Research Proposal On Training And Development Management

Introduction
Training and development views have changed drastically over the past years. Gone are the days when the
issue was regarded as matter exclusive to the human resource department. Additionally, some strategic issues
can be linked to training and development management. This research proposal will focus on the relationship
between training and development management and best fit vs. best practice strategies. (Herzberg, 2001)

An analysis of best practice and best fit principle

Before one can establish a link between training and development and the best fit or best practice benchmarks.
It is necessary to define their meaning. Best fit advocates assert that all human resource strategies need to be
aligned to the business strategy in order to create or sustain competitive advantage. Therefore, these
proponents believe that business strategy comes first then other human resource policies such as training and
development need to be adjusted to suit that organisational strategy. (Pfeffer, 1994)

On the other hand, best practise proponents assert that an organisation with the right human resource polices
such as good training and development approaches can motivate its employees to the extent they can cause
the specific organisation to gain or sustain competitive advantage. In this regard, best practice advocates
consider employee motivation as the key issue then other issues can follow after. In this case, policy is more
important than strategy. (Kohn, 1993b)

As it can be seen there are some similarities between best practice and best fit models; both models attempt to
connect the human resource strategy with that of the organisation. However, the approaches used in both
instances are different. The research aims at comparing the similarities and differences between the two issues
with regard to training and development management and a conclusion drawn on the matter. (Kohn, 1993b)

How training and development management are related to best practice and best fit models of
strategy
The most outstanding reality between best practice and best fit models with regard to training and development
is that both principles recognise the importance of training and development in sustaining competitive
advantage. However, there are differences on how this can be implemented. (Herzberg, 2001)

Best fit advocates believe that training and development should be encouraged by linking it to career
development. The more training and skills employees gain, the more productive they become and the more
their development should be. Best fit proponents argue that companies need to reward employees who have
undergone training by giving them higher level jobs. They assert that when employees are given more complex
jobs after training, this can be seen as a way of boosting their efforts. (IPC, 2001)

Additionally, best fit advocates assert that training and development prepares employees to be horizontally
integrated into the organisation. Training and development is the tool with which employees can diversify and
add value to the organisation. In this regards, employees who have undergone more training are liable to more
promotions. Best fit advocates believe that employees with the highest ranks or promotions ought to be the
ones that have undergone in depth and numerous training sessions.

Therefore, promotions may be seen as a form of reward for training and improvement of skills. These adherents
believe that the corporate world has become increasingly competitive. Therefore, organisations must strive to
compete for the most valuable employees or retain those good ones. The only way they can improve the
competency of their employees is by encouraging them to improve their skills through training. The best fit
method of achieving this is by linking it to career development. (Herzberg, 2001)

On the other hand, best practice advocates hold a different view from the latter. They believe that training
should be made part of a high-performance-work system. According to them, training is the tool with which
organisations can improve problem resolution, decision making and initiative within the organisation.
Organisations that give precedence to training are usually well prepared in case of any economic recessions.
Best practice advocates believe that training is a method that enhances the human capital within an
organisation. Training empowers employees to be autonomous in their work environment. They can work
independently in teams (Kohn, 1993a)
However, advocates of this model (best practice) do not provide a link between rewards and training. Best
practice supporters provide no link between career progression and training. According to them, training is only
instrumental in empowering the employee to add value to the organisation. They assert that employees who
can perform their jobs well after training and development, will be more secure about their jobs and will
contribute to the organisation's competitive advantage. (Herzberg, 2001)

Conclusion
Best fit and best practice advocates both believe in training and development. However, best practice
proponents hold the view that training should be regarded as means of enhancing job security. On the other
hand, best fit advocates assert that training and development should be linked to career development.
Employees with greater skills should be granted promotions and should be vertically integrated into the
organisation.

Reference
Pfeffer, J. (1994); Competitive Advantage Through People: Unleashing the Power of

the Workforce, Boston, MA: Stanford Graduate School of Business, Harvard Business
School Press

Herzberg, F. (2001); One More Time: How Do You Motivate Employees? Harvard

Business Review, 81(3), p. 87-96

Kohn, A. (1993a): Rethinking Rewards; Harvard Business Review, 71(6), p. 48-49

IPC (2001): High road to work organisation case study; journal for Irish Productivity Centre

Kohn, A. (1993b): Why Incentive Plans Cannot Work, Journal for Harvard Business, 71(5), p54-63

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