce needs a feeling like they are generating a significant adjustment to the organization’s success and offering constructive results and goals to effectively complete their work. Moreover, it is complex for many organizations to create corporate-level institutions as well as offer numerous chances for internal promotions. However, it is simple for companies to support their workforce in making action plans and professional goals for the growth of their career (Jaworski et al., 2018). Some companies might realize that they have staff who use their skills and abilities to further establishments. Nonetheless, the firms also establish that they are growing a sense of allegiance from other personnel.


Firstly, in this research, it becomes apparent that further need for future studies is necessary. The paper proposes that the advantages of training programs may create positive impacts just like an individual worker benefit which in turn influences organizational performance. However, more research is needed to identify the key features that facilitate a smooth transfer of staff development benefits in a distinct way (Jaworski, et al., 2018). Moreover, certain unique questions of vertical transfer of how staff training directly impacts employees and the organization. A theoretical model of this process exists in various pieces of literature but with little empirical research on the topic.

Secondly, there a gap occurs between the academic literature and applied concept regarding the utilization of the cycle time as the element to gauge the effectiveness of training programs. The magnitude of the impact of the performance quality might not be the same as persons and companies recognize and execute solutions to emerging problems (Aburumman et al., 2020). Businesses are realizing the advantages of staff training programs as they are getting pressure from market competitors. Further research is needed regarding the factors that can surge the sensitization of the benefits of training at several stages of exploration. Such studies might receive help from primary research on the impacts of training on the performance adaptability of organizations and employees.

Thirdly, whereas the character of effect has been identified in the extent of the response to training programs, the effect might do additional work in the learning process. Preceding research has emphasized the affiliation between the performance of staff and training programs. However, research has provided fewer deliberations on the connection between effective situations through the learning process. Providing the workforce with training opportunities creates an impression that the company cares for its staff (Jaworski et al., 2018). The perception in personnel might generate benefits despite training process not transfer not optimum. Therefore, future studies on this issue need to outline the training process and its observation on caring for employees.


The significance of training to any organization cannot be underestimated. Companies must examine and comprehend the importance of learning programs for their employees, especially in this contemporary business landscape characterized by ever-growing technological changes. The goal of this paper entailed discussing training and how it can bring competitive power to my workplace by ensuring staffs have the requisite competencies to thrive in current jobs and mature for future roles. In this research, it is apparent that training programs result in vital benefits for organizations and employees. The discussion points out that the benefits differ from the organization and individual performance. To effectively comprehend the benefits that training creates, the paper highlights the training process coupled with concentrating on learning design, delivery strategy, and transfer of content to leverage the full advantages. Based on these premises, it is strongly recommended for companies to develop and implement employee training to harvest the benefits that come along and stay competitive in the respective markets.

An organized and effective training activity with supportive instruments will immensely support organizations in the quest to retain their most valued workforce, especially the ones with a wealth of experience. When a company is in a position to support every employee in meeting their professional requirements then both the staff and the firm will stand to have long-term benefits. It is also essential for companies to sensibly assess the achievement of the staff training program. The findings obtained in this research show that training has an impact on employee job performance. The finding is consistent with previous studies that point to the benefits of training to an organization and individual.


Aburumman, O., Salleh, A., Omar, K., & Abadi, M. (2020). The impact of human resource management practices and career satisfaction on employee’s turnover intention. Management Science Letters, 10(3), 641-652.

Islam, T., & Ahmed, I. (2018). Mechanism between perceived organizational support and transfer of training: Explanatory role of self-efficacy and job satisfaction. Management Research Review, 41(3), 298-313.

Jaworski, C., Ravichandran, S., Karpinski, A. C., & Singh, S. (2018). The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment. International Journal of Hospitality Management, 74(1), 1-12.

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2019). Human resource management: Gaining a competitive advantage. McGraw-Hill.

Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J., & Najjemba Muganga, G. (2018). Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5(1), 1470891.

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