The generational background greatly influence in people’s communication as a result of their unique characteristic of their generation which has been discussed here in this article in detail with the referencing of relevant literature which would definitely favour to the management to deal the employees according to the differences in the generations and assist them to stop further confrontation, misunderstanding in the working environment.

Under this review on the literature of Demography, I would like to discuss the workforce generations who are the focus of this study. They are Traditionals, Baby Boomers, Generation X, Generation Y and Generation Z (Johnston, 2010). They have been defined by the previous research by various people on the study of generations. I would like to point out some important key information from their quotation herewith first.

According to the statement of Bennet et at (2012) there are generations who are having different values, morals, dreams, desire, ambition, and style of working.  Each generation has been influenced by wars, social events, technological breakthroughs, etc. Therefore, It is very important to know their characteristics and behaviours which influence the organizational behavior through the individual, group and structure of the behavior of the organizations.

Age Period of the Demographies:

The traditionalists are the one who was born between 1909 and 1945. The Baby Boomers are the generation who was born between 1946 to 1964. They are about 40% of the current workforce (McDonald 2008, p. 63). Generation X are born between 1965 to 1978, and Generation Y is considered to be the generation between 1979 to 1996 (Johnston 2010).  The meanwhile the Generation Zers refers to those who was born between 2000 to 2020.  According to McDonald (2008, p. 62) notes, the differences between the generations are deeper. Through this review I will discuss each of these generations in detail, based upon the current literature.

Traditionals:

This generation is called as Silent Generation or the Veterans who were the employees and retired people, born between 1922 to 1945. Most of them had retired already or died too. Some of them still continue their service in some organizations and re-entered too. They are working as executive leaders in the organizations.  (“The Traditional Generation”, n.d.). These traditionals had played a major role and helped to develop the space research and invented many vaccines for the diseases such as Polio, Tuberculosis, Tetanus, and Whooping Cough etc. This is the generation had big contribution for Equality through Civil Rights Movements. 

The values of this generation are to be noted as discipline, strictly follow rules and having belief in logic and loyalty to the working place. They have unique style of work in uniformity and consistency and focus more on hierarchical organizational environment.

Baby Boomers:

Baby Boomers are ambitious, hardworking and competitive individuals in their working environment  (Johnston, 2010; McDonald 2008, p. 63). They are more loyal to the organization and more reliable than the younger generations. (Dychtwald and Baxter 2007, p. 327). McDonald (2008, p. 63) pointed out that even though many of them are going to the age of retirement, they are still working in the organizations, because they are in the position of senior leadership level. They are mostly in higher level position in the organizations. They are more experienced and would like to continue to work too. But, they don’t like more advancement. They have a high value on job security and accessing resources. They are more committed in their work place. They tend to turn down promotional opportunities much because they want to continue their job.  (D’Amato and Herzfeldt 2008).

Baby boomers are born and influenced by world war II heroes. They are against traditional norms but follow the traditional work ethics and they think that the work should be meaningful and they also value the relationship building in the work place.

Generation X:

Generation X are born between 1965 to 1978. They were much influenced by Iranian hostage problem, the Iran Contra Scandal, the introduction of HIV / AIDS diseases and oral contraceptive pills, the oil crisis on in 1973, and the introduction of computers and Internet, the cold war . (Dries et al. 2008; Crumpacker and Crumpacker 2007; Weingarten 2009). 

Generation X workers are highly responsible workers and they are more accountable on the work. They want a fair compensation as a motivation to the job done at work. They expect more personal recognition to the work done by them comparing to Baby Boomers. In 1980,Generation X entered into the workforce at the time world economy was on downturn. Therefore, they were also loyal to the particular organization and work sincerely with commitment to their organization. They were also motivated by interesting and meaningful work at their organization. Generation X workers are much focus on creating amazing outcomes for their organization. At the same time they are much more responsive to particular leader than the company. As a result they don’t continue to work in one place. They also don’t value the micromanagement too. (Johns 2003)

Generation Y:

Generation Y is considered to be the generation between 1979 to 1996 (Johnston 2010). They are much motivated by  Salary. They want to have more free time. They are more interested in maintaining their work life balance ever. (Barford and Hester 2011, p. 75). Generation Yers are more positive and idealistic and inclined to value tradition like Baby Boomers. They also have more strong sense of morality and civic mindset. Generation Yers are mostly highly educate and comfortable with technology (also refer to Ferri-Reed 2010, p. 32), but they are less independent generation. They are also much competitive too. Reisenwitz and Iyer (2009, p. 92) 

Generation Yers are also very good at multi tasking and technologically savvy too. They like more team work and to have an engagement intellectually in their working environment.  They also want to maintain a work life balance too. They don’t want to work long hours at work. They are multi taskers and changing their job is their part of their daily routine. They are focus on personal fulfillment too.

