Organizational Training Program

The current paper examines the organizational training plans and provides a thorough analysis of the potential benefits and challenges of training programs. Consequently, the paper acknowledges the role of major stakeholders, including employees, investors, and executives, in creating a training program. Furthermore, the relationship between organizational training programs and motivation and retention rates of employees is thoroughly discussed. Ultimately, the paper transparently demonstrates the necessity of organizational training plans for continual company development.

Organizational training is one of the most significant areas of human resources development, which is particularly notable in newly found companies. The research has transparently demonstrated that training policies within the organization have a beneficial effect on job performance, motivation, social relationships among employees, and overall productivity (Ruiz et al., 2020). It is common knowledge that human intangible skills and competencies, such as leadership, teamwork, discipline, and problem-solving, are highly beneficial to organizational development. Therefore, a comprehensive approach to training programs should be emphasized by the human resource team to achieve the best possible results. The current paper analyzes the benefits of organizational training programs, discusses the major stakeholders of such policies, and explains why training programs are necessary for positive organizational change.

Benefits of Organizational Training Programs

As mentioned briefly before, organizational training programs might be highly beneficial to the development of the company and promote positive change. The HR team is accountable for providing comprehensive and well-thought training programs according to effective managerial and leadership techniques. An elaborate approach to organizational training might increase human capital investment and improve the position of the company in the market (Ahn & Huang, 2020). The effectiveness of such policies is universally recognized, and organizations in the United States spend up to $60 billion on training programs per year (Kodwani, 2017). However, it is essential to not only provide training programs but also to evaluate their impact on job performance and relationships among employees (Kodwani, 2017). This form of assessment is generally recognized as training transfer and is one of the most significant factors of organizational training (Kodwani, 2017). From these considerations, the HR development team is highly responsible for the effects of organizational training programs.

Having established the potential impact of organizational training programs on company development, it is essential to provide a detailed overview of the benefits. The first advantage concerns the overall job performance. The research demonstrates the training programs are efficient tools to narrow down the skill and competency gaps of the employees, which is undisputedly beneficial for job performance (Park, Kang & Kim, 2018). Secondly, the training programs improve the social atmosphere of the company and positively affect the relationships among employees and supervisors (Park et al., 2018). The transformational change is particularly notable in the attitude of workers toward the HR development team and increases the overall motivation of employees to engage in additional training programs (Park et al., 2018). As a result, organizational training programs positively affect both the overall productivity and social recognition of employees.

Another benefit concerns the attitudes and behavior of the employees at the workspace. Unfortunately, workplace bullying is a relatively frequent phenomenon occurring in a large variety of companies, and the HR development team needs to provide effective training plans to counter it (Fox & Cowan, 2015). Human resource professionals (HRP) should evaluate the prominence of workplace bullying in the organization by conducting target-focused surveys and thoughtful communication with employees (Fox & Cowan, 2015). A comprehensive assessment of the problem allows identifying the sources of workplace bullying and directly affect the maladaptive behaviors (Fox & Cowan, 2015). The consequences of workplace bullying include deteriorating mental health, loss of productivity, stress, absenteeism, and retirement (Fox & Cowan, 2015). However, the thoughtful training programs implemented by HRP might mitigate the issue of workplace bullying and improve the overall organizational efficiency.

Additionally, unique training programs might be developed to address specific issues within organizations. One of the popular approaches to address the potential prejudices and biases within the company is called diversity learning (Fujimoto & Härtel, 2016). This type of training is particularly relevant in multi-national and multi-cultural organizations since the differences in perspectives might initiate unnecessary conflicts (Fujimoto & Härtel, 2016). Diversity learning ensures that the employees fundamentally understand that the difference in attitudes and diverse opinions can be used to benefit the company’s development (Fujimoto & Härtel, 2016). Unfortunately, this concept is frequently neglected, and it is the responsibility of the HRP to provide guidelines concerning diversity issues and ensure a safe space for people of various races, religions, and ethnicities (Fujimoto & Härtel, 2016). Diversity learning has been proved to be a highly efficient tool to minimize culture-based conflicts and improve overall organizational efficiency.

Needless to say, the organizational training programs need to be thoroughly planned and designed to have the described effect on the employees. Some of the conditions include consistency of training programs, focus on real-life issues, well-paced progression, facilitation of skills and competencies, and improvement of communication within the organization (Ismael et al., 2021). Furthermore, depending on the size of the company, the HR development team should decide on the individualization of the training plans. It is commonly beneficial to assign unique training plans to employees in order to minimize the knowledge and skill gaps, which are different for each worker (Ismael et al., 2021). Nevertheless, it might provide additional challenges in corporations with a large number of employees. However, if all conditions are met and the programs’ objectives are transparently designated, organizational training is a highly efficient tool for company development.

