Training aims at improving the organization's performance through the enhanced performance of its employees. While training helps employees do their current jobs, development prepares individuals to handle future responsibilities. The major purposes of training are improving employee performance, updating employee skills, avoiding managerial obsolescence, preparing for promotion and managerial succession, and satisfying personal growth needs. Training needs are determined based on the organization's and the employee's needs.
Promotion When there are vacancies in an organization, they can be filled up by the internal or external candidates. Though the organization prefers to fill up the vacancies by the external candidates through the selection procedure, the internal candidates may also apply for post and may be tested and selected for higher level job in the organizational hierarchy at par with external candidates.
Is such upward movement of an employee a promotion? Or it is purely selection?
In the corporate sector employee promotions doesn't make much difference as that of in government sector. In the government the word promotion is the ultimate desire for an employee for the service rendered by him in the organisation and this is the only way for an employee career development in the government sector. Promotion is the ultimate motivating factor for any employee because moves. Evaluation of training and development is the most essential aspect of training programme. Generally all good training and development programmes start with identification of . Management development is the overall concept that describes the many ways in which organizations help employees develop their personal and organizational skills, either as managers in a management job or with an eventual management job in mind.
It is purely a selection. If the organization prefers to fill a vacancy only by the internal candidates, it assigns that higher level job to the selected employee from within through promotion tests.
Such upward movement can be said as promotion. Thus, the main conditions of promotion are: Promotion may be temporary or permanent depending upon the organizational needs and employee performance. It reduces labour turnover. Merit as a basis of promotion: The merits of merit system of promotion are: Despite these advantages the merit systems suffer from some demerit.
Hence, the purpose of promotion may not be served if merit is taken as sole criteria for promotion. Senior as a basis of promotion Seniority refers to relative length of service in the same job and in the same organization.
The logic behind considering the seniority as a basis of promotion is that there is a positive correlation between the length of service in the same job and the amount of knowledge and the level of skill acquired by an employee in an organization. This system is also based on the custom that the first in should be given first chance in all benefit and privileges.
In other words employees learn up to a certain age and beyond that stage the learning ability of the cognitive process diminishes.
Thus the two main basic of promotion enjoy certain advantages and at the same time suffer from certain limitations. Hence, a combination of both of them may be regarded as an effective basis of promotion.
Seniority-cum-merit Management mostly prefers merit as the basis of promotion as they are interested in enriching its human resources. But trade union favour seniority as the sole basis for promotion with a view to satisfy the interests of majority of their members.
Hence a combination of both seniority and merit can be considered as the basis for promotion satisfying the management for organizational effectiveness and employees and trade union for respecting the length of service. A balance between seniority and merit should be struck and a new basis is to be developed.
There are several ways in striking the balance between these two basis. Candidates are selected for promotion based on their seniority only from the eligible candidates.
They are disappointment of the candidates, refusal of promotions etc. Promotion disappointment some employees: Employee may develop negative attitude and reduce their contributions to the organization and prevent organizational and individual advancement. Some employee refuse promotion: But their are several incidents where employees refuse promotions.
These include promotion together with transfer to an upward place, promotion that level where the employee feels that he will be quite incompetent to carry out the job, delegation of unwanted responsibilities, and when trade union leader feel that promotion causes damage to their position in trade union.
The other problems associated with the promotion are: Promotion problems can be minimized though a career counseling by the superiors and by formulating a systematic promotion policy.
The characteristics of a systematic promotion policy are: In other words it should not give room for nepotism, favoritism etc. But, in certain cases, only the pay increases, and the other elements remain stagnant. In other cases, the status only increases without a corresponding increase in pay or responsibilities.Management development is the overall concept that describes the many ways in which organizations help employees develop their personal and organizational skills, either as managers in a management job or with an eventual management job in mind.
“A Study on Performance Appraisal System at Wipro Infrastructure Engineering Pvt Ltd” initiativeblog.comani, Mr. initiativeblog.comrishnan, initiativeblog.com kani, initiativeblog.comhya, It was viewed that performance appraisal was useful to decide upon employee promotion/transfer, salary development and allow the management to take effective decision against.
Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.
Performance appraisal is generally done in systematic ways which are as follows: The supervisors measure the pay of employees and compare. Management development is the structured process by which managers enhance their skills, competencies and/or knowledge, via formal or informal learning methods, to the benefit of both individual and organisational performance.
Job analysis is a systematic process of collecting all information about the job for preparing of job description and job specification meant to selection of employee, satisfaction in job, and motivation etc. Job analysis is a systematic process of collecting all information about the job for preparing of job description and job specification meant to selection of employee, satisfaction in job, and motivation etc.