Impact of Training and Development case study of mobilink

The working title of the study is initially drafted as – Impact of Training and Development on Employee Performance and the Organisation – Case Study of MOBILINK. In particular, the research will focus on how training and development affects the performance of both employee and the Organisation. Employees are increasingly demanding change, choice, flexibility, and variety in their work; suggesting that with the de-layering of organizations and empowerment of individual employees, the future for both the organization and the individual lies not in promotion to successively higher levels of management, but rather in developing the value of the individual as human capital (Seidler, 1996). The value of human capital is enhanced by acquisition of higher performance potential such as new tasks, functions, and KSAPs (knowledge, skills, abilities, personal attributes) (McGregor, 1988).

The paper discusses in detail the research proposal of the topic. Training and Development (T&D) basically deals with the acquisition of understanding, knowledge, techniques and practice. In this research proposal, the background and problem of the study are presented; the objectives of the study are formulated. Here, vital concepts, questions and assumptions are stated. Finally, the methodology to be used is discussed.

Research Problem:

The key problem that will be addressed in this study is how T&D affects the performance of both employees and the Organisation. The following research questions will be given answer to in the course of the study.

Discussion of the Employee Training and Development in MOBILINK. i.e. in what specific ways does T&D improve the performance of the staff and organisation.

Discussion about other supportive elements or approaches that enhance the Training and development requirements according to the globalisation.

Conclude the effects as much as the benefits that the employee can get and the positive return for the business in carrying out of training and development.

I will use the case study method that will permit my study to observe, evaluate and

formulate its own analysis concerning to the subject of training and

development.

Purpose of the Study:

The purpose of the study is to simply establish the sound answer on the effects of the training and development on employees and the organisation. The research specifically examines the employee training and development program within the Organisation and their positive return to the business. Moreover the study provides discussions made by other authors regarding employee training and development.

The study believes that training has a big relationship on the level of understanding, knowledge, and skill of an employee. In other way, the training also creates a big advantage for the organization in their incorporation that can be admitted as part of the organizational system. In addition, the training can comes in different forms and should not be stick in one training strategy or techniques for there are many reasons that might trigger to its development.

Objectives of the Study:

The primary objective of this study is to investigate how effective is employee training and development at MOBILINK. In employee training and development literature, human resource is the greatest source of the improvement of a business. Likewise, it is necessary to study the current practices in company training and development that are supposed to contribute to the enhancement of the employees’ skills and organisational performance.  To address this objective, the researcher will conduct a survey on the new employees’ perception of their training under Mobilink. Moreover, the survey intended to find out if new employees were satisfied with their jobs in their first four weeks in the company. In addition, management personnel were interviewed to evaluate their views on effective employee training and development program and on employee retention and attrition.

Literature Review:

Training and development is essential to organizations which seek to gain a competitive advantage through a highly skilled and flexible workforce, and are seen as a major element

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to high productivity and quality performance. A skilled workforce can increase productivity by producing a higher level of work with greater value. The organisations seek to ensure the availability of reliable workforce to aid in the realisation of its strategic business plan. To achieve this goal, the company should train and development career (Wilson, 2005). It is worth noting that different companies have different approaches to their business.Further, education seems to be the same for the students of the same profession. This has the indication that the ultimate skills and experience enjoyed by the employee reflects their training in a particular organisation (Wilson 2005,p.102).Employee engagement practices are instrumental in promoting employee commitment to the mission and objectives of an organisation. According to the principles of effective human resource management, training and Development of employees is one of the reliable tools of ensuring their satisfaction at the workplace (Bureau of Labour Statistics, 2009). This is due to the fact that training eliminates the demoralisation aspects brought by failure to efficiently realise one’s expectations at the workplace. In addition, training gives employees an opportunity to achieve their professional career goals while earning a living. All these are important are important in meeting the social and economic responsibilities of both the individual and the organisation.Training and career development serves the important role of strengthening the reputation of an organisation. Reputation remains the best marketing tool for the products and services of any business. On the other side, the reputation of a company is defined by the effectiveness and reliability of its services to the customers (Aidele 2009, p.76). This means that an organisation should have in place a strong workforce to meet its market demands. This calls for engaging in employee training and career development since such is vital tools in promoting innovative solving of problems. Still, providing training and development gives the organisation the competitive advantage of identifying the best talent for its workforce as it eliminates certification qualifications to engage in seeking actual capabilities of its employees.

