The need to achieve goals and to actualize oneself in the chosen area is widespread among employees in any field. Considering these psychological aspects of employees, organizations are providing a healthy climate for their working force. In recent times, it has become common for organizations to allocate budget for training and development. An organization is convinced about the effect of a training program if employees are able to assimilate learned skills and are well conversant with the organizational objectives. Against this background, the article gives an insight into the psychological dimensions of an effective training program.
The Training and Development (T&D) function in an organization has gained a lot of importance due to advancement in technology and changes in market force. The need for training and development can be emphasized in various work situations, such as in harnessing skills for existing jobs, planning out one's future job profile, elevating employee's performance and so on. Companies usually set apart a particular share of their budgets for T&D and this has increased over the past couple of years. Training and development budgets now gobble up anyway from 2.5% to 3% of payrolls.
In earlier days, skills for a particular work were inherited from one generation to another. For instance, a junior goldsmith would learn the nuances of the skills without formal education and would be trained in the job naturally. The skills thus inherited would be precise and also fetch his livelihood. Along with acquisition of trade skills (knowledge), there would be communication skills, interpersonal skills and personality development that would automatically follow through observation, classical and operant learning methods, even without his conscious knowledge. |
