Publisher: University of Calabar

Performance Improvement Through Non-Systematic Training Premises

Abdul, Haruna, Edino, Ojonimi Ferdinand
KEYWORDS: Performance, Training, Training Approaches, Systematic Training

ABSTRACT:

Effective managers resort to training as a means of performance improvement. He/she also adopts the systemic approach to training in order to train on a scientific basis. The interest in taking these actions is efficiency in performance and enhanced productivity. Five distinct approaches to training were identified by Boydell (1976), out of which the systemic approach was found as more scientific and appropriate for organisational development. In spite of the perceived benefits of adopting the ‘systems approach’, managers neglect them and adopt other methods which give only “accidental improvement”. Some of these other methods could be perceived by managers as giving ‘mere’ accidental improvement, but the manager realizes that such other approaches would need to be adopted now and then, in order to have industrial peace. Also, the desire of the manager, which is organisational sustainability, is not often that of the group, which is “satisfaction of social relationships”. The forward-looking manager may succeed in changing his/her organisational culture on training approach, by insisting on the right approach, but once in a while adopts any of the other non-performance enhancing methods, in order to motivate staff and have industrial harmony.

Effective managers resort to training as a means of performance improvement. He/she also adopts the
systemic approach to training in order to train on a scientific basis. The interest in taking these actions is
efficiency in performance and enhanced productivity. Five distinct approaches to training were identified
by Boydell (1976), out of which the systemic approach was found as more scientific and appropriate for
organisational development. In spite of the perceived benefits of adopting the ‘systems approach’,
managers neglect them and adopt other methods which give only “accidental improvement”. Some of
these other methods could be perceived by managers as giving ‘mere’ accidental improvement, but the
manager realizes that such other approaches would need to be adopted now and then, in order to have
industrial peace. Also, the desire of the manager, which is organisational sustainability, is not often that
of the group, which is “satisfaction of social relationships”. The forward-looking manager may succeed in
changing his/her organisational culture on training approach, by insisting on the right approach, but once
in a while adopts any of the other non-performance enhancing methods, in order to motivate staff and
have industrial harmony.Effective managers resort to training as a means of performance improvement. He/she also adopts the
systemic approach to training in order to train on a scientific basis. The interest in taking these actions is
efficiency in performance and enhanced productivity. Five distinct approaches to training were identified
by Boydell (1976), out of which the systemic approach was found as more scientific and appropriate for
organisational development. In spite of the perceived benefits of adopting the ‘systems approach’,
managers neglect them and adopt other methods which give only “accidental improvement”. Some of
these other methods could be perceived by managers as giving ‘mere’ accidental improvement, but the
manager realizes that such other approaches would need to be adopted now and then, in order to have
industrial peace. Also, the desire of the manager, which is organisational sustainability, is not often that
of the group, which is “satisfaction of social relationships”. The forward-looking manager may succeed in
changing his/her organisational culture on training approach, by insisting on the right approach, but once
in a while adopts any of the other non-performance enhancing methods, in order to motivate staff and
have industrial harmony.


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