Business leaders are always looking forward for the success of the organization and therefore, they should create a kind of strategy that can undergo the midst of challenges (Meek, 2007). Historically, the training suggests that there are benefits that the training might deliver in the entire organization. One predictable result is the improvement in the level of performance of the people. Another is the minimization of the organizational cost and the capacity of the employees to answer the consumer needs (Shea, 2008).

Many people have seen Training and Development as inseparable but according to the report ,Developing the Developers by Megginson & Pedler (1991) its been shown that most managers viewed Training & Development as different and wanted to keep them as two separate terms. This report made the following definition;

Training: The relatively systematic attempt to transfer knowledge or skills from one who knows to one who does not know.

Development: Working with individuals or organisation to enable them to cross a threshold which has qualitative significance to them and their life.

The importance of employee training and development has long been recognized as a crucial issue for businesses (Ford et al., 1997).There are many elements involve in perusing the training and development in an organization. In organizational view, the active employee involvement and training is considered as one of the strategic concerns of the organizational leaders. Organizations personalized different training and development processes and procedures that can achieve the best result in the business’s sustainability. People, as the key for the organization, are the main target of the training therefore the training among the business leader help them to provide the valid reason in creating the appropriate decision for the entire organization or/and have a great impact on their managerial skills and styles (Johnson, 2001; Farvaque, et al., 2009)

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Furthermore, the training and development for some business analysts were considered as a partnership or enhancing the employer-employee relationship (2009).

Human capital is treated as a key to success for all industries. Human Resource Management practices play a pivotal role to gain profitability and market share that ultimately enhance the organizational performance in long run (Qureshi, 2006). But in the current scenario, enterprises are facing problems in terms of scarcity of brilliant workforce, dramatic rise in Retirements, poaching of key people by competitors, and increasing turnover. As the business environment becomes increasingly competitive, organizations need to focus on improving all areas of their business especially human

capital because the performance of the people employed has a major impact on profitability (Lloyds, 2010).It is now commonly accepted that employees create an important source of competitive advantage for firms. As a result, it is important that a firm should adopt best T&D practices to make best use of its employees. The above trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship (Gelade and Iivery, 2003).

Research studies have demonstrated that training has a positive influence on organizational performance. Zwick (2006) stated that increasing the training intensity has a positive and significant effect on establishment of productivity.

In the same way Bartel (1991) also demonstrated a direct and positive relationship between productivity and training program. The amount of training is an important antecedent for firms who wish to improve their productivity (Savery and Luks, 2004).

But Cunha (2002) found no significance of training on organizational performance.

Moreover, effective staff training and professional development can help to produce

positive youth outcomes and increase retention of youth workers (Fancsali 2002, Huebner et al.

2003, Astroth et al. 2004, Hartje et al. 2007).

There are many models of training and development that have

made greater progress into organizational settings, which have

began to have a greater impact on instructional design.

Specifically, Instructional Systems Design (ISD), Human

Performance Technology (HPT), Performance-Based Instructional

Design (PBID), and Total Quality Management (TQM), all of which

originate from research in the area of organizational

development.

Role of Theory:

Training and Development has been increasingly used in the literature as well as in the

Business world as a critical concept redefining the borders between business, society and

State. Extensive literature exists on the concept of T & D. For the purpose of my research, I will use the theories developed about it.

