Dedication

For my family with full love and respect for their continues support and care, for my father who inspire me and for every human had taught me in this life.

Thanks
For all professors who give the opportunity to learn over four years of hard work to prepare for this bachelor degree, Special thanks for Dr. Sadek Nsirat who supervised my study and put me in the first step of the research work.

Title

Page Number

Abstract Research Methodology

Part1 Training and Development Nature of Training and Development Previous Approaches to Employees Training Inputs into Training and Development Training Process
4

10

Part 2 Employees Performance Understanding Employees Drives and Motivation Cross Training as a Motivational and Problem Solving Technique
16

21

Part 3 Training And Development Impact on Employees Performance Topics of Employees Training to Increase the Overall Performance Training in Various industries Importance of Training and Development for Organization

25

26

28

30

Part 4 Case Study Case I : Hotel Sheraton , Damascus Case2 : Hotel Dedeman, Damascus Analysis of the Cases Comparison
33

35

37

Conclusion

38

Recommendation

39

References

40

Abstract
Since the beginning of the twentieth century and especially after World War II, training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. However, training programs introduced to the Syrian business environment, factories in the private and government sector were the first users of training programs in Syria, beside private training centers that provide training for different industries and different sectors including English training for employees as well as managers , computer science and software training , management courses, and other core job related programs. The large expansion of training and development in Syria were because government and the owners of private business understand the importance of such programs in improving the work method and raising the qualifications for individuals. Moreover, new regulations will be issued to give government institution sufficient budget for training and development programs. This study, however, draws attention to the enormous expansion in the content of training with an emphasis on the rise of personal development training ("soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of tasks but to the overall performance

Research Methodology
The Problem
The problem of this study is the lack for training and development programs in the Syrian business environment, beside the intentional or the deliberate underestimation for the role of training and development in strengthening the overall performance of employees and increasing productivity. Training is one element many corporations consider when looking to advance people and offer promotions. Although many employees recognize the high value those in management place on training and development, some employees are still reluctant to be trained. It is not uncommon to hear excuses regarding why someone has not received training.

The Importance
Training and development for individuals and employees in different industries contribute to the quality of work in organization as well as improving the society by teaching specific skills and knowledge , this is where the importance of this study lays which is to study in detail the importance of training and development on improving the overall performance. Training and development offers more than just increased knowledge. It offers the added advantage of networking and experiences. When employees attend training programs with others who have jobs that are much alike, they will have the added benefit of sharing knowledge that help them developing their performance and improving their organizations.

The Objectives
The purpose and objectives of this study can be summarized in the following points: Understanding what is meant by training and development. The necessity of acquiring certain skills in work. How to determine the training needs of employees. To give an overview of motivation at work. To link between employees training and its impact on their performance. To clarify the benefits of training and development on organizations. To review some training topics and training in different industries.

Part 1 Training and Development

Nature of Training and Development

In simple words, training and development refers to the imparting of specific skills, abilities, knowledge to an employee. A formal definition of training and development is determined as follows: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. (James D. Kirkpatrick and Wendy Kayser Kirkpatrick
P13, Training on Trail, 2010).

We can make a distinction among training, education and development. Such distinctions enables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom To distinct more, the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education however is common to all the employees.

Training in the term of organization Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people. (James D. Kirkpatrick and Wendy
Kayser Kirkpatrick,P15, Training on Trail, 2010).

It also means that in organizational development, the related field of training and development (T & D) deals with the design and delivery of workplace learning to improve performance. The need for training and development is determined by the employees performance deficiency, computed as follows:

Training and development needs = Standard performance Actual performance

We can make a distinction among training, education and development. Such distinctions enables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom. To distinct more, the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education however is common to all the employees.

Previous Approaches to Employee Training It is a classic question in the training field, first raised by human capital theorists, that why firms train their employees. Many attempts have been made to address this question, but the question of why firms provide general-skill training has not been fully understood. There have been two main theoretical approaches towards employee training, namely, the human capital approach and the technology-based approach. The human capital approach regards training as investment in human capital. Training is provided only when the benefit from productivity gains is greater than the cost of training. The technology-based approach regards training as a skill formation process. According to this approach, the expanded training in the contemporary period is driven by the rapidly changing technologies and work reorganization. These two approaches are popular in academic and policy discussions. What they have in common is that they assume an instrumental logic and technical rationality behind training decisions. Training is provided because it satisfies the functional needs of an organization. Studies with these approaches have largely overlooked the content of employee training, as if all kinds of training programs equally contribute to human capital accumulation or skill formation. Moreover, personal development training becomes a puzzle if viewed from these approaches, because it does not seem to follow from an instrumental logic or technical rationality.

