Abstract
Training and development have been a part of human resource development strategies for ages. However, many times these strategies have been merely to develop or improve the skills and competencies essential to do the job. This shortsighted approach has benefitted neither the individual employees nor organizations. More so in the current scenario of knowledge-based economies, where tenure is an issue and loyalty is towards professional growth and enhancement, it becomes essential to ensure that training and development focuses on enhancing motivation and ensuring knowledge transfer. Motivated employees are brand ambassadors for the organization and knowledge transfers help in retaining and ensuing career succession. In line with this thinking, adopting a qualitative approach, this chapter aims to discuss and deliberate on how training and development can enhance motivation and ensure effective knowledge transfer with a focus on public enterprises and suggest strategies to do training and development effectively to enhance motivation and effective knowledge transfer.
TopBackground
Human resources forms a critical component of modern businesses. Salah (2016) asserts that success or failure of an organisation can be attributed to the quality of human resources in the organisation. To become a successful organisation, employees need to be trained. According to Karim, Musfiq, and Wasib (2019), training is essential as it improves employees' capacities, outlook, knowledge, and skills, which then leads to an improvement in their level of performance. According to Saleem, Shahid, and Naseem (2011), training is a process that enhances an employee's knowledge, exposure, and talents as well as their current skill set. According to McDowall and Saunders (2010), the importance of training has increased recently because more competent and moderately successful firms invest heavily in staff training Employers heavily rely on the expertise and abilities of their staff to remain competitive and successful in the rapidly evolving technological world. As a result, significant and ongoing investment in training is necessary (Oluwaseun, 2018).
According to Blen (2021), the most significant effect of training on staff and the organisation is an improvement in output quality and quantity, enabling staff to operate more productively and effectively. As personnel with adequate training are less likely to make expensive mistakes, the effects extend to the growth in income. However, Blaine (2009) advises that training needs should be determined first in order to establish a well-structured training programme. Training and development strategies need to be designed based on gap analysis produced by using the information acquired to help identify the mismatch between employee capabilities and what the organisation requires of them (Hussen, 2021). According to Goldstein and Ford (2002), the process of developing a training programme is intended to address an employee's training needs. According to Redmond and Johnson (2016), employees are more dedicated and willing to participate in training programmes if they are aware of the need for training.
Key Terms in this Chapter
Strategies: Method chosen and plans made to bring about a desired future, achievement of a goals or solutions to a problem. Strategies are a result of choices made and a set of managerial decisions and actions that determine the long-term performance of a business enterprises.
Challenges: Something that by its nature or character serves as a call to make special effort, a demand to explain, justify, or difficulty in a undertaking that is stimulating to one engaged in it.
Knowledge Exchange: The act, process, or an instance of exchanging acquaintance with facts, truths, or principles, as from study or investigation for and including general erudition creating, involving, using, or disseminating special knowledge or information.
Globalization: Worldwide integration and development, the process enabling financial and investment markets to operate internationally, largely because of deregulation and improved communications.
Business: Pertains broadly to commercial, financial, and industrial activities.
Government: The organization, machinery, or agency through which a political unit exercises authority and performs functions and which is usually classified according to the distribution of power within it. It is a political system by which are administered and regulated.
Management: Any act by an individual member on the behalf of a group, with the intent to get the group to meet better its goals. It includes acts, activities, or process of looking after and making decisions about something.
Stakeholder: A person with an interest or concern in something, especially in an organization or institution. Stakeholder is a member of a type of organization or system in which as a member or participant seen as having an interest in its success.
Core Competences: Knowledge based technical and human abilities and skills.
Policy: Refers to guidelines as issued by the governance.
Motivation: The act or an instance of motivating, arousing desire to do, creating interest or drive by incentive or inducement. It is a psychological aspect that arouses, sustains and regulates human behavior.