Generation Z:

Generation Zers refers to those who was born between 2000 to 2020. They came after Generation Y. This generation starts to enter into workforce now. They have a high value on their education and much worried about their future careers and have a high hopes in changing the world as a better place ever. They are completely native to digital era. They have a strong multi tasking skills as a result of their technological expertise. They want to be more self starters and entrepreneur  too. This generation is also known as “silent” generation due to the ruling of world technology. They are also called as iGeneration. They take internet for granted and social media such as Face book, twitter, whatsup, viber and google as their community. They are much familiar with people through online cyber space more. They don’t want to have personal meeting with their  friends for relationship. They use only website as the medium for maintaining relationship much. They consider living with others as invasion of their space. They have a different interpersonal skills from other generation. They have lack of interpersonal skill which are needed to relate to individual. (Generation Z Characteristics, 2007).

Reference:

Robbins, S. and Judge, T. (2013) Organizational behaviour, Johanneshov: MTM

academia.edu (2019), academia’s official website [online], available at :https://www.academia.edu/36759175/The_Employees_of_Baby_Boomers_Generation_Generation_X_Generation_Y_and_Generation_Z_in_Selected_Czech_Corporations_as_Conceivers_of_Development_and_Competitiveness_in_their_Corporation(Accessed on 25th of April 2020)

axerosolutions.com (2023), axerosolution’s official blog [online], available at: https://axerosolutions.com/blogs/timeisenhauer/pulse/302/14-foolproof-tips-for-managing-generational-age-gap-in-the-workplace (Accessed on 25th of April 2020)

Business is an economic activity, where buying and selling occurs. In this process, there are numerous people such as individual, groups or organization who have the interest in the decisions, operations, and outcomes of the business. These people can influence or be influenced by the business activities. Generally, these are called as stakeholders, are categorized into internal and external stakeholders.

1.⁠ ⁠Internal Stakeholders:

The internal stakeholders are the people who are inside of the organization. These people are owners who invest in business and expect returns for their investment in the form of profits or dividends. The other stakeholder is managers who are responsible in decision making process in managing and supervising the resource utilization and ensure the goal achievements of the business while balancing the needs of other stakeholders. Another most important internal stakeholder in business are the employees who contribute considerably to run the business operations smoothly and successfully and they expect fair wages, job security and good working condition.

2.⁠ ⁠External Stakeholders:

External stakeholders are individuals or groups outside of the organization who are affected by the operations. Business must take heed in managing the relationship effectively as they greatly influence being outside of the business who cannot be avoided in the business activities. 

The most essential people who are to be firstly connected and focused are our valued customers, for whom the whole business setting ups everything to create values for their money by providing product and services. The other most important stakeholder is suppliers who play immense role in the supply of raw materials required to business and also expected to continue to support via a long-term partnership. At the same time, there should be a strong relationship by releasing their payment on time as promised via supplier contracts. Another stakeholder shows interest of the business and influence in decision making process is investor who provides financial support and expect financial stability and return for the investment. 

The meanwhile government and regulators play significant role as they enforce laws and regulations, collect taxes, and expect compliance with legal and ethical standards. Moreover, community where the business exists and operates expected to be responsible in the social responsibilities by providing employment and contribute to local development. At the same time, business always has an eye on the competitors as they influence and are influenced by industry standards and business strategies. Similarly, business cannot ignore media, trade unions and creditors for their enormous contribution in becoming an effective organization when these organization are considered and treated with responsible manner as they show great interest and influence the business process as other type of stakeholders.