Inputs in Training and Development

Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. The inputs of training and development are as (David L. Vance, Poudre River Press, P24, The Business of
learning, 2010):

1) Skills 2) Education 3) Development 4) Ethics 5) Attitudinal Changes 6) Decision making and problem solving skills

1) Skills Training is imparting skills to the employees. A worker needs skills to operate machines, and use other equipments with least damage and scrap. This is basic skills without which the operator will not function. There is also a need of motor skills as they are refer to performance of specific physical activities .These skills involve learning to move various parts of their body in response to certain external and internal stimuli. Employees particularly like supervisors and executives, need interpersonal skills mostly know as people skills. These skills helps a person understand oneself and others better and act accordingly. Examples of interpersonal skills include listening. Persuading and showing an understanding of others feelings.
K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and Development, 2004.

2) Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development programs must contain an element of education is well understood by the HR specialist. In fact, sometimes, organizations depute or encourage employees to do courses on a part time basis. Chief executive officers (CEOs) are known to attend refresher course conducted in many Business schools. 3) Development Another component of a training and development program is development which is less skill oriented but stress on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company. Development programs should help an employee to be a self-starter, build sense of commitment, motivation, which should again helps him being self generating. It should make their performance result oriented and help them in being more efficient and effective. 4) Ethics There is a need for imparting greater ethical orientation to training and development programs. There is no denial of the fact that ethics are largely ignored in businesses. They are less seen and talked about in the personnel function this does not mean that the HR manager is absolved if the responsibility. If the production, finance or marketing personnel indulge in unethical practices the fault rest on the HR manager.

K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and Development, 2004.

5) Attitudinal Changes Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect motivation, satisfaction and job commitment. Negative attitudes needs to be converted into positive attitudes. Changing negative attitudes is difficult because of (1) (2) (3) Employees refuse to change They have prior commitments and Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the organization and give better performance.

6) Decision making and problem solving skills Decision making and problem solving skill focus on methods and techniques for making organizational decision and solve work related problems. Learning related to decision making and problem solving skills seeks to improve trainees abilities to define and structure problems, collect and analysis information, generate alternatives. Training of this type is typically provided to potential managers, supervisors and professionals.

K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and Development, 2004.

Training Process
The steps of Training Process are as under:

Organizational Objectives and Strategies

Assessment of Training Needs

Establishment of Training Goals

Devising Training Programs

Implementation of Training programs

Evaluation of Results

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A) Organizational objectives and strategies The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources. (James D. Kirkpatrick and Wendy Kayser Kirkpatrick, P42, Training on
Trail, 2010).

B) Needs assessment Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem. (James D. Kirkpatrick and
Wendy Kayser Kirkpatrick, P42, Training on Trail, 2010).

The following diagram explains performance deficiency: Performance Deficiency

Lack of skills Or knowledge Training

other causes

Non training measures

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C) Training and development objectives Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programs and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved. (James D.
Kirkpatrick and Wendy Kayser Kirkpatrick, P44, Training on Trail, 2010).

D) Designing training and development program

Who are the trainees? techniques?

Who are the trainers?

What method and

What are the Level of training

where to conduct principles of learning

E) Conducting training activities Where is the training going to be conducted and how? At the job itself. On site but not the job for example in a training room in the company. Off site such as a university, college classroom hotel, etc.

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F) Implementation of the training programs Program implementation involves actions on the following lines:

Deciding the location and organizing training and other facilities. Scheduling the training programs. Conducting the programs. Monitoring the progress of the trainees.

G) Evaluation of the results The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the program has been useful must be judge/determined. Evaluation helps determine the results of the training and development program. In the practice, however organizations either overlook or lack facilities for evaluation. (James D. Kirkpatrick and Wendy Kayser
Kirkpatrick,P46, Training on Trail, 2010).

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Methods of training
A multitude of techniques are used to train employees. Training techniques represent the medium of imparting skills and knowledge to employees. Training techniques are means employed in the training methods. They are basically the following: taking from. (John Akoward, Note book, Modeling
Training, P17).

