Student Name and ID :

Azwad Arefin - 1621137

Course : HRM460
Section : 02
Course Name : International Human Resource Management

Course Instructor : Mr Shafiqul Alam

Semester : Spring 2021

Date of Submission : 3rd of May, 2021.

Introduction

Training and development is the framework that emphasizes on the employee through education,
to satisfy the organization’s long term needs and also the employee’s career goals. Employee
attitudes are evaluative statements that can be positive or negative about individuals, objects, or
events. Employee behavior represents one's feelings towards another. Employee behavior is
extremely important in companies because it reveals a lot about a person's personality. The
development of human resources can be described simply as the most important section of any
company. Human resources are the people employed in an organization. The production of
human resources does not concentrate solely on the growth and development of the employee.
Training for employees' technical advancement is most important in modern industrial
environments. Management should ensure that a development program, both for individuals and
in the company, seeks to bring about positive changes.

Training is defined as “a planned process to modify attitude, knowledge, skill or behavior

through learning experience to achieve effective performance in an activity or range of activities.
Its purpose, in the work situation, is to develop the abilities of the individuals and to satisfy the
current and future needs of the organization”. Beardwell and Holden, two researchers claimed
that formation was a planned method used to modify the attitudes, knowledge, skill sets and
behavior of a specific activity or set of activities through learning experiences. Its goal is to
improve individual skills and meet the needs of the company in the present and future sense.
This concept includes training and development with preparation as an organized initiative aimed
at altering skills through participation and training. Training is a progressive arranged loop,
which doubles a large number of phases related to the task to achieve the desired benefit.

Training and Learning Theories:

Situated Learning or Cognition Theory: In theory, the products that we produce or use, like
the instances, organize trainees in their operational environment in essence. This material is at
the beginning of the methodology stage and is recorded by the clear evidence of the problems in
which the trainee understands and is associated to a specific context in a limited degree. Located
learning depends on the conditions under which trainees are regularly included. In comparable
situations, the situational skills of trainees should be included. Preparation activities will be
shared and done with various learners who work to identify and address problems somewhat
effectively.

Constructivism & Experiential Learning Theory: A constructivist point of view means that
knowledge and skills can be improved in several ways without any perfect structure ultimately.
Constructivism is suitable for arranged and scenic strategies, as in organizational conditions it
emphasizes understandable genuine capacities. The various parts of success should be identified,
demonstrated and captured in skills developing in a specific context. This enables individuals
and organisations to identify gaps and drawbacks in implementation in a specific area of
expertise. Such a solid, friendly investment could also accelerate the learning cycle. In view of
constructivism and the use of brain study, logic and humanism, humanities, humanities and
intellectual sciences, the multidisciplinary theory of experiential learning is generally to gain a
more notable knowledge of the course.

Transformative Learning Theory: Transformative learning empowers and calls on trainees to

participate successfully in the training and use of learning tasks, and many recognize the
plausibility of being able to participate and take part effectively in various decisions. Job
satisfaction and responsibility are equally important to the education and breakdown of employee
inventivity and to find a solution to choices and risks which are constructive in their motivation
and performance. The use of caution, role and support in decision-making is transformative and
experiential learning.

Action Theory: Action theory aims at explaining how learning is handled and how individuals
can adjust their behavior in ordinary or potentially unusual situations to eventually achieve
objectives. Located learning strategies require unusual situations and anticipate trainees in order
to manage the situation imaginatively. Despite various theories of cognitive and information
processing, action theory is related to the working environment and to the outcomes. The cycles
involving cooperation between environmental factors, including employee behaviour and
cognitive control, which influence behavior and performance, are often associated with each
other. Action theory is an effective tool for examining how the knowledge of a
trainee/psychological employee's aspects is handled using the theory of positive growth for the
areas of concentration, arrangement, activity structure and structure of theories. Due to the
complicated interaction of learning, trainers may check trainees/employees for knowledge to
decrease or job overload.

