Training and Development Strategy and Its Role in Organization Performance
by theresa chin
1. RESEARCH DESIGN
1.1. Independent variables
1.1.1. Learning organization and its Strategy T&D Alignment
1.1.2. Training Need Analysis (TNA) and Line Manager Active Involvement in TNA
1.1.3. Training formalization including implementation and its evaluation
1.2. Mediating variable
1.2.1. Job satisfaction
1.2.2. Competitive advantage
1.2.3. Measurable performance
1.3. Dependent variable
1.3.1. Organizational performance
1.4. Survey instrument
1.4.1. Questionnaire
1.5. Convenience sampling
1.5.1. 100 employees from different department
1.5.2. 4 department
1.5.2.1. Finance
1.5.2.2. HR
1.5.2.3. Supply chain
1.5.2.4. Sale and marketing
2. FINDING
2.1. Organizations must focus on continual learning and job trainings
2.2. Line managers should be involved in TNA and policy decision for training
2.3. Good training must provides opportunities to learn and grow
2.4. Employee performance is augmented through copetitive advantage
3. CONCLUSION
3.1. Many company does no meet the employee demands with reference to T&D
3.2. Knowledge and skills become gap for the company
3.3. T&D cannot be disconnected from the business activities because the positive relationship between training activities and organization performance
4. INTRODUCTION
4.1. Continuous learning proses
4.2. Arching trend of social need and emphasizing learning culture
4.3. Strategy contributes for the organization goals and objectives
4.4. Using new technologies
5. DISCUSSION
5.1. Learning organization and its Strategy T&D Alignment
5.2. Training Need Analysis (TNA) and Line Manager Active Involvement in TNA
5.3. Training formalization including implementation and its evaluation
5.4. Employee performance and T&D activities
6. LITERATURE REVIEW
6.1. T&D
6.2. T&D and its process
6.3. Need of developing the employees
6.4. Approaches to T&D
6.4.1. Reactive approach
6.4.2. Proactive approach
6.4.3. Active learning approach