1- Lectures: It is the verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess knowledge about the subject.

2- Audio Visuals: This is an extension of the lecture method. This method includes slides, video tapes and films. They can be used to provide a range of realistic examples of job conditions and situations in the condensed period of time. It also improves the quality of presentation to a great extent.

3- On- the Job- Training: It is used primarily to teach workers how to do their present jobs. Majority of the industrial training is on the job training. It is conducted at the work site and in the context of the job. In this method, the focus of trainers focus is on making a good product and not on good training technique. 4- Programmed Instruction (PI): In this method, training is offered without the intervention of the trainer. Information is provided to the employee in blocks, in form of books or through teaching machine. After going through each block of material, the trainee goes through a test/ answers a question.

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5- Computer Assisted Instruction (CAI): This is an extension of the PI method. In this method, the learners response determines the frequency and difficulty level of the next frame. This is possible thanks to the speed, memory and the data manipulation capabilities of the computer. 6- Simulation: It is any equipment or technique that duplicates as nearly as the possible the actual conditions encountered at the job. It is an attempt to create a realistic for decision-making.

7- Case study: It is a written description of an actual situation in the business, which provokes the reader to think and make decisions/ suggestions. The trainees read the case, analyze it and develop alternative solutions, select the best one and implement it. It is an ideal method to promote decision making skills. 8- Role Playing and Behavior Modeling: This method mainly focuses on emotional (human relation) issues than other ones. The essences are on creating a real life situation and have trainees assumed parts of specific personalities (mostly interchanged roles of boss and subordinate to create empathy for one another).

9- Apprenticeships and Coaching: It is involved learning from more experienced employee/s. It is applied in cases of most craft workers, carpenters, plumbers and mechanics. This approach uses high levels of participation and facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a supervisor and not by the HR department.

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Part 2 Employees Performance

Understanding Employee Drives and Motivations - The First Step towards Motivation at Work
However large or small a company or business is, it is employees at all levels that can make or break it. This holds true not only for the people we hire on a regular basis, but also for temporary and contracted workers. It is as important to research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying those, as it is with regard to customers. In actual fact, considering the role each "employee" plays in a company's success, analyzing and planning an adequate response to employees' motivations deserves first place in the order of business. Before going any further, let us shift our approach from grouping people under the generic category of "employee" to individual human beings and term them as "hired workers" or "working partners". This is what they are. We must acknowledge them as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success.

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Though each person has specific needs, drives, aspirations, and capabilities, at varying degrees of intensity, people's basic needs are the same, as illustrated by Abraham Maslow in the following model: (Matthew Murdoch and
Treion Muller, P40, The Learning Explosion,2011). Self-Actualization

Ego

Social Needs

Safety Needs

Physiological Needs

Basic physical needs: the ability to acquire food, shelter, clothing and other basics to survive Safety Needs: a safe and non-threatening work environment, job security, safe equipment and installations Social Needs: contact and friendship with fellow-workers, social activities and opportunities Ego: recognition, acknowledgment, rewards Self-Actualization: realizing one's dreams and potential, reaching the heights of one's gifts and talents. It is only when these needs are met that workers are morally, emotionally, and even physically ready to satisfy the needs of the employer and the customers.

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Worker motivation must also be viewed from two perspectives: 1. Inner drives 2. Outer (external) motivators. A person's inner drives push and propel him/her towards an employer, a particular job, career, line of study, or other activity (such as travel or recreation). It is these drives that Maslow delineates in his hierarchy of needs, and which we must understand and internalize, use as guidelines in our efforts to help employees feel motivated. The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the "cream of the crop" of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs, but to exceed them - taking into consideration additional extraordinary needs individual workers have. Most workers need to: 1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel 2. Save for and enjoy old age security benefits 3. Have medical and other insurance coverage 4. Acquire friends at work 5. Win recognition 6. Be acknowledged and rewarded for special efforts and contributions 7. Be able to advance in life and career-wise 8. Have opportunities for self-development 9. Improve their skills, knowledge, and know-how 10.Demonstrate and use special gifts and abilities 11.Realize their ideals.

