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portance of training by the following words: “ Train, Train, Train!” If people are to do things better, they must have the skills and knowledge to do so. If employees cannot do their jobs because they have not been trained, that will reflect in the department's performance. This is supported by Miller et al. (1998 cited by Moore 2005, p.200):

When good training is lacking there is likely to be an atmosphere of tension, crisis and conflict all the time, because nobody is quite sure how the various jobs are supposed to be done and who is responsible for what.

Similarly, Smith et al. (2003) viewed training as an essential ingredient for the success and longevity of teams. Eder (1990) wrote about the successful opening of the Mirage mega-casino in Las Vegas due to the training imparted to employees months before the opening of the casino. Clegg (2000) believed that developing staff to their full potential is important and is doubly required during hard times. According to an article published in the journal of “ Development and Learning in Organizations” in 2004, it is exactly when times are tough and businesses are sailing through rough seas that companies need to update employees' skills since to do otherwise is like throwing the lifeboats overboard to save on weight.

Yet, despite a higher profile for training, there is still little evidence showing that a large number of employers accept the importance of training to organisational success.

According to Clegg (2000, p.2), employees are unlikely to mention training as the most important department of the company. The author observed that:

Many training departments have a bad image.

Many companies will say that training is among their top priorities but almost always they change their mind when money is short.

Too much training that is currently undertaken has very little impact on what the trainees do when they return to the workplace at the end of the course.

Too much training is uninspiring.

As rightly said by Hallier and Butts (2000, p.397), in many companies “ Training is perceived to be a less varied sphere of activity and not necessarily essential to the running of the organization.” Indeed, in any economic environment, it makes no sense to throw money at training because training is still regarded as an unnecessary function.

3.5 Benefits of training

Even though training costs money, in most cases the benefits outweigh the costs. Sloman (2005) believed that investing in staff through training bring long-term benefits. Sharma (1997) inferred that training provides the following benefits:

Increase in productivity

Improve individual and business performance thus obtaining a competitive edge.

Improve morale of employees.

Reduce supervision

Reduce dissatisfactions, complaints, absenteeism and turnover

Less accidents and wastage

Enable employees to obtain job satisfaction and to progress within the organisation, thus helping the organisation to retain its workforce.

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