Human Capital Theory: The theory of human capital relies on neo-traditional job market,
education and financial development speculation. It underestimates that employees are valuable
assets and attempts to determine if specially trained employees are more profitable than other
personnel. Since employees would not be motivated to finance their own training needs,
regardless of their improved efficiency after those training sessions. These training expenses will
also be managed by companies as they will almost all benefit from increased productivity
provided by employees' new skills.

The quality and diversity of the training offered by the employees is the main incentive. Reasons
for the conduct of an employee training must be established within the context of a systematic,
consistent and ongoing training program for employees. This form of education is critical in
ensuring that employees are encouraged to learn new concepts and also benefit their department.
Training and development offers consistent guidance and less time is needed to implement
training programs. All organizations must adopt a variety of strategies to ensure that they have
the right number and type of people. With a lack of skills and the rapid spread of emerging
technologies continuing to exert tremendous strain on the employers' after-training operations, it
is advisable that the training and development processes be analyzed step-by-step.

The most common types of training are mentioned below:

● On the job training- This approach gives employees clear guidance on the actual
workplace to perform their jobs. The employees can learn the skills needed to work in the
current working conditions and are also accustomed to the working climate. Furthermore,
companies must not bear any extra costs in establishing a simulated framework to offer
staff training.
● Off the job training- This is the way employees learn their work responsibilities from
the actual workplace. Further training consists of a place that may be close to the actual
 workplace, particularly for training purposes. This is why the employees must practice
their skills and be well trained with the equipment and strategies to be employed in the
actual place of work. These include case studies, play of roles, special lectures, etc.
● Job Rotation- Employee morale and loyalty can be boosted significantly by job rotation.
This approach encourages people to develop and work for advancement, as well as
happiness and cooperation. Still, for introverts, this can be a difficult task because they
are afraid of failing in front of others. It's also a procedure that takes a long time and
leaves a lot of space for error.
● Internship- Internships are beneficial to all parties. Employers can benefit from
employee assistance, and workers can benefit from employer guidance and preparation.
Even so, this can be stressful or contradictory in some situations. This is an ideal teaching
approach in cases and conditions where the learners have some prior experience and the
managers are respectful and understanding.

The benefits of training and development in the workplace are as follows:

● Employers can face difficulties in hiring and retaining employees; however, this can be
prevented by career growth. Training programs have become so popular in companies
that they are often seen as a recruiting advantage. Offering programs as part of an
employee's employment contract establishes a sense of appreciation within the
organization, which fosters engagement and, in turn, staff retention.
● Targeting skills and employees for potential leadership would aid in the growth and
development of a company. Human resource professionals may pick current employees
as managerial candidates or start with the initial acquisition of leadership talent.
Establishing leadership development programs ensures that an organization's potential
corporate priorities are still considered through training promotable talent.
● Workplace boredom can lead to feelings of frustration and poor work habits. Regular
improvement programs will help to keep employees from being bored at work. Frequent
training programs can also ensure that staff, qualifications, and procedures are
re-evaluated on a regular basis. Training and growth would also have an effect on
business culture by emphasizing preparation.
References:

Toppr. Training and Development

https://www.toppr.com/guides/business-management-and-entrepreneurship/human-resource-man
agement/training-and-development/

Beardwell, & Holden. (2001). Human resource management. A contemporary approach. Pearson
Education Limited.

Jeremy Reynolds. ( 22nd May, 2019). The Most Effective Training Methods.
https://hrdailyadvisor.blr.com/2019/05/22/the-most-effective-training-methods/

Bryman. (1996). The importance of context: qualitative research and the study of leadership.
Leadership Quarterly.

Claire Valentin. (3rd March, 2006) Researching human resource development: emergence of a
critical approach to HRD enquiry
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-2419.2006.00244.x
.
Garcia. (2005). Training and business performance: the Spanish Case. InternationalJournal of
Human Resource Management.

Ellen A. Drost Colette A. Frayne Kevin B. Lowe J. Michael Geringer. (04th of April, 2002)
Benchmarking training and development practices: a multi‐country comparative analysis.
https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.10020