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The employer responds to those needs by offering and providing: 1. Employment 2. Adequate pay 3. Assistance to workers for their special needs (such as child care arrangements, transportation, flexible work schedules) 4. Job security (to the degree possible) 5. Clear company policies 6. Clear and organized work procedures 7. A stable, just and fair work environment 8. A safe work environment 9. Medical coverage and other benefits 10.An atmosphere of teamwork and cooperation 11.Social activities 12.Reward and recognition programs 13.Incentive programs 14.Open lines of communication (formal and informal) 15.Systematic feedback 16.Training and development programs 17.Opportunities for promotion 18.Company/ business information 19.Information on customer feedback 20.Sharing of company goals and objectives a 21.Information on the market situation and industry 22.Future expectations 23.Plans for the future 24.Guidance and mentoring.

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It is important that the employer discover other extraordinary needs applicants have before hiring them and know beforehand whether he/she can satisfy those needs or not. An employee may have:

Family responsibilities and be unable to work shifts, overtime, or weekends Heavy financial responsibilities which he/she can meet only by working at two jobs, leading to exhaustion, "sick leave", and deficient work performance A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions.

Some other needs the employer can expect, for which company policies should be planned accordingly:

If the company is in a remote location, all employees will have a need for more social activities Many single people look for dates and spouses at work Some women may not be ready to work late shifts unless the employer provides transportation back home Some workers may have a problem with drug or alcohol abuse.

In addition to needs and drives, adult workers have expectations from their employer - they expect:

A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job descriptions Two-way communications Effective management and supervision Positive discipline Good company repute

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Company survival Opportunities for personal growth Company growth A share in the company's success.

Business owners and managers are under constant scrutiny by the people they hire. Adult workers care beyond the salary - they care to know to whom they entrust their fate, reputation, and security. They consider their work as a major factor that shapes their lives and the lives of those dear to them. Once they feel confident that the employer and their place of work is what they wished for and expected, they are ready to contribute above and beyond "the call of duty". (John Akoward, Note book, Modeling Training, P32). Most of these needs, expectations and aspirations are unexpressed - it is up to the employer to develop a good system of company communications, employee relations, training and development that will lead to an environment of openness, cooperation, teamwork, and motivation that will benefit all the parties involved. Cross-Training as a motivational and problem-solving Technique Many managers, including human resources directors, mistakenly believe that employee motivation can be won through monetary rewards or other perks. They learn soon enough that such perks are taken for granted and that money is not the key to employee motivation. A professional and unified management, in a good work environment, is the basis on which to build employee motivation. While high employee turnover reflects on low morale and lack of motivation, when seen from another angle, the absence of turnover quickly results in de-motivation since the possibility of motion and forward-motion is taken away from employees. It is against human nature to remain static, performing the same duties day in, day out, without expectations of change in routine or opportunities for advancement.

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An effective training technique which results in motivation is cross-training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train in different departments or within the department itself. With background support, employees can have one day training in the role of department head ("King for the Day"). When a General Manager is away, department heads can take roles replacing him, which is a form of cross-training. Cross-training should be carefully planned and presented as a learning opportunity. It should be incorporated in a hotel's master yearly training plan, covering all positions and departments. It should begin with supervisory level and filter down to entry-level positions. Housekeeping should cross-train in Front Office and vice-versa; Front Office in Marketing, Sales, Public Relations, Food & Beverage, Banquets, Security; Marketing & Sales in Front Office, Food & Beverage, Purchasing; Food & Beverage Service in the Culinary department and vice versa; Human Resources in different departments and vice versa. (Matthew Murdoch and Treion Muller, P55, The
Learning Explosion, 2011).

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This technique achieves the following objectives:

Offers a learning and professional development opportunity Rejuvenates all departments Improves understanding of the different departments and the hotel as a whole Leads to better coordination and teamwork Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance Improves overall motivation Leads to the sharing of organizational goals and objectives.

Sending people to work in another department at a moment's notice is not what cross-training is about. This has to be an effective planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions for improvement. They become "partners". Departmental communications meetings can be used to share lessons learned. When employees think "the grass is greener on the other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job with a better attitude. Cross-training can also be used to "shake up" supervisors or employees who have lapsed into poor performance. Upon being moved to a different position or department, albeit temporarily, they hear "warning bells", shape up and usually return to their positions as exemplary performers. Depending on the budget at hand and the objectives to be achieved, the time for cross-training can vary from one day to a week or more. Details must be coordinated with the "receiving" department head. The trainee is incorporated within the department's activities for the duration of the cross-training (briefings, meetings, or obligations).
(David L. Vance, Poudre River Press, P76, The Business of learning, 2010)

