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How training and development management are related to best practice and best fit models of strategy

The most outstanding reality between best practice and best fit models with regard to training and development is that both principles recognise the importance of training and development in sustaining competitive advantage. However, there are differences on how this can be implemented. (Herzberg, 2001)

Best fit advocates believe that training and development should be encouraged by linking it to career development. The more training and skills employees gain, the more productive they become and the more their development should be. Best fit proponents argue that companies need to reward employees who have undergone training by giving them higher level jobs. They assert that when employees are given more complex jobs after training, this can be seen as a way of boosting their efforts. (IPC, 2001)

Additionally, best fit advocates assert that training and development prepares employees to be horizontally integrated into the organisation. Training and development is the tool with which employees can diversify and add value to the organisation. In this regards, employees who have undergone more training are liable to more promotions. Best fit advocates believe that employees with the highest ranks or promotions ought to be the ones that have undergone in depth and numerous training sessions.

Therefore, promotions may be seen as a form of reward for training and improvement of skills. These adherents believe that the corporate world has become increasingly competitive. Therefore, organisations must strive to compete for the most valuable employees or retain those good ones. The only way they can improve the competency of their employees is by encouraging them to improve their skills through training. The best fit method of achieving this is by linking it to career development. (Herzberg, 2001)

On the other hand, best practice advocates hold a different view from the latter. They believe that training should be made part of a high-performance-work system. According to them, training is the tool with which organisations can improve problem resolution, decision making and initiative within the organisation. Organisations that give precedence to training are usually well prepared in case of any economic recessions. Best practice advocates believe that training is a method that enhances the human capital within an organisation. Training empowers employees to be autonomous in their work environment. They can work independently in teams (Kohn, 1993a)

However, advocates of this model (best practice) do not provide a link between rewards and training. Best practice supporters provide no link between career progression and training. According to them, training is only instrumental in empowering the employee to add value to the organisation. They assert that employees who can perform their jobs well after training and development, will be more secure about their jobs and will contribute to the organisation’s competitive advantage. (Herzberg, 2001)

Conclusion

Best fit and best practice advocates both believe in training and development. However, best practice proponents hold the view that training should be regarded as means of enhancing job security. On the other hand, best fit advocates assert that training and development should be linked to career development. Employees with greater skills should be granted promotions and should be vertically integrated into the organisation.

Reference

Pfeffer, J. (1994); Competitive Advantage Through People: Unleashing the Power of

the Workforce, Boston, MA: Stanford Graduate School of Business, Harvard Business

School Press

Herzberg, F. (2001); One More Time: How Do You Motivate Employees? Harvard

Business Review, 81(3), p. 87-96

Kohn, A. (1993a): Rethinking Rewards; Harvard Business Review, 71(6), p. 48-49

IPC (2001): High road to work organisation case study; journal for Irish Productivