DEPARTMENT OF APPLIED SCIENCES AND BUSINESS STUDIES

D8/8 MANAGEMENT FEBRUARY 2, 2016

TRAINING

Definition
Training is job oriented preparation for an occupation or for specific skills.
OR
Training is giving instructions to learners based on knowledge and skills acquisition for a job.

Training Need.
When the level of an employees skill or knowledge about a job is lower than that of the requirements of that
particular job, it is said that a training need exists. Thus a training need is the gap between the level of skill or
knowledge that an employee possesses and the requirements of the job.
For instance, a training need exists if an electrician working in the transmission department does not know how to
install a transformer.
Types of Training

A manager has various methods of training to choose from for his/her surbordinates. Some of these are;

a) On-the-job Training
i) On-the-job instruction: where an instructors gives instruction to trainees as they carryout the job.
It develops trainee-supervisor links but brings about noise and pressure of work;
ii) Coaching: Where each stage of the job is monitored and approved by the supervisor before one
proceeds. This method develops trainee-supervisor relationships, but brings about pressure of
work and work is done in piece meal.
iii) Counseling: where a supervisor provides advise or guidance to the subordinate in the trainees
areas of weakness. Counseling skills need to be developed to meet this need.
iv) Delegation: where one passes authority over tasks to his or her subordinate(s) but retains
responsibility for its outcomes. It increases the scope of job and provides greater motivation.
However, subordinates may make mistakes or fail to achieve the tasks.
 v) Secondment: where an employee is attached to another institution with a purpose to expose
them to new tasks and environment. This method increases the trainees experience of employee
and creates new interest. The danger is that the employee may not succeed in the new position.
b) Off-the-job-training
i) Lectures/talks instructors stands in front and provides information to trainees in a organized
environment. It is useful for factual information but has one way emphasis with little
participation from trainees;
ii) Group discussions: trainees sit in groups and discuss a topic and generate ideas. It is good in
generating good ideas and solutions. However it requires good leadership skills;
iii) Skills development Exercises: where deliberate program is drawn to develop a particular skill in
trainees, for instance, a workshop to teach on how to repair amplifiers. it is a safe way to practice
key skills but careful organization is required.
iv) College courses (long): Where trainees are sent to an established educational institution for
training. This methods leads to qualifications, ensures comprehensive cover of theory. However,
it requires a long time and there is not enough practice.
v) College courses (short): These may be done at established educational institutions or in any
organized setup away from the place of work. It supplements in-company training and is
independent of internal politics. Sometimes short courses run by some educational institutions
may not meet the requirements of the trainees.
vi) Consultants/other training organizations: where an expert is brought in to provide training away
from the work place. Clients needs are given priority and fills gaps of company provision.
However, it can be expensive and may heavily depend on packages.
Stages of a Training Programme
The training programme consists of three (3) stages. These are:
i. Identification of training needs
This involves finding out what skills and knowledge present workers have and estimating those which
they require within the foreseeable future.
ii. Method of Study
The organisation has to decide which training method to use. This will depend on the companys
preferences and time available for training. Two (2) types of training options can be used. These are:
On-the-job Training: which involves training on the floor of the company workshop;
Off-the-job Training: this consists of training outside the organization by sending the trainee
to such institutions as colleges and universities.
iii. Assessment of Training.
 Judging the effectiveness of training is done by methods including formal tests, observation of skills
improvement and performance and assessments based on the output and productivity.
Benefits of Systematic Training
The benefits of systematic Training to an organization are:
i. Provision of a pool of skilled personnel for the organization;
ii. Improvement of existing skills;
iii. Increase in the knowledge and experience of employees;
iv. Improvement in job performance resulting in higher productivity;
v. Improved service to customers;
vi. Greater commitment of staff;
vii. Increased value of employees knowledge and skills;
viii. Personal growth opportunities for employees.