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A more sophisticated form of cross-training is job rotation, which usually involves extended periods (from one month to six months). With job rotation, the employee's role is of a different nature. He is not considered as trainee, but is responsible over certain job functions, for which he has to prove himself. Both cross-training and job rotation create a team of workers who are more knowledgeable, can easily replace each other when needed and who gain new confidence regarding their professional expertise. These two techniques lead to great motivation throughout the company. Unionized properties face some difficulty in implementing such techniques due to the rigidity of Union policies and labor agreements. It is up to management to win over Unions on this concept and convince them of the benefits to employees' careers. Union representatives can be made to understand that company-wide cross-training involves substantial investment in time, effort and payroll. The benefits, however, are enjoyed by the three main stakeholders: employees, management and guests. Employees enjoy the rewards of added know-how, skills, career opportunities and future security due to business success.

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Part 3 Training and Development Impact on Employees Performance

Improvement in Performance Training will be an important aid to managers for developing themselves as well as their subordinates. It is not a substitute for development on the job, which comes from doing, experiencing, observing, giving and receiving feedback and coaching. Research has shown that 80% of a persons development takes place on the job. However, training can contribute the vital 20% that makes the difference. Training can bring about an improvement in a persons: Knowledge Skills Attitude Thereby raising his potential to perform better on the job.

Growth Training is also directed towards developing people for higher levels of responsibility thereby reducing the need for recruiting people from outside. This would have the effect of improving the morale of the existing employees. Organizational Effectiveness In company training provides a means for bringing about organizational development. It can be used for strengthening values, building teams, improving inter-group relations and quality of work life. The ultimate objective of training in the long run is to improve the companys performance through people performing better.

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Topics of Employee Training to increase the overall performance 1) Corporate ethics: This covers the value of good manners, courtesy, consideration, personal dcor and good rapport. It also shows why and how to discourage gossip, controversies, personal work at office, rush jobs etc. 2) Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. Right from the way the receptionist handles a call to how the CEO deals with a customer gives a glimpse of the image of an organization. Such training encompasses oral, written and presentation skills. It stresses the importance of communication being clear, concise, concrete and colorful. 3) Career and life planning: A primarily employee-oriented training objective undertaken to help employees plan for their lives, career, retirement, redundancy etc. Such training imparts the values of life skills that employees need under different and difficult circumstances. 4) Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 5) Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 6) Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 7) Staff management and team building: Such training shows the importance and benefits of good management and how everyone can achieve more through teamwork.
(Matthew Murdoch and Treion Muller, P61 the Learning Explosion, 2011).

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8) Stress management: Stress is an individuals response to threats and challenges in the environment. Manifested physiologically and physically, it may occur due to role conflict, role ambiguity, role incompatibility, role overload or role under load. Stress management techniques are covered under this objective. 9) Time management: Time management skills covered here showcase the importance of being specific, delegation and prioritization. They also show how to set measurable, attainable, relevant and time-bound goals. 10) Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. It also includes interpersonal relationship skills Communication is a two-way exercise and this objective covers the importance of listening, concentrating, showing empathy and selfawareness. 11) Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 12) Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 13) Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors. 14) Memory skills: techniques for better reception, retention and recall through audio and visual learning techniques. It helps to improve skills by employing all senses, associating and following systematic review plans.
(Matthew Murdoch and Treion Muller, P62, The Learning Explosion, 2011).

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How Training play its role in increasing productivity in Various Industries

1) Training in News Center The news industry, traditionally untroubled about staff development, is taking a new look. In todays multimedia world, industry leaders feel heightened competition for the best and brightest employees. Economists predict an acute shortage of knowledge workers. Starting salaries for journalists, stagnant for decades, have begun to creep upward. Industry attrition also is climbing, and an increasingly professional journalism workforce wants and is starting to get more training and mid-career education. Benefits include: 1. Journalists with learning and development opportunities stay with organizations longer. Higher employee retention both saves money and strengthens readership. 2. News organizations with strong training and education programs enjoy a greater chance of success in creating newsroom diversity and reaching wider audiences. 3. A learning newsroom is more likely to have a constructive culture, increasing performance. 4. Skill, topic and value training all help journalists provide greater editorial quality.

