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Training Program in the Workplace Case Study

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Updated: Feb 16th, 2021

Developing a training program

The success of every organization rests on its employees’ job performance. As such, organizations “spend a lot of money on employees’ training and development” (Fisher, 2009). However, the success of the training program is highly dependent on their design rather than the capital invested. As a manager for Pal’s Sudden Service, I would consider many factors and carry out many activities in developing an efficient training program.

I would set the goals and objectives to achieve, document the existing program, determine the methods and materials needed for the training, provide for evaluation and monitoring and to communicate the new training proposal with all stakeholders. The goals of the training program are, to reduce working errors from one in 450 to none if possible, improve employees’ job morale, address customer complaints, reduce job absenteeism, and reduce service time. Since covering all the training areas using one professional is likely to reduce efficiency, I would involve experts in different fields to help. For example, I would hire a motivational speaker to give a talk on job morale and a counselor to advise on relationship between employees and the management.

To achieve much on training, it is important to document the training methods that used in the past, find possible weakness points and develop a much better plan. The last training method therefore acts like a guide.

Even though there are three methods of training, “…programmed instruction, behavioral modeling and lecture,” I would prefer behavioral modeling and lecture because they are the most suited for on-job training (Aamodt, 2009). They provide employees opportunity to learn from their supervisors while working and to listen to experts invited by the company. Using the two methods concurrently works like a double-edged sword. To ensure the effectiveness of the program I would set a system of continuous evaluation and monitoring that checks if the objectives are met, and proposes appropriate action if not.

Lastly, I would communicate the suggested program to the employees to get their views and opinions.

Evaluation of the training program

Employ training is critical to every organization. Many firms invest heavily on employee training programs. Organizations invest in training to improve performance. However, measuring the impact of a training program is very difficult. In fact, “it is very possible for a training program to fail to achieve its intended goals completely” (Fisher, 2009). To ascertain the impact of a training program, evaluation is necessary.

Therefore, to establish the effectiveness of the training program, I would use practicality method proposed by Aamodt (2009). Aamodt further states that “The most simple and practical of research designs implements a training program and then determines whether significant change is seen in perfomance of job knowledge (2009).

To use this evaluation perfectly and get accurate results, I would carry out two sets of job performance measurements. I would take my first measurement before the training and the second after the training. The variables I would use in the measurements include, work quality, productivity, wastage of resources, work life, communication and relation among the employees and the management, sales, customers’ reactions, and job absenteeism.

While evaluating the effectiveness of the program, a high positive score on the variables would show the success of the program, while a negative indicates the program’s failure hence need for further training. For example, the program’s success would yield, increase in work quality, a reduction in wastage of resources, improved communication and relation among employees and the management, increased sales, and positive remarks from clients. On the other hand, I would regard the training program failed if there is no significant difference in performance achieved with the performance before training.


Aamodt, M. G. (2009). Industrial/Organizational Psychology: An Applied Approach (6th ed.). Belmont, Califonia: Cengage Learning.

Fisher, C. J. (2009). Designing and Developing Training Programs: Pfeiffer Essential Guides to Training Basics. San Fransisco, CA: John Wiley and Sons.

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