Citation
The article to be evaluated in this paper is “Role of performance Appraisal on Employee Training and Development” by Ronald Rahid. The article tries to determine whether the resolutions or decisions made regarding employee training, transfer or promotions are arrived at after thorough reference to the employees’ performance. It expounds on the benefits of training and appraisal of employees in any organization. It goes on to show the impact and effect of discussion and reviews of employee performance of assigned responsibilities and proper formulation of training avenues for the personnel to better their skills. Ronald Rahid breaks down the interrelationship between performance appraisal, employee training and development, the core processes in quality management of human resources in any organization (Rahid, 2009).
Summary
The article points out the components and phases that define training, development, and appraisal of employees in an organization. It tries to show how these three processes are integral in bettering the individual performance and groups in an organization as they seek to achieve organizational objectives. Investing in personnel through training and management is illustrated as an avenue for improvement of individual personnel capabilities. The article goes on to exemplify the value of investing in employees via training, which is incomparable to investment in organizational inputs or machinery, which in the end depreciate. The implications of employee training and development are measurable according to Ronald Rahid. The criteria for measuring the success of personnel training program success is defined in four tenets. The first is reaction, which entails what the trainees thought of the program. The second is learning which evaluates what facts, values, principles, and techniques the personnel learnt and acquired from the training session. The next criterion is behavior, which is simply defined as the assessment of the modification or transformation of trainee personnel in job performance. The fourth and last parameter is results. Results as a criterion describe the impact and implication of the training program on the corporation or firm’s goals such as revenue, costs, et cetera.
Ronald Rahid explains training in depth. The author argues that before establishing a training program for personnel, the organizational objectives must be put into consideration. The program should enhance job efficiency. The Human resource managers should tailor-make a program that will see that personnel or employees are equipped with skills and knowledge that will ensure work is done efficiently and effectively in line with the organizational targets, objectives or goals (Abel, 2005). Training also is perceived to be a good channel of countering employee shortcomings in ability by fine-tuning and reducing their deficiencies in abilities.
Employee development is defined as a joint or continuous effort by an employee or an organization towards upgrading or improving the employees’ knowledge, abilities, and skills (Snell & Bohlander, 2012). The “Role of performance Appraisal on Employee Training and Development” article supports the commonly held belief that personnel development programs make constructive contributions to a firm’s performance. It is worth noting that employee development goes hand-in-hand with training as they both focus on the overall improvement of skills and abilities of employees as they seek to meet the organizational goals and objectives. Employee development according to the article also encompasses talent development (Rahid, 2009).
Appraisal as a fundamental part of the Training, Development, and Appraisal process in human resources management involves evaluation of an employee’s job performance. It acts as a major cornerstone in career development of employees. According to Ronald Rahid, there are several purposes of performance appraisal. The first purpose is evaluation of performance to enable a formula for rewarding dutiful employees. Through the evaluation, an organization can easily pinpoint the diligent and hardworking employees and in return award their efforts through promotions, pay increments, et cetera. Discovery of training needs is another purpose of performance appraisal. This entails identifying shortcomings and inefficiencies in the formal training of employees and how best to meet them. The third purpose is auditing to realize the work potential of employees (Skelton, 2008). The audit is essential in determining portfolios of employees and fair promotion of individuals to different ranks in an organization. Motivation of staff to provide clarity and feedback on objectives and standards is another aim of the performance appraisal in the Human Resources Management. The motivation fosters a healthy environment that allows workers to chip in ideas that might be instrumental in transforming the organization.
Conclusion & Utility
In a recap, Ronald Rahid’s article, “Role of performance Appraisal on Employee Training and Development” dissects the training, development, and appraisal principles in Human Resources management in an organization. The article illustrates the integration of the three concepts. Training and development is portended as an avenue for equipping employees with necessary skills and knowledge that are vital for any job description and achievement of the organizational objectives. Training and development, according to the article should be based on the needs of the organization and future set goals. Appraisal as discussed earlier should be incorporated in any human resources department of any organization to ensure that every job completed by an individual is carefully evaluated and rewarded.
References
Abel, L. (2005). Human resource development learning & training for individuals & organizations. London Sterling, VA: Kogan Page.
Rahid, R. (2009). Role of performance Appraisal on Employee Training and Development. HR Concepts, 5(23).
Skelton, J. (2008). Human resource procedures for employee management : the professional's ready-to-use guide to create HR policies and promote a productive workforce. St. Louis, MO: Bizmanualz, Inc.
Snell, S., & Bohlander, G. W. (2013).Managing human resources (16th ed.). Mason, Ohio: South-Western.