In this respect, there are numerous stakeholder models are designed to help businesses identify, prioritize, and manage their relationships with stakeholders. These models vary based on the nature of the business and its goals. One of the well reputed model is stakeholder mapping model in which stakeholders are mapped based on their interest and influence in the business. One is High Interest, High Influence: Manage closely (e.g., major investors, government).The other one is High Interest, Low Influence: Keep informed (e.g., local communities). Next is Low Interest, High Influence: Keep satisfied (e.g., regulators). The last one is Low Interest, Low Influence: Monitor (e.g., distant competitors).

On the other hand, it is essential to establish effective stakeholder engagement which fosters trust, enhances collaboration, and supports the achievement of business objectives. There are key objectives of stakeholder Engagement that must be considered in managing with stakeholders to make organization effective in the business process. They key objectives are listed below.

1.Understanding Stakeholder Needs: Ensuring stakeholders’ expectations are aligned with organizational goals.

2.Building Trust and Collaboration: Strengthening relationships through transparency and regular communication.

3.Managing Risks: Anticipating and addressing potential conflicts or resistance.

4.Enhancing Decision-Making: Leveraging diverse perspectives to make informed decisions.

5.Ensuring Sustainability: Aligning business practices with social, environmental, and economic responsibilities.

The meantime, business should consider the challenges in Stakeholder Engagement and deal with accordingly too. The challenges are listed below.

1.Conflicting Interests: Balancing the needs of multiple stakeholders can be difficult.

2.Lack of Resources: Limited time, budget, or personnel can hinder engagement efforts.

3.Resistance to Change: Some stakeholders may oppose new initiatives or strategies.

4.Cultural Differences: Misunderstandings may arise in diverse stakeholder groups.

In this respect, there are tools for stakeholder engagement are used to prioritize the stakeholders, to gather stakeholder feedback, to track communication and engagement and for collaborative problem solving via stakeholder analysis matrix, surveys and questionnaires, customer relationship management and workshops and seminars respectively.

Conclusion:

It is crucial to understand the pivotal roles of both internal and external stakeholders while considering their interest, contribution and influence in the decision-making process and manage them wisely with the intention of making the business effective and take the market leadership and take competitive advantage.

Reference:

Books:

Freeman, R.E., Harrison, J.S. and Wicks, A.C., 2007. Managing for stakeholders: Survival, reputation, and success. Yale University Press.

Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. 5th ed. Wiley.

Journal Articles:

Greenwood, M., 2007. Stakeholder engagement: Beyond the myth of corporate responsibility. Journal of Business Ethics, 74(4), pp.315-327.

Websites:

International Association for Public Participation (IAP2), 2018. Core values for the practice of public participation. [online] Available at: https://www.iap2.org [Accessed 21 December 2024].

The success and failures are depending on the leaders who lead their people in any situation. In particularly, when we look at the success of a business and its failures are based on the leadership styles where the employees are led by the leaders. In this respect, it is essential to have a broader understanding the concept of leadership for those who are already leading people or want to become a leader in the future.

If a person who wants to become a leader who should be able to lead the people by showing a clear direction where these people to be led. There should be followers to lead. The leader has the ability of leading people by building up the trust of the people and earning the respect of them. If followers fail to trust a leader who will not be ready to go behind him. 

Therefore, building up trust among the followers is crucial aspect a leader ever focuses. However, the leader should be able to convince the follower by displaying his knowledge and ability to lead them through which he can earn the respect of the people. Then only, the followers would be ready to follow a leader.

What is leadership?

There are numerous understandings in defining the concept of leadership. However, there is a general understanding about leadership. It is the process of encouraging and assisting others to work enthusiastically toward achieving the set goals and objectives. It is the behaviour of an individual when he is directing the activities of a group towards a shared-goals. It is the leadership in which one person influences others to work together willingly on the related task to attain goals desired by the leader.

When we understand the above general definition about leadership, a leader should be able to direct his people towards achieving the shared goals and having the ability to influence the followers so that they work together to achieve what the leader desires to achieve. 

If you take a business organization where the CEO tries to influence his team of people who are under him as middle level managers in-charge for business units under whom there are several functional managers working in the business functional areas such as operations, marketing and sales, human resource management, financial management, research and development etc. 