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2 Training in Call Centers Call Center Employers will regret slashing their training budgets to save a few pounds. For a small investment, employers can protect themselves and save thousands of pounds in costs Distributing a company/induction/training policy is not sufficient to show workforce that a company has met its legal obligation to train its workforce and create an educated work-environment. Therefore, it is very important to train the management staff so they can "spot the issue," recognize a situation involving a issue and seek help from HR.

In order to use training as a defense tool, companies must verify that each and every worker received training. All companies experience turnover and absenteeism problems, which undermine training effectiveness. Therefore, companies should receive written or electronic training verifications and audit those verifications ANNUALLY to ensure legally defensible training. Using an in-house trainer can be difficult if the person lacks expertise or credibility within the organization. The trainer must be a senior executive or an outside professional to gain the respect and attention of the training participants. Also, companies should have a qualified expert conduct the training - a person who can also provide training testimony in the event the training is ever legally challenged.

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A blended learning solution (combining in-person and Web-based) is the most comprehensive and effective training solution. However, some Webbased programs can also be an effective stand-alone solution. Importance of Training and development for the organization There are many benefits of Training and Development to the organization as well as employee: 1) Benefits for the organization. 2) Benefits for the individual. 3) Benefits for personnel and human relation, intra group and internal group relation and policy implementation. 1) Benefits for the organization a) Improves communication between group and individuals. b) Aid in orientation of new employee and those taking new job through transfer or promotion. c) Provides information on equal opportunities and affirmative action. d) Provides information on other government laws and administration policies. e) Improve interpersonal skills. f) Makes organizational policies, rules and regulations viable. g) Builds cohesiveness in group. h) Provides a good climate for learning, growth and co ordination. i) Makes the organization a better place to work and live.

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2) Benefits for the individual a) Helps and individual in making better decision and effective problem solving. b) Through training and development, motivational variables of recognition achievement, growth, responsibility and advancement are internalized. c) Aid in encouraging and achieving selfdevelopment and self confidence. d) Helps a person handle stress, tension, frustration and conflict. e) Provides information for improving leadership, knowledge, communication skills and attitudes. f) Increases job satisfaction and recognition. g) Moves a person towards personal goals while improving interactive skills. h) Satisfies personal needs of a trainee. i) Provides the trainee an avenue for growth in his or her future. j) Develops a sense of learning. k) Helps eliminate fear in attempting new task. l) Helps a person improve his listening skill, speaking skills also with his writing skills.

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3) Benefits for personnel and human relation, intra group and internal group relation and policy implementation a) Improves communication between group and individuals. b) Aid in orientation of new employee and those taking new job through transfer or promotion. c) Provides information on equal opportunities and affirmative action. d) Provides information on other government laws and administration policies. e) Improve interpersonal skills. f) Makes organizational policies, rules and regulations viable. g) Builds cohesiveness in group. h) Provides a good climate for learning, growth and co ordination. i) Makes the organization a better place to work and live.

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Part 4 Case study Case I: Hotel SHERATON, Damascus.

1) Who are the trainees?

Every employee walking in with the appointment letter is first a trainee as per the bond he signs and then when the time period of he being a trainee over, he gets permanently placed in the organization. Following are the departments were training is implemented after an employee walks in with the appointment letter:

Food and Beverages Kitchen House keeping Front Office Finance Accounts H.R.D Sales

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2) Methods or programs conducted for training Department president trains most of the employees on the job. The trainees are trained on the job. The introduction to the work is explained by the training department of human recourse management. In case of introduction of new technology - like few days back new software was introduced to the stores department. Since the software (Orien) was new, the employees were given a lecture and practical study of this software. They were also showed audio visual to understand how to use the software. 3) Who trains the new employees? In Case of the departments others than Kitchen, The Trainees are trained by the Training & Development department which comes under Human Recourses Department. In case of Kitchen, the kitchen employees and chefs are trained personally by the Chief Chef. 4) Why train the employees? What are the benefits? To understand the hotel policies, values, morals and ethics. They are introduced with the vision & values of the hotel so that they perform their task accordingly. To help the employee build his/her confidence in performing his/her work and help him/her use his theoretical knowledge provided by his hotel management course. To make the employee get use to his job and surroundings and to make him comfortable in performing his job, thus satisfying his employer. Helps the employee to upgrade his personal skills. Helps the employee to learn new things and increase his knowledge.

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Case II: Hotel DEDEMAN, Damascus.

