Employee Training Effects of Individual Motivations

Question: Discuss about the Employee Training for Effects of Individual Motivations. Answer: 1. Leonard Nadler introduces human resource development in the year of 1969. According to Nadler, human resource development is the framework that helps employees in developing their organizational and personal skills, abilities and knowledge. There are different approaches of human resource development that are practiced by organization such as performance management, career employee training, development, succession planning, organizational development, etc. Apart from having similarities in the concept of developmental and performance based HRD, there are differences too (Storey, 2014). Performance based HRD are related to the performance of the employees that will lead to improved productivity. Developmental HRD includes training program, learning modules, career development programs irrespective of employee performance. It will create a late impact on productivity of the company. Both these fields are different from one another in terms of nature. One will have immediate impact while the other will create impact at organizational levels. In terms of organizational perspective, performance based human resource development is best as it includes improvement of employees. This form of human resource development not only includes developmental programs but also measure performance of the workers. The deficit areas of the employees are known to the senior management of the company as well as to the workers also. By knowing their mistakes, the employees can utilize the developmental programs in an effective manner (Armstrong Taylor, 2014). However, companies will also be able to formulate programs that will be able to develop the skills of employees while strengthening the deficit areas in their respective field of operations. 2. There are three types of knowledge such as explicit, implicit and tacit. Explicit knowledge is the type of knowledge that is stored in documents, databases, notes, memos, etc. these are the information that are easily available and can be readily codified, articulated, verbalized and accessed. It is transferred from one person to another person without any difficulty. Information that is stored in textbooks, encyclopedias, etc. are the instances of explicit knowledge (Hau et al., 2013). Tacit knowledge is just the opposite of explicit knowledge. This kind of knowledge is very difficult to transfer from one person to another. A person cannot read or write tacit form of knowledge. These are the forms of knowledge that cannot be articulated in terms of verbal means. Tacit knowledge is described as ideas, skills and experiences that are present in the minds of the people. Hence, they are very difficult to access as they neither be codified nor be expressed properly. However, tacit knowledge transfer is possible only when there is a mutual trust, interaction and extensive personal contact between two persons (Shamsie Mannor, 2013). Working on systems, leading a team, etc. are the examples of tacit knowledge. Implicit knowledge is neither explicit nor tacit knowledge. It refers to the way of doing something. To some degree, tacit knowledge is expressed in implicit knowledge. Instance of implicit knowledge refers to asking a worker about the process of performing a task with the possible ranges of outcomes. Tacit knowledge will be difficult for the trainer to transfer to the employees of the organization as it cannot be expressed or can be codified. Regular interaction and trust between all employees are not possible to maintain by a single trainer in an organization. References Armstrong, M., Taylor, S. (2014).Armstrong's handbook of human resource management practice. Kogan Page Publishers. Hau, Y. S., Kim, B., Lee, H., Kim, Y. G. (2013). The effects of individual motivations and social capital on employees tacit and explicit knowledge sharing intentions.International Journal of Information Management,33(2), 356-366. Shamsie, J., Mannor, M. J. (2013). Looking inside the dream team: Probing into the contributions of tacit knowledge as an organizational resource.Organization Science,24(2), 513-529. Storey, J. (2014).New Perspectives on Human Resource Management (Routledge Revivals). Routledge.