Hence, the role of leadership in a business environment is vital who has to lead the people by utilizing his power, influencing them through his integrity, and providing the direction by developing business strategy through evaluating the business environments where there are opportunities and threats he would identify and deal with them with the support of the internally available strength and minimizing the weaknesses. At the same time, leader is the one setting up a culture in order to achieve the set goals and empower the people who support to win the competition which is in the external environment.

In this respect, a leader has to provide a strategy direction, empower people, motivate and guide his people when necessary. He also has the ability of challenging and changing the statuesque of the organization as he is the one brings the change into the organization as the business environment has dynamic changes in many aspects in the external environment every day.

The ingredients of leadership:

According to Prof. Warrant Bennis (2009,p.34) he defines the ingredients of leadership. A leader should have a guiding vision, passion, integrity, curiosity & daring. 

Four qualities expected from great strategic leaders

At the same time there are four qualities expected from great strategic leaders. They are 

1.Strategic thinking

2.Strategic acting

3.Strategic influencing 

4.Strategic modeling. 

What effective leaders do?

These effective leaders would do the following things when they lead people effectively.

1.Setting clear goals

2.Understanding others

3.Making quick decisions 

4.Being creative

5.Staying honest

6.Staying strong and powerful

7.Including everyone

8.Delegating smartly

9.Getting better in everything

10.Having effective communication

What are the great qualities displayed by the leadership?

You can see seven sings that would display the leadership qualities in great leaders.

1.Always give you credit

2.Welcome your ideas

3.Encourage your growth

4.Care about your well-being, not just your work only

5.Value your personal time

6.Leade by example

7.Make tough decisions with compassion.

Eight traits of ethical leadership

Dr. Valeria Lo Lacono(2023) noted that there are 8 traits you can see in the ethical leadership. They are as follows…

1.He is promoting EDI (equality, diversity and Inclusion) as a leader

2.He is transparent and approachable

3.He is able to show empathy and compassion

4.He is socially responsible

5.He is trustworthy and trusted by the followers

6.He leads by great examples. People would follow the shadow of him

7.He develop a psychologically safe workplace for employees

8.He has the integrity and having the best interest of the company at heart and speaking both financially and morally.

Strategic Leadership:

Furthermore, a leadership direct the people strategically. Strategic leadership has the responsibility of providing strategic direction to the people who works with him by establishing a balanced organizational control, effectively managing organizational resource portfolio, sustaining an effective organizational culture and emphasizing ethical practices under his leadership. He should also have strategic leadership qualities to lead people strategically. Let’s understand some definition here so that it would be easy to digest this strategic concept of leadership in detail.

The definition of strategic leadership denotes “the leader’s ability to anticipate, envision, and maintain flexibility and to empower others to create strategic change as necessary” (Hitt, Ireland, & Hoskisson 2008: 375).  Moreover, strategic leadership demands the capability to incorporate and include both of the business environment of the organizations, which are internal and external. It is also responsible for managing and encompassing critical information processes.

Furthermore, there are many recognizable actions which determine strategic leadership towards effective strategy enactment. They are in the following: 

1.Determining strategic direction 

2.Establishing balanced organizational controls 

3.Effectively managing the organization’s resource portfolio 

4.Sustaining an effective organizational culture 

5.Emphasizing ethical practices organizational controls

Leadership Styles & Theories:

There are numerous leadership theories produced by the scholars. It is a high time to have some understanding so that it will be easy to differentiate the current leadership you might see in your day-to-day life.

Gandhi’s Servant Leadership Approach:

•  The leader of the Indian independence movement against British rule, exemplified servant leadership throughout his life.

•     He dedicated himself to serving others, prioritizing the needs of the community over personal gain or power.

•  Gandhi emphasized principles such as humility, empathy, and selflessness, advocating for nonviolent resistance as a means to achieve social and political change.

•  His leadership style was characterized by a deep commitment to empowering marginalized communities, promoting social justice, and fostering unity among diverse groups.

⁠Gandhi’s servant leadership approach inspired millions of people around the world and played a pivotal role in India’s struggle for independence.

Abraham Lincoln’s Crisis Leadership Approach:

•       Background: Abraham Lincoln’s presidency and leadership during the Civil War.

•  Communication Skills: Lincoln’s exceptional communication skills, including his ability to inspire, persuade, and unify the nation through his speeches and writings.