Stakeholders of Organizational Training

As mentioned before, organizational training might significantly improve the skills and competencies of employees; however, the workers are not the only stakeholders of the training plan implementation. Naturally, the employees are the major stakeholders since training plans not only boost organizational efficiency but also positively affect the mental health of the workers and eliminate workplace bullying (Fox & Cowan, 2015). Nevertheless, training programs have a positive impact on the overall productivity of the company, and, thus, the stakeholders also include the executives, investors, management team, and all the interrelated personnel. Depending on the type of the company, the beneficiaries might also include external stakeholders. For instance, if the company provides services, the organizational training programs might also concern the clients, end-users, suppliers, local communities, and other recipients that might benefit from the increased productivity of the organization. From these considerations, the creation and implementation of comprehensive training plans are essential for organizational efficiency.

Positive Organizational Change

Positive organizational change refers not only to the economic development of the company and the competencies of the workers but also to the increased motivation and retention of employees. The reduction of turnover rate is one of the major organizational objectives, and comprehensive training plans are critical for this purpose (Haryono, Supardi & Udin, 2020). Furthermore, the research has transparently demonstrated the correlation between the motivation of employees and their job performance (Haryono et al., 2020). Job performance is generally recognized as a combination of abilities, role perception, relationships with colleagues, and motivation (Haryono et al., 2020). From these considerations, the productivity and morale of employees are two interconnected variables, which can be boosted by training programs (Haryono et al., 2020). As a result, organizational training is crucial to maintain the high morale of employees.

Evidently, job performance and motivation are some of the most significant factors affecting the retention rate. If an employee is confident in their skills, efficient in their work, and motivated to achieve goals, then it is less likely that this worker would retire (Haryono et al., 2020). In such cases, the retention rate would mostly depend on external factors, such as particular job satisfaction, compensations, and benefits; however, these areas are not subject to HR development. Nevertheless, regardless of wages and company goals, organizational training plans might be highly efficient in reducing the overall retention rates among employees.


Summing up, the current paper has analyzed the potential benefits of organizational training programs, identified the major stakeholders, and examined the effect of such policies on the motivation and retention of employees. The utmost significance of training programs is universally acknowledged, and the primary benefits are thoroughly described. Some of the advantages include enhanced job performance, positive work attitude, development of skills and competencies, and improved communication. Furthermore, a thoughtful approach to training might eliminate workplace bullying and cultural prejudices, while improving the mental health of employees. The stakeholders of organizational training include not only the workers, but also investors, executives, and management of the company. Additionally, training programs might also enhance the morale of the employees and, therefore, reduce the overall turnover rate. Ultimately, organizational training is a necessary area of HR development and is one of the driving forces of company advancement.


Ahn, J-Y., & Huang, S. (2020). Types of employee training, organizational identification, and turnover intention: Evidence from Korean employees. Problems and Perspectives in Management, 18(4), 517-526. Web.

Fox, S., & Cowan, R. L. (2015). Revision of the workplace bullying checklist: The importance of human resource management’s role in defining and addressing workplace bullying. Human Resource Management Journal, 25(1), 116-130. Web.

Fujimoto, U., & Härtel, C. E. J. (2016). Organizational diversity learning framework: Going beyond diversity training programs. Personnel Review, 46(6), 1120-1141. Web.

Haryono, S., Supardi, S., & Udin, U. (2020). The effect of training and job promotion on work motivation and its implications on job performance: Evidence from Indonesia. Management Science Letters, 10, 2107-2112. Web.

Ismael, N. B., Othman, B. J., Gardi, B., Hamza, P. A., Sorguli, S., Aziz, H. M., Ahmed, S. A., Sabir, B. Y., Ali, B. J., & Anwar, G. (2021). The role of training and development on organizational effectiveness. International Journal of Engineering, Business and Management (IJEBM), 5(3), 15-24. Web.

Kodwani, A. D. (2017). Decoding training effectiveness: the role of organisational factors. Journal of Workplace Learning, 29(3), 200–216. Web.

Park, S., Kang, H.-S., & Kim, E.-J. (2018). The role of supervisor support on employees’ training and job performance: an empirical study. European Journal of Training and Development, 42(1-2), 57–74. Web.

Ruiz, M., Igartua, J. I., Mindeguia, M., & Orobengoa, M. (2020). Understanding and representation of organizational training programs and their evaluation. International Journal of Production Management and Engineering, 8(2), 99-109. Web.

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