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p team and cascading down the organization to show management commitment and to create an effective, healthy and versatile workforce. While in some organisations, training is considered to be for managers only, in other organisations managers think training is only relevant to workers, but not for them. Indeed, both these attitudes are wrong because training is for everybody (Reynolds, 1994). Similarly, Matens (HRfocus, 2005b) agreed that commitment and support from top management is vital. According to him, management has to show up for classes too.

3.8.1.1 The skills gap

It is important for managers to identify skills gap, which is the difference between the skills needed to perform the required task and the skills employees already possess.

The Skills Gap

Skills needed

Skills already

acquired

3.8.2 Plan of training required

Using a variety of training methods, the skills gap can be filled. In fact, Barrett & O'Connell (2001) observed that different training methods could encourage or discourage employees to participate in training programs. Similarly, The Learning and Skills Council (2004 cited by Beardwell & Claydon 2007, p.317) commented that companies tend to choose inappropriate training methods which are “ costly, time consuming, have a deleterious effect on employees' perceptions of the value of training” and ultimately do not lead to increase skills levels in organizations.

3.8.2.1 Matching skills or tasks and training delivery methods

Skills and tasks can be classified into three broad categories (Farina and Wheaton 1973; Fleishman and Quaintance 1984; Gold-stein and Ford 2002; cited by Arthur et al. 2003, p.236):

Cognitive

This relates to the thinking, idea generation, understanding, problem solving, or the knowledge requirements of the job.

Interpersonal

This relates to interacting with others in a workgroup or with clients and customers, which entails a variety of skills including leadership, communication, conflict management and team-building.

Psychomotor

This relates to physical or manual activities involving a range of movement from very fine to gross motor coordination.

For a specific skill or task, a given training method may be more effective than others. This relationship has been backed by studies from Wexley and Latham (2002) who emphasized on the need to consider skills and task characteristics required to determine the most effective training method.

3.8.2.2 Training techniques

On-the-job

It is the most popular training method because it is job-specific, relevant, immediate and flexible. A 2006 study by CIPD conveyed that 56% of learning and development professionals agree that on-the-job training is the most effective way for people to learn in organizations (Beardwell and Claydon 2007,p.308).

Conversely, Smith et al. (2003) commented that training delivered internally by employees who carry other duties apart from their responsib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。