•   Crisis Leadership: Lincoln’s leadership during the Civil War, focusing on his decision-making, crisis management, and ability to maintain morale and resolve in the face of adversity.

•   Emotional Intelligence: Lincoln’s empathy, humility, and resilience as key components of his leadership style.

Nelson Mandela’s Transformational Leadership Approach:

·      Background: Nelson Mandela’s life -his role in the anti-apartheid movement and his presidency in South Africa.

·      Leadership Qualities: resilience, forgiveness, empathy, and his ability to unite people across racial divides.

·      Transformational Leadership: leader inspired change and reconciliation in South Africa.

·      Crisis Management: Mandela navigated through the challenges of apartheid, imprisonment, and the transition to democracy.

Donald Trump’s Transactional Leadership Approach:

·      Background: 45th President of the United States, Donald Trump was known for his transactional leadership  

·      Leadership Qualities: Trump prioritized outcomes over processes, often emphasizing his ability to make deals and deliver on campaign promises.

·    Hi s transactional leadership style relied heavily on rewarding loyalty and punishing dissent, with a focus on individual performance and accountability.

·     Trump’s transactional leadership approach results-driven mindset, criticism for its divisiveness, lack of collaboration, and disregard for institutional norms and processes.

Jack Welch’s Strategic Transformational Leadership Approach:

·    Background: Jack Welch’s tenure as CEO of General Electric.

· Strategic Leadership: Welch’s strategic transformational leadership approach, focusing on initiatives such as Six Sigma and the boundaryless organization.

·   Performance Management: Welch’s performance management techniques, including his emphasis on meritocracy and accountability.

· Organizational Transformation: Welch transformed GE into a global powerhouse through acquisitions, and strategic alliances.

Steve Job’s Visionary Innovative Leadership Approach:

·      Background: His role in founding and leading Apple.

·      Leadership Style: visionary leadership style, his emphasis on innovation and excellence, and his ability to inspire and motivate his team.

·      Decision Making: key decisions made as the development of iconic products like the iPhone and the iPad, and his approach to decision-making contributed to Apple’s success.

·      Challenges Faced: Explore challenges faced internal conflicts and market competition   

·      Lessons Learned: Innovation, and strategic vision from Jobs’ leadership at Apple.

Great Man Theories:

·      Leaders are exceptional people who are born with innate qualities and destined to lead others

Trait Theories:

•  Leaders are having leadership traits or qualities associated with leadership which is hard to measure.

•    Traits of leaders are adaptable to situations, alert to social environment, ambitious and achievement oriented, assertive, cooperative, decisive, dependable, dominant to influence others, energetic, persistent, self-confident, tolerance of stress, willingness to take responsibility. (Stogdill, 1974)

Functional Theories:

•       Leaders are concerned with the interaction Task, Team and Individual.

•       Task: Goal setting, methods and process

•       Team: Effective interaction  and communication

•       Individual: Attention to behavior, feelings, coaching

However, in the contemporary business world, transformational leadership is highly expected from the leadership who has 4I in this style of leadership. According to B.M.Bass and B.J.Avolio (1990, p.231-272) it has been clearly discussed.

Charisma or idealized influence:

It is the emotional component of leadership (Antonakis, 2012). Idealized influence describes leaders who act as strong role models for followers; followers identify with these leaders and want very much to emulate them. These leaders usually have very high standards of moral and ethical conduct and can be counted on to do the right thing. They are deeply respected by followers, who usually place a great deal of trust in them. They provide followers with a vision and a sense of mission. 

Intellectual Stimulation:

It includes leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization.  This type of leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues. It encourages followers to think things out on their own and engage in careful problem solving. 

Inspirational Motivation:

This factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. In practice, leaders use symbols and emotional appeals to focus group members’ efforts to achieve more than they would in their own self-interest. Team spirit is enhanced by this type of leadership. 

Individualized Consideration:

This factor is representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of followers. Leaders act as coaches and advisers while trying to assist followers in becoming fully actualized. These leaders may use delegation to help followers grow through personal challenges. 

In Conclusion:

No leadership, no direction. No followers, no leadership. A leader should have emotional intelligence in order to manage himself and others and provide his style of leadership according to the situation. Although leaders are born with inborn leading characteristics to lead others, it is not essential to be born to be a leader. Those who would like to become a leader who can focus on building up leadership traits and adopt a suitable approaches that I have highlighted from the shadows of leaders in this article. However, It is a widely accepted concept of leadership in the current business world is transformational strategic leadership which has to be kept in mind and develop the necessary initiatives to adopt in the real life.

