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Innovativeness And Performance: The Mediating Role Of Organisational Trust

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Describe about the Innovativeness and Performance for The Mediating Role of Organisational Trust?



Training and development plays a vital role in employee’s career growth and largely for the growth of the organization as a whole. The training of the employees is simply the process of acquiring the right amount of skills and knowledge of the work and workplace they work in with specific goals. For example, operating a machine, handling the customer’s query or understanding a process in a workplace. The career growth of the employees is possible through training, but their development program ensures more opportunities and overall growth of the employees and organization. As development program emphasize on broader skills, which are applied on a wide range of situations. This includes team leading skills, decision-making skills, creative thinking among employees, improvement in the performance, increased productivity and managing the people and pressure (Ahteela, Blomqvist, Puumalainen & Jantunen, 2010). This leads to the development of organization automatically as the management development encourages a growth of all individuals and their career development as mentioned in the philosophy of Human Resource Management. These will help in improving the knowledge and skills that can be applied at workplace, results in job satisfaction and increase motivation, promote the communication and network in problem solving and support activities through various network channels among departments (Amah & Ahiauzu, 2013).

Employee development programs benefit both the company as well as the employees. The performance of the employees who have their own vision, mission and objectives of performing better in the organization and are backed by training and development will help the organization to succeed and will enjoy working more for goals (Bloom & Van Reenen, 2010). There is a difference in approach for training and development programs that the focus of training is for current performance of the employee but through development it ensures future performance, work experience in training is lower than what it is in development, training goals for employees is to prepare them for current job skills whereas, development is for higher goals and changes, in the training all employees are required to be present but in the development participation is voluntary. Thus, there are various development programs which employees must go through for right training and development (Boselie, 2010).

•    Encouraging employees to participate in career development seminars, conferences in line to their skills set and position.

•    HR department must provide manuals, checklists, guidelines, policies of the organization for employees as to let them know what they are supposed to do in an organization.

•    While being on the job the employee learns the new thing every day where it will help them to develop more skills.

•    Team managers must provide responsibilities to its employees to ensure involvement of the employee in the task and its ability to handle multi-tasking.

•    The employee must get ample opportunities for learning by performing tasks which are new for them and guide them for proceeding.

•    An appraisal program for the good performance also helps the employees in development, this is based on 360-degree appraisal where managers, supervisors evaluate the team’s performance and suggest them the changes or provide feedbacks necessary (Korpelainen & Kira, 2010).

All these will help the employees to know to know the shortcoming evaluate its own performance and work for betterment.


In this rapidly changing world, one needs to be competitive, be it organization or employee. Employee’s development programs help them giving competitive edge in the job market and the same applies for the organization who trains and develop its employees can compete with other organizations within the same industry this is the fundamental duty of the managers to develop its employees and encourage them to achieve their career goals as well as pursue the learning needs and achievements in the organization (Kuvaas & Dysvik, 2010). The organization development focused on employee development leads to the growth opportunity for both organization and employee. The essential element of Human Resource Strategy is to setup programs for employee development in alignment with the company’s development program so as to ensure overall growth of the organization. The organizational strategy goals are basically set by the executives who set specific tasks and measurable goals for its managers and supervisors at the functional level which are to be met by all the managers (Lawler & Boudreau, 2012). It is a vital role for the HR of the organization to link their strategy with the organizational strategy which will ensure employee development and promote organizational development. There is a positive relationship between the organization development and the employee development. There must be the assessment for the organization’s core competencies which include what skills are actually required for the development of the organization, and then only the organization's leaders can develop the goals as a whole (Mathis & Jackson, 2011). There should also be the evaluation for the skills that are lacking in the organization. After finding the key skills requirement, for example, the organization is lacking in team dynamics, then there must be the implementation of team building the program for the employees. If managers are lacking in strong leadership, the goal of the organization should be to implement leadership development training for its managers. All these development activities will ensure a positive return on investment. And return on investment is a primary goal for the organization strategy in achieving its goal (Noe, 2010). For any organization, it will be a higher loss in its turnover in case there is no retention of highly skilled employees in the organization. A highly skilled and developed workforce of the organization will contribute to overall development and effectiveness of the organization to compete with the other organization of the same industry. It is easy for the organization to develop itself if its employees maintain the skills necessary for the organization .

Human Resource Management plays a key role in the employee development for any organization. HR professionals play an essential role in creating an environment for learning in the organization. It helps to create a work culture of where all the employees of the organization take part in the training and development program with seriousness. Human Resource Management is the face of any organization, as their job is not just to interact with the executives, seniors or managers but with each and every employee of the organization. HR professionals motivate its employees to participate carefully in all training programs; they ensure that every employee is comfortable with all the working conditions of the organization, make employees focus on development programs, make working conditions and environment suitable for its employees and also ensure superior or manager and employee relation positive which will help the employee in career development (Sheehan, Fenwick & Dowling, 2010).

Personal Career Development:

I am currently working as a management trainee in the organization and after five years I see myself as the senior executive for handling customer query in the organization. The working condition of my organization has helped me in learning a lot. There is a learning environment, activities, training provided to management trainees to build their skills and perform well in the organization. The best performers get appreciated with many appraisal programs, trophies, certificates from eminent guests, and even trips to work abroad. All this motivates me in performing at a higher level so that I can avail all these appraisals for myself and get promotions as early as possible. The organization has helped me grow not only in work aspects but also as a human being with professional thinking and working ethically. The development seminars, trainings, conferences has inculcated many skills which will help me in my future career development and even in case in future I want to go for big opportunities all these programs have helped me in differentiating myself in the crowd and has inculcated working attitude in me.



Ahteela, R., Blomqvist, K., Puumalainen, K., & Jantunen, A. (2010). HRM practices, Innovativeness And Performance: The Mediating Role Of Organisational Trust. IJSCM, 2(2/3), 241. doi:10.1504/ijscm.2010.034416

Amah, E., & Ahiauzu, A. (2013). Employee involvement and organizational effectiveness. Journal Of Mgmt Development, 32(7), 661-674. doi:10.1108/jmd-09-2010-0064

Bloom, N., & Van Reenen, J. (2010). Human resource management and productivity. Cambridge, Mass.: National Bureau of Economic Research.

Boselie, P. (2010). Strategic human resource management. London: McGraw-Hill Higher Education.

Korpelainen, E., & Kira, M. (2010). Employees' choices in learning how to use information and communication technology systems at work: strategies and approaches. International Journal Of Training And Development, 14(1), 32-53. doi:10.1111/j.1468-2419.2009.00339.x

Kuvaas, B., & Dysvik, A. (2010). Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes. Human Resource Management Journal, 20(2), 138-156. doi:10.1111/j.1748-8583.2009.00120.x

Lawler, E., & Boudreau, J. (2012). Effective human resource management. Stanford, Calif.: Stanford Business Books, an imprint of Stanford University Press.

Mathis, R., & Jackson, J. (2011). Human resource management. Mason, OH: Thomson/South-western.

Noe, R. (2010). Employee training and development. New York: McGraw-Hill Irwin.

Sheehan, C., Fenwick, M., & Dowling, P. (2010). An investigation of paradigm choice in Australian international human resource management research. The International Journal Of Human Resource Management, 21(11), 1816-1836. doi:10.1080/09585192.2010.505081


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