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larly, Barrett and O'Connell (2001) observed that a company can provide training to its employees, but the extent to which the training courses are then applied at work depends on the extent to which employees devote effort to learning and apply the new skills. The values projects model of learning also emphasized the importance of motivation, where the employees are willing to implement their learning.

I do

(Action)

I will

(Motivation)

I Can

(Skills)

I Know

(Knowledge)

3.8 Training Cycle

For training to be effective, companies must complete the full training cycle. But as Beardwell and Claydon (2007) rightly said, the popularity of the training cycle is more evident in the rhetoric of the literature than in organizational reality.

Stage 1

Identification of

Training needs

Stage 4

Evaluation of training

Stage 2

Plan of training required

Stage 3

Implementation of training

3.8.1 Identification of training needs

Arthur et al. (2003, p.236) stated that it is important to carry a Training Needs Analysis (TNA) before providing training because “it provides a mechanism whereby the questions central to successful training programs can be answered.” Prior to training, companies must have a clear idea of what it wants to achieve (Shuttleworth 2004) and whether the organisation's needs, objectives and problems can be addressed by training (Arthur et al. 2003).

Matens (HRfocus 2005b, p.11) suggested that companies should ask these key questions:

Where are we now?

Where do we want to go?

How do we get there?

How can we get commitment from key individuals?

McGehee & Thayer (1961) recommended a three-tier approach to determine training needs. Arthur et al. (2003) three-step process for assessing training needs is similar to McGehee & Thayer (1961). They are as follows:

Organisational analysis:

Where training should be emphasized within the organization and which organizational goals and problems can be achieved and solved through training.

Operational analysis or Task analysis:

The skills, knowledge and attitudes necessary for employees to perform their jobs at the desired level.

Man analysis:

How well the employees are performing their tasks, who needs to be trained and for what.

In the process of TNA, managers have to identify relevant training needs through the use of annual performance appraisal procedure to examine the individual's aspirations, how their jobs may change and what training is required (Hallier and Butts 2000). According to HRfocus (2005b), companies should get input about what employees want to be trained in. Although TNA is time-consuming and expensive, it provides greater financial, organizational and individual benefits.

Also, training must be top-down, starting with the to本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。