Training Methods Essay Example

conducted by Woods (2002) aimed to assess private club managers' perception of the effectiveness of various training methods in achieving specific objectives. The data was collected from 123 club managers who were members of the Club Managers Association of America. These participants provided ratings on the effectiveness of 16 different training methods for use in six different training situations. The methods evaluated included case studies, video tapes, lectures, one-on-one sessions, role play, games, computer simulations, pen and paper exercises, audio tapes, self-assessments, movies/films, multimedia presentations, audio sessions, computer-based conferencing, and sensitivity training. This research primarily focused on knowledge acquisition, attitude change, problem-solving skills development,and interpersonal skill development as key training objectives. Additionally,it examined participant acceptance and knowledge retention as important factors.

An examination of data conducted by Diarmuid De Faoite and Colette Henry (2002) discovered that one-on-one training is the favored approach for attaining all objectives, except for enhancing interpersonal skills. The authors examine the importance of showcasing the efficiency of training and highlight effectiveness as the primary aim. They suggest techniques for assessing training effectiveness, specifically focusing on behavioral modifications in the workplace. Furthermore, they introduce a method that enables individuals to observe and measure their own personal changes.

A growing body of academic research has examined the effectiveness of entrepreneurship training and support initiatives, focusing on the provision of training and other skills development opportunities. However, many programs and initiatives have failed to consider the specific needs of entrepreneurs when designing training and support systems. It can be challenging to accurately measure the effectiveness of management training and development. A valid measurement program should include evaluation in key areas such as emotional reaction and knowledge

gain immediately after training interventions. To evaluate the progress and currency of the management development program, behavioral change and organizational impact measurements should be used over a longer time period. Ultimately, maintaining a balance of these different measurements is crucial for successfully measuring the effectiveness of management training and development.

(Gary D. Geroy, 2004) A common approach for improving managerial effectiveness is to enhance the knowledge and skills of employees. (ogundeJi, 2004) The gap between evaluation theory and practice poses a significant problem in industry and business training. A recent literature review on summative evaluation of training highlighted this issue. (Cilinton O.)

The article "Effective Management Training and Consequences of Ineffective Training Programs" by Longenecker and Laurence S. Fink (2005) discusses the significance of management training in rapidly changing organizations. The authors conducted a survey among 278 experienced managers to explore their perspectives on management training. The content analysis of the survey responses highlighted several advantages of management training while also revealing various issues resulting from ineffective training programs.

(Ching yaw chen, phyra sok, keomony sok, 2007) purpose- The aim of this article is to investigate the training methods employed by commercial banks in Cambodia and their relationship with training effectiveness. It is believed that effective training plays a significant role in the high working performance of commercial banks, despite the poor quality of education in the country compared to other developing nations. The study focuses on six factors, namely training needs assessment, training program, flexibility of training, self-efficacy, social support, and transfer of knowledge. The data for the study was collected through questionnaires and desk research.