Gamification of employee training and development

The study aims to examine the impact of training and development on effectiveness and loyalty among workers of Transmission Company of Nigeria, Osogbo, Osun State. The study adopted a descriptive survey research design. The study collected data through a structured questionnaire which contained three sections for demographic variables, Employee Training and Development Scale, and Employees' Effectiveness and Loyalty Scale respectively. 80 respondents were selected through the use of random sampling techniques across the establishment. Descriptive and inferential statistics were used to analyses the data. The hypotheses were tested with Pearson Product Moment Correlation and regression analysis. Hypothesis one revealed a positive correlation between employee training & development and employees’ effectiveness. The result of the second hypothesis indicated a positive correlation between training & development and employees loyalty. The study recommended regular intensive training to achieve the company's objectives through staff effectiveness. Management should also focus on innovative developmental programmes and policies for employees to be more loyal.

Download Full-text

Employee Training and Development Principles

Servant Leader Human Resource Management ◽

10.1057/9781137428370_9 ◽

2014 ◽

pp. 199-214

Author(s):

Gary E. Roberts

Keyword(s):

Employee Training ◽

Training And Development

Download Full-text

Rethinking the Measurement of Training and Development in the Professions

International Journal of Adult Vocational Education and Technology ◽

10.4018/javet.2010100903 ◽

2010 ◽

Vol 1 (1) ◽

pp. 31-48

Author(s):

Doug Lynch ◽

Chris Thomas ◽

Wendy Green ◽

Michael Gottfried ◽

Matthew Varga

Keyword(s):

21St Century ◽

Employee Training ◽

Close Relation ◽

Training And Development ◽

Organizational Processes ◽

Tier Ii ◽

Development Professionals ◽

Training Activities ◽

Occupational Background ◽

The Impact

The 21st century is often called the “age of talent.” Globalization has influenced both organizational processes and employee training, creating an increased need for educated, skilled, and adaptable employees. Training and development has become an integral part of most organizations’ efforts to develop and maintain competitive advantage, with an emphasis on creating learning organizations. These changes in the methods, modes and quantity of training have made it challenging to quantify the amount of training occurring across workplaces. This article takes the view that in order to understand the impact of training on organizations, it is important to conceptualize where and through whom training activities occur. We can think of the training and development profession as consisting of a series of four tiers, with the T&D function occurring less centrally within each tier. Tier I members of the training and development profession occupy jobs in which training and development are paramount to their roles and occupy the vast majority, if not all, of their time. Tier II professionals may be the primary person within the organization responsible for training and development, but the training is often limited to a particular focal area. A whole host of supervisory occupations might be considered Tier III jobs because of the close relation supervisors often have with the employees they supervise. Tier IV training and development professionals may come from any occupational background, and this is where much of informal training occurs.

Download Full-text

A study on Role of employee training and development and its impact on productivity

Strad Research ◽

10.37896/sr7.11/027 ◽

2020 ◽

Vol 7 (11) ◽

Keyword(s):

Employee Training ◽

Training And Development

Download Full-text

Resolving the conundrum of superior performers in organizations with the utilization of competency profiling

SHS Web of Conferences ◽

10.1051/shsconf/20184801009 ◽

2018 ◽

Vol 48 ◽

pp. 01009

Author(s):

Nornazira Suhairom ◽

Nur Husna Abd Wahid ◽

Rafeizah Zulkifli ◽

Ahmad Nabil Md Nasir

Keyword(s):

Work Performance ◽

Management Practices ◽

Employee Training ◽

Talent Management ◽

Measurement Model ◽

Training And Development ◽

Self Concept ◽

Performance Outcome ◽

Good People ◽

Unique Approach

Studies have shown that superior performers provide increased productivity, profit and revenue especially for service and business-driven organizations. Undeniably, good people are great for business; however, previous studies provide limited indication on how to identify superior performers from average performers. In this study, the Star-Chef Competency Profile Assessment test was developed to help organizations identify and differentiate superior performers. The instrument helps in identifying and articulating the distinguishing characteristics of people who perform exceptionally well compared to those that do not. The Star-Chef Competency Profile Assessment analyses a person’s fit with six pillars of competency that encompass important competencies required for culinary profession: technical (culinary-specific), non-technical (generic), self-concept, personal quality, physical state and motives. Further, the competency profiling technique utilized the Rasch Measurement Model in identifying the superior performers. Competency profiling assessment was conducted among culinary professionals in Malaysian hotels sector. This is a practical, unique approach in improving organizational talent management practices for employee training and development. Identifying and keeping the superior performers is important in enhancing work performance outcome which eventually will contribute to the organizational effectiveness. This information hones the organization ability to nail down the best employees that could be polished for higher level.

Download Full-text