Jack Brady

On The Job Training

The modern workplace is characterized by frequent changes that have an impact on how operations take place. The dynamics of the modern organizational management require a group of employees who are always on toes with the changes. More often, organizations find it necessary to make changes that will accelerate their growth and achievement of objectives .As a result, the management deems it essential to implement training programs for their employees from time to time so that they can play a role in implementing such changes. Job training is aimed at improving the skills of the employees using the most current technology. As such, job training should be seen as an opportunity for improvement rather than a parameter for questioning the employees’ competence (Boyatzis, 2008).It can be demonstrated that On-The-Job-Training is beneficial to employers, employees, and new hires.
Job training programs are designed, implemented and fully funded by the company. The programs can be accessed by the workers at their own discretion. However, the company has the right to determine the time when such should take place. Job training can come in terms of workshops, conferences, seminars or vocational training. The training program varies from one department to another and injects fresh ideas and skills that will help the organization move faster and in tandem with technological changes. Consequently, employees are expected to exhibit better skills and output at the completion of training.

At my job at universal new hires get three days of orientation and then three days on the job training, and then a “checkup” a couple weeks later, which is called “OJT”. Which of these is more effective? Does the employee have a choice whether to do the training or not? Do certain trainings affect performance more than the others, or affect the employee’s