Please Remember To Submit All Written Assignments In Accorda

Please Remember To Submit All Written Assignments In Accordance With A

Please remember to submit all written assignments in accordance with APA writing style and include in-text references and bibliography. Sources should NOT be confined to the text. 250 words a question. (Book used: Human Resource Management: A strategic Approach 6th edition, William P. Anthony, K. Michele Kacmar, & Pamela L. Perrewe) What are the similarities and differences between training and development? When is it to an organization’s advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained? How can the organization determine whether its training program is effective? What are the difference between the behavioral methods and the personnel comparison methods of performance appraisal? What is the purpose of a performance appraisal? What is the relationship between the performance appraisal system and the strategy of the organization?

Paper For Above instruction

Introduction

The fields of training and development are integral components of human resource management (HRM) that contribute significantly to organizational success. While they are often used interchangeably, they have distinct focuses and applications. Understanding the similarities and differences between training and development, as well as their strategic implications, is crucial for organizations seeking to optimize employee performance and achieve long-term goals.

Similarities and Differences Between Training and Development

Training primarily refers to organized efforts to enhance employees' current skills and knowledge to perform their existing roles more effectively (Anthony, Kacmar, & Perrewe, 2020). It is often job-specific, focused on immediate performance improvements, and usually short-term in scope. Development, however, encompasses broader activities aimed at the growth of employees’ capabilities over time, fostering their potential for future roles and responsibilities. It includes activities such as leadership development, career planning, and educational opportunities (Anthony et al., 2020). The main similarity lies in their goal to improve human capital; however, training is reactive, addressing current needs, whereas development is proactive, preparing employees for future challenges.

Hiring Employees Who Need Training vs. Already Trained Employees

Organizations may prefer to hire employees who require training when they need quick contributions and can offer targeted training programs to address specific skill gaps. This approach is advantageous when the organization has the capacity and resources to develop the employee’s skills systematically. Conversely, hiring already trained employees is beneficial when immediate productivity is essential or when specialized skills are required that are not easily developed in-house. This strategy reduces the ramp-up time and can be cost-effective when the required expertise is scarce or highly technical (Anthony et al., 2020).

Assessing the Effectiveness of Training Programs

Organizations can evaluate the effectiveness of training through various methods. Kirkpatrick’s Four-Level Training Evaluation Model is widely used, assessing reaction, learning, behavior, and results (Kirkpatrick & Kirkpatrick, 2006). Surveys and feedback sessions gauge participant satisfaction (reaction), tests and assessments measure knowledge gains (learning), observation of on-the-job performance evaluates behavioral change, and organizational metrics such as productivity or quality improvements reflect results. Combining these measures provides a comprehensive view of training impact.

Behavioral Methods vs. Personnel Comparison Methods of Performance Appraisal

Behavioral methods focus on observable work behaviors critical to performance, such as communication skills or teamwork, often using rating scales or behavioral checklists to quantify performance (Anthony et al., 2020). Conversely, personnel comparison methods involve ranking or grading employees relative to each other or against set standards, emphasizing overall performance rather than specific behaviors. Both methods aim to inform HR decisions but serve different purposes: behavioral methods offer detailed feedback, while personnel comparisons facilitate decisions like promotions or layoffs.

Purpose of Performance Appraisal & Strategic Relationship

The primary purpose of performance appraisal is to evaluate employee contributions, identify areas for improvement, and inform personnel decisions, including training needs, compensation, and career development (Anthony et al., 2020). It also aligns individual performance with organizational objectives. The performance appraisal system’s design should reflect and support the organization’s strategic goals, ensuring that employee evaluation encourages behaviors and competencies that drive strategic success. When integrated effectively, the appraisal system becomes a tool for organizational development and competitive advantage.

Conclusion

Training and development serve complementary roles in fostering a skilled and adaptable workforce. Strategic HR practices involve choosing appropriate hiring strategies, implementing effective training programs, and deploying performance evaluations that align with organizational objectives. By understanding and applying these concepts, organizations can enhance their human capital and sustain competitive advantage in dynamic environments.

References

• Anthony, W. P., Kacmar, K. M., & Perrewe, P. L. (2020). Human Resource Management: A Strategic Approach (6th ed.). Cengage Learning.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
• Noe, R. A. (2020). Fundamentals of Human Resource Management. McGraw-Hill Education.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The Science of Training and Development in Organizations: What Matters in Practice. Psychological Science in the Public Interest, 13(2), 74-101.
• Dessler, G. (2019). Human Resource Management. Pearson.
• Werner, J. M., & DeSimone, R. L. (2020). Human Resource Management. Cengage Learning.
• Bratton, J., & Gold, J. (2017). Human Resource Management: Theory and Practice. Palgrave Macmillan.
• Aguinis, H. (2019). Performance Management. Chicago Business Press.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: From International HR to Talent Management. Journal of World Business, 51(1), 103-114.
• Guzzo, R. A., & Dickson, M. W. (2006). The Search for Impact of Training on Performance: A Review. Journal of Management, 32(3), 313-345.