Employee Training
Listen
Employee training is very important in organizations and there is a lot of money spent regarding this matter. Therefore, recognising main competencies and training needs of employees is crucial [1]. Investing in a training program is expensive [2].
Scholarly research on training and development shows that when staff feel that they are developing and learning, it results in an increase in their “self-confidence” and “self-achievement” [3]; they are more likely to value and recognize the practices of “knowledge sharing” within the organization [4]; they improve their job performance [5]; they better respond to various changes in the organization [6]; and they are more satisfied with their jobs [7,8].
Consequently, managers and organizations need to pay a special attention to employee training of all roles (i.e., training of managers, training of employees, training of frontline staff) at all organizational levels and carefully identify specific needs before designing and implementing the training sessions. In doing this properly, all workgroups need to collaborate and managers should involve all other employees and listen to their needs. Human sustainability training, which is my proposal to train employees sustainably in businesses, organizations and institutions [9] is the one that I consider ideal.
References
- Bilderback, S. 2024. “Tides of Change: Employee Training Strategies for Promoting Risk-Taking Tourism in the North Sea.” Marine Economics and Management 7, no. 1: 67–78.
- Diana, H., N. Lailla, M. Tantri, et al. 2022. “Training and Career Development: Why and When Related to Job Satisfaction and Its Impact on Employee Performance.” Journal of Business and Behavioural Entrepreneurship 6, no. 2: 69–81
- Shuck, M. B., T. S. Rocco, and C. A. Albornoz. 2011. “Exploring Employee Engagement From the Employee Perspective: Implications for HRD.” Journal of European Industrial Training 35, no. 4: 300–325. https://doi.org/10.1108/03090591111128306.
- Buonomo, I., M. Piccinini, P. Benevene, G. Blasutig, and S. Cervai. “Job Training Satisfaction and Knowledge Sharing in IT Company: A Case Study.” Journal of Workplace Learning 34, no. 8: 677–690.
- Nauman, S., S. Bhatti, F. Jalil, and M. B. E. Riaz. 2021. “How Training at Work Influences Employees’ Job Satisfaction: Roles of Affective Commitment and Job Performance.” International Journal of Training Research 19, no. 1: 61–76. https://doi.org/10.1080/14480220.2020. 1864444.
- Bilderback, S. 2024. “Tides of Change: Employee Training Strategies for Promoting Risk-Taking Tourism in the North Sea.” Marine Economics and Management 7, no. 1: 67–78.
- Scarpello, V., and J. P. Campbell. 1983. “Job Satisfaction: Are All the Parts There?” Personnel Psychology 36, no. 3: 577–600. https://doi.org/ 10.1111/j.1744-6570.1983.tb02236.x.
- Ellis, B., N. Connell, and C. Ellis-Hill. 1998. “Role, Training and Job Satisfaction of Physiotherapy Assistants.” Physiotherapy 84, no. 12: 608–616. https://doi.org/10.1016/S0031-9406(05)66155-X.
- Meleti, E., (2025) “Human Sustainabilty Training and Job satisfaction in Organizations“, Sustainable Development, 0, p. 1-15- https://doi.org/10.1002/sd.3491