Hotel Dedeman works in a totally different manner from Sheraton when it comes to training its employees. In case of new employment, Dedeman selects students from various hotel management institutes and molds them during their graduation period itself. Each hotel management student is allotted a time period to work as a trainee in any hotel. Dedeman makes use of this time period and molds the students.

1) Who are the trainees?

In case of departments other than management, the trainees are undergraduate students from various hotel management institutes. In case of management the hotel only employees experienced staff with high qualification.

2) Who are the trainers?

There is a Training department under the HR who takes care of the new trainees and the training programs conducted for them.

3) What are the training programs?

Introduction or orientation wherein, the student is introduced to the hotel and is told about the training program for the immediate three months of his training and the long term training policies.

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 Grooming sessions are conducted to educate the trainees how to dress and behave to match the standards that Hilton maintains. They are given personal skills and are made presentable. They are taught values of the hotel that are policies like keeping the customer always satisfied. The basic principle that is to maintain the old customers and get new customers.

4) What are the benefits for the employee? The employees are students of hotel management. The training sessions provides them with practical knowledge which helps them in their hotel management course and makes it easy to understand the job perspectives during the graduation course itself. They also apply the knowledge which they get in these training sessions to their academic knowledge which makes them a better student in all. The theoretical knowledge gained by them hotel management course is then converted to practical knowledge.

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Analysis of the case study comparison

Both the methods of training are effective and have their merits and demerits which can be summarized as follows:

In case of Hotel SHERATON, Damascus. The methods of training are good and effective but its not always that the employee changes himself and molds himself as per the organization principles and objectives even though he might be an intelligent and talented employee.

In case of Hotel DEDEMAN, Damascus.

The hotel conducts a very well planned and managed program for training but in all there is no such guarantee that the employee or the trainee would like to join the same organization after his graduation. He may also join some other hotel. This would result in losses for the hotel. Therefore a mix strategy, wherein the employees are trained in the hotels as interns and are then made to sign a bond wherein they to agree to work for few years in the same organization would be effective.

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Conclusion
Gone are the days when training was a 2 hour process on the first day of the job. Training & Development has transformed from an add-on function to a core function of companies. It has become more of a science with systematic rules and formats guiding the companies on how to go about training and development. And that is the way it should be. Training and development is a necessity for both the trainer and the trainee. The trainer (the company) would want to make its staff more efficient in this highly competitive world. It would want its employees to know the latest trends and technologies and use them according to the companys principles and objectives. The trainees (staff) on the other hand, view training and development as a stepping stone for enriching their career and fulfilling their personal needs. Training and development is another round of education for them, the knowledge from which is to be applied later. So, its more of a mutual necessity and agreement between the companies and their respective employees when it comes to training and development.

In conclusion, programs of continuous learning will lead organizations into lasting success and increasing productivity and performance of their workers by providing and training them for high qualifications which is the soul of training and development programs.

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Recommendations
Internet technology is the key to a profound revolution in learning. The effects of Internet technology on employee training are indeed profound; however, technology - any technology - should be seen as a tool, not a strategy or final goal. There is an enduring and important role for traditional classroom instruction must be in consideration. People who believe technology will totally replace great teachers in front of classrooms of highly motivated learners are as misguided as those who believe the Internet is a passing fad. The blended learning solution, i.e., a mixture of classroom and Web-based training is the most effective and comprehensive learning strategy. The need for Learning as a continuous, cultural process - not simply a series of workshops. Employees retain about 50% to 60% of what they learn in a formal training workshop. Often, employees forget what they have learned within two months of the workshop. Therefore, access and opportunities to learn should be available to anyone, anywhere, and at any time within an organization.

The necessity for the alignment of Strategy development and implementation in training. Employers change as their business changes. They adjust it as their people become more skilled and knowledgeable. The employers redefine it as new technology options become available. And, they constantly test it against the mission and vision of their business, making sure they are always in alignment.

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References
Books:

Matthew Murdoch and Treion Muller, the Learning Explosion, 2011.

James D. Kirkpatrick and Wendy Kayser Kirkpatrick, Training on Trail, 2010. David L. Vance, Poudre River Press, The Business of learning, 2010.

K. David Roach, Timothy P. Motteet, Steven A. Beebe, Training and Development, 2004. John Akoward, Note book, Modeling Training, 2003.

Internet Sources:
www.hrdiscussion.com www.keyorganization.com www.pqa.net www.scribed.com www.studygs.net

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