Methodology and Methods:

Research Approach:

I will get most of my research information through the books, Journals, Internet and newspaper articles. Webster and Watson (2002) states that the major contributions are likely to be in the leading journals. It can also come from some Official documents provided by the clients such as information about their system, IT infrastructure, training facilities and others. Information can also come from official policy manuals, plans and other stuff which is not confidential for the company.

Research Context:

My case study will be focus on MOBILINK Pakistan, exploring its methodology of Training and Development to streamlining and improving the efficiency of its employee and the organisation. Given below is the brief introduction of Mobilink and Training and Development used in the organization:

MOBILINK – Introduction:

Orascom Telecom Holding S.A.E. (“Orascom Telecom”) or (“OTH”) was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most broaden network operator in the Middle East, Africa & Pakistan.

Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, was awarded a license in July, 1992 and started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in, Pakistan – a base of over 30 million and growing.

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Mobilink provides the most extensive network coverage footprint across Pakistan through an integrated technology infrastructure in more than 5,000 cities, towns, villages, and countless remote destinations, including International Roaming in 110 countries through 300 partner operators.

There are about 5000 employees currently working in Mobilink of which 4500 are working on permanent basis and 500 on temporary basis, with average of more than 800 employees hired every month. Among them approximately 5% are managers and operatives are 40%, rest are either contractual or not directly related to core business.

Training and Development in MOBILINK:

On contacting personnel in the Mobilink office it was found out that Mobilink mostly trains its employees by On Job Training which means that the employees are trained as they perform their jobs and along with their duties. The manager or supervisor guides them how to perform their jobs and guides them to efficiency in the work.

Internees are trained in various departments and then mostly hired by Mobilink itself and their training is basically teaching them the ropes and the basics of everything.

On a general basis the training done in Mobilink can be divided into two categories:

• Soft skill training

• Technical Training

Graham Burke, One of the the President PMCL Mobilink, said

“Mobilink will provide proper training programmes to its employees in order to make them more aware of their responsibilities”

Sampling Plan:

Sampling involves taking a certain number of people to get them contributed in the research by taking their views about a matter or conduction of interviews about the topic under research.

To add to emphasis to the study’s purpose to analyse respondent’s opinion, interviews will be conducted from relevant persons in Mobilink.

Data Acquisition Method:

Primary data will be collected by adopting a qualitative approach by taking different focus groups, this will provide insight and inform the interview process (Threlfall,199;Gilbert,2008). I will conduct structured interviews from few of the employees in Mobilink.

Interviews will be recorded. Observation sheet will be filled by the researcher during the interview whereas some of the modifications will be made if necessary to explore a particular issue irrelevant to Training & Development.

Project Planning:

Time Scales:

The part of the research dealing with data collection from secondary sources will take approximately 4-6 weeks. Compiling and analysing of data collected from interviews and observations will take 6-8 weeks approximately. Final research will provide the study hypothesis in 6-12 weeks approximately.

Quantitative method can be used for measuring, qualitative tools require “a strong reserve of insight and reflection to tease important patterns out of a body of observation” (Babble, 2010, pp.51).The size and scope of these was limited to cost, but the study seeks to be representative of the main classifications of members and main geography, although this remains a popular methodology (Stokes and Bergin, 2006). For this purpose by using Sampling which involves taking a certain number of people to get them participated in the research by taking their opinion about a matter or conduction interview about the topic under research.

To add to emphasis to the study’s purpose to analyse respondent’s opinion, interviews will be conducted from relevant persons in Mobilink, & for this purpose researcher will go to Pakistan in February for getting the require data.

Ethical Issues:

In order not to interfere with the daily timings of the interviewees, I will arrange timings with the manager of the Mobilink during my visit to Pakistan in February 2011 & these Questionnaires will not last for a long period of time ,& the confidentiality of respondents identity is my foremost responsibility not to disclose it to some one else.

Discussion:

Provisional work Schedule:


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