Reference:

The John Adair (2004.) Hand book of management and leadership ,  Available at: https://www.pdfdrive.com/the-john-adair-handbook-of-management-and-leadership-e10045610.html (Accessed on 10/07/20)

Harward Schultz: Ethical and Strategic Leadership  (2014) YouTube video, added by Blake Beckmann [Online]. Available at  https://www.youtube.com/watch?v=GOO_ufk7utI&feature=youtu.be  [Accessed 16 August, 2020].

Imran Butt (2017.) Leadership and management concepts, Slideshare ,  Available at: https://www.slideshare.net/pakarmy4923/leadership-and-management-concepts-starbucks?qid=3f4fe6fa-fb9c-4c41-b94e-191253d7a189&v=&b=&from_search=2 (Accessed on 16/08/20) 

Critical incident technique  (2016) YouTube video, added by Ellen Cordeiro [Online]. Available at  https://www.youtube.com/watch?v=l-oaezn8lVU [Accessed 19 August, 2020].

Management by objectives  (2016) YouTube video, added by Madalena Caetano [Online]. Available at  https://www.youtube.com/watch?v=0qM5YYWaRC4 [Accessed 19 August, 2020].

360 degree performance appraisal  (2019) YouTube video, added by Commerce point [Online]. Available at  https://www.youtube.com/watch?v=2dvSM9IM97w [Accessed 19 August, 2020].

Tucker BA, Russell RF. The influence of the transformational leader. J Leadership Organizational Studies. 2004;10(4):103-111. 

Goleman D. Leadership that gets results. Harvard Business Review. 2000;78(i2):90. 

Bass, B.M. (1997), “Does the transactional/transformational leadership paradigm transcend organizational and national boundaries?”, American Psychologist, Vol. 52 No. 2, pp. 130-139. 

Rafferty, A.E. and Griffin, M.A. (2004), “Dimensions of transformational leadership: conceptual and empirical extensions”, The Leadership Quarterly, Vol. 15 No. 3, pp. 329-354. 

Tourish, D. (2013), The Dark Side of Transformational Leadership: A Critical Perspective, Routledge, New York, NY. 

Human resource is the most important resource which has to be managed in an organization. If an organization wants to become an effective organization, it has to take heed in its resource utilization in the process of business operation. 

As a result, efficient utilization of resources creates more values not only to organization but also to the valued customers who demands the products and services from the organization for their money their money they pay. 

In this respect, an organization should take a strategic decision in the utilization of human resources as it is a vital resource that assist an organization to take competitive advantage in focusing its core competent resource. Therefore, human resource department has to pay special attention in inducting the right people to perform the right job in the organization who are competent to perform their day-to-day operational activities. 

Once an organization hired the right people and onboarded them in the workplace, there is an essential role of HR to focus on training and development of the employees who really need to run the existing system of the organization. The initial training provided by the HR department on organizational orientation through which HR tries to integrate the new resource with the existing ongoing business process with the intention of managing human resources efficiently so that they bring more values to organization. After the initial organizational orientation training, the employees are stationed in the right place according to the available vacancies in the organization and expected to be provided another crucial training which is called station straining which would be scheduled by the training manager of the organization. He will ensure of the employees’ competences on the particular work so that they perform better and supporting to run the business operation smoothly. Employee would be evaluated in the particular station training and expected to perform independently in their stations. They would be followed up time to time in managing their performance in a great level and motivated and rewarded occasionally.

What is training and its vital role in the organizational goal achievements?

There are different definitions provided on training, it is commonly understood that training is a systematic process through which an organization’s human resources gain knowledge and develop skills by the instruction and practical activities that result in improved corporate performance. 

Amstrong in his handbook of human resource management (2014, p.308) stated that training is defined to promote learning through the application of systematic and planned instruction activities. He also stated that systematic and planned instruction are to be used in promoting learning through training (2014, p.308). and also called that it is a learner-based training. The meanwhile Reynolds (2004: 45) noted that training plays a complementary role in accelerating the learning. The meanwhile However, Crossman (2004) noted that training and development could align the efforts with the organizational goals and the employee motivation and performance could be managed in order to obtain the improved performance and productivity. At the same time, Cole (2002, p.330) found out that training is connected with the learning activity for acquiring the specific knowledge and skills to carry out the task. The meanwhile Pynes (2008) noted that, through training and development programme knowledge, skills and attitudes of employees for the particular job is expected to be changed. 

Development through training:

According to Onasanya (2005) he noted that development is considered to provide training to a worker through a certain education for higher responsibilities. At the same time, Beardwell and Helen (2001) considered that development is complex and differentiated as a result of learning and maturation. The meanwhile Itika (2008) noted that development is the adaptable resources with variety of skills concerned with individual mix of skills, experiences so that the employees achieve their full potential.

In this respect, development is a future focus and aiming to prepare employees to take additional responsibilities in different jobs and expected to continue to grow in their workplace so that they retain for a long time in the process of value creation to organization. The most suitable and capable personalities should be provided opportunity to develop themselves by estabilishing a succession planning in the organization which would be an essential thing the HR department consider in the resource utilization in an organization.

Performance expected through training:

Garavan (1997) stated that there is a hard time for an employee who doesn’t have an early training which will affect the employee performance. At the same time Qureshi (2016) emphasized that employees sharpen their skills, change their attitudes and behaviors through the learning process and the knowledge gained increases their performance. 

According to Boudreau et al.,(2001) performance of the trained employees is better than the employees not trained. However, Armstrong and Baron (2006) pointed out that good employee performance is produces as a result of an organizational performance. The meanwhile, Mwita (2000) emphasized that the important building block of an organization is the employee performance which is the foundation for a good performance. Therefore, the organization must analyze this and connect with the goal achievement of an organization which plays multidimensional role in the organization. 

The Need of training:

Kapinga (2008) stated that the assessment of the current status of the organization is an essential beginning. Pynes (2008) stressed that training needs can be determined by many techniques. One is job analysis which should be done prior to need assessment in order to find out the knowledge, skills, abilities and other characters such as motivation essential to do the jobs effectively. In the meantime, Benabou (1996) concluded that improvement of the business results are to be connected with well-designed training programmes. As a result, return on investment is increased considerably.

Personal development plan is vital through training:

Amstrong’s handbook of human resource management (2014, p.308) stated that 

Personal development plan is implemented to review the performance and development individual basis with the support and encouragement of the managers. It is an action plan proposed to learn and develop oneself. The action plan preparation  is expected to align with the outcome and the learning objectives through setting up an internal resource centres, establish the support of mentors, guided reading system, formal training plan to develop knowledge and skills, establishing e-learning environment and the implementation of the action plan as planned.

The purpose of training and development programs: 

The main purpose of the training programme is to improve knowledge and skills in order to change attitudes and behaviours of employees to make the employees potential in the work. 

At the same time Adams (2002) states that training provides the opportunity for employees to have a feeling of becoming part of the family members of an organization and to create the sense of belongingness among other employees which will increase the professional development and skill development at work

Evaluating the learning process in Training: 

According to Amstrong’s handbook of human resource management (2014) Learning is to be evaluated.  It is essential to assess the effectiveness of the outcome produced through the specified activities where changes are anticipated and to make more effective the planned activity. As noted by Tamkin et al (2002), learning  is a chain of impact from planning the learning to meet both individual and organizational learning needs to bring behavioural changes to impact on others and as a whole in the organizational performance.

Responsibility of Managers in Learning & Development Process of the Employees: 

According to Amstrong’s handbook of human resource management (2014, p.314) Managers role is vital in making use of the employees in the involvement of self-directed or discretionary learning activities which should be assisted by the managers through facilitating the learning activities by organizing the induction training, coaching, mentoring, and implementing personal development plan and helping the employees in implementing the plans. Individual’s responsibilities are also expected more in self learning.

In Conclusion: 

An organization should pay special attention to its human resource development by providing essential training and provide development opportunities with the intention of empowering the existing human resources who would continue to retain in the workplace by creating more values to organization and assisting to reduce the cost of recruitment and assist to maintain employee retention of its valuable unique resources in facing the competitive business environment and achieve competitive advantage.

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