NATIONAL INSTITUTE OF TRANSPORT

DEPARTMENT OF BUSINESS AND ENTREPRENEURSHIP STUDIES

(BES)
MODULE NAME : PRINCIPLES OF HUMAN RESOURCE MANAGEMENT
MODULE CODE : HRU 07203.
LECTURER’S NAME : GODFREY MWEMA.
PROGRAMME : BBA
STREAM :A
SEMISTER : II
TASK : INDIVIDUAL ASSIGNMENT 02
ACADEMIC YEAR : 2022/2023
SUBMISSION DATE :12/05/2023
S/N STUDENT NAME REGISTRATION NUMBER SIGNATURE

01. ADVERA G KAMUGISHA NIT/BBA/2022/1927

02. ANDREA A KALINGA NIT/BBA/2022/2258

03. ANOLD L KAVISHE NIT/BBA/2021/1749

04. COLETHA MIZENGO NIT/BBA/2022/2214

05. EVELYNE PALANGYO NIT/BBA/2022/1925

Question:

Often managers are reluctant to spare their key employees for training or retraining. Basing on
the aforementioned statement, explain clearly how can this problem be resolved?
Answer:

A manager is a person who directs, plans, and coordinates the work of others to achieve
organizational goals. Managers are responsible for making decisions, allocating resources, and
overseeing the day-to-day operations of a business or department. They are required to have
skills such as leadership, communication, problem-solving, and decision-making. According to
Peter Drucker, "the task of management is to make people capable of joint performance, to make
their strengths effective and their weaknesses irrelevant". In his book "The Practice of
Management", Drucker emphasizes the significance of management as a skilled activity and
highlights that it requires the development of sound principles based on a sustained study of
management. The problem of managers is reluctant to spare their key employees for training or
retraining can be solved by the following: -

1. Show the benefits of training: One way to overcome managers' reluctance to spare key
employees for training is to demonstrate the benefits of training to the organization.
According to Griffin and Moorhead (2019), training can enhance employees' skills and
knowledge, which ultimately can lead to improved productivity and quality of work.
Managers can communicate this to employees and reassure them that the time spent on
training will pay dividends in the future.
2. Offer flexible training options: Another way to address this problem is to offer flexible
training options that can accommodate employees' schedules. For example, managers could
offer online courses or self-paced learning modules that employees can complete in their own
time. According to Noe (2017), technology-based training can be an effective way to deliver
training to employees who have limited availability.
3. Use on-the-job training: Managers can also use on-the-job training as a way to train
employees without disrupting their work. According to Tovey (2017), on-the-job training can
be an effective way to develop employees' skills while also allowing them to continue their
work. This can involve having the employee work alongside an experienced colleague or
mentor, or receiving coaching or feedback from a manager.
4. Develop a training plan: A well-developed training plan can also help overcome managers'
reluctance to spare key employees for training. According to Bratton and Gold (2017), a
training plan can help managers identify the skills that need to be developed, the appropriate
 training methods, and a timeline for implementation. This can help minimize any disruptions
to work and reassure managers that the training is targeted and efficient.
5. Reward employees for training: Managers can also motivate employees to participate in
training by offering rewards or incentives for completion. According to Noe (2017), rewards
such as bonuses, promotions or additional responsibilities can encourage employees to invest
time and effort in training. This can help managers to balance the needs of the organization
with the development of their key employees.
6. Plan for employee development: Finally, managers can overcome reluctance to spare key
employees for training by making employee development a priority. According to Griffin
and Moorhead (2019), employees are more likely to be motivated and engaged in their work
when they perceive that their organization is investing in their development. This can help
managers to build a culture of continuous learning and development, which can benefit the
organization over the long term.
 REFERENCES
Bratton, J. and Gold, J. (2017). Human resource management: Theory and practice. Palgrave
Macmillan.
Griffin, R. W. and Moorhead, G. (2019). Organizational behavior: Managing people and
organizations. Cengage Learning.
Noe, R. A. (2017). Employee training and development. McGraw-Hill.
Tovey, M. D. (2017). The One-Minute Guide to On-the-Job Training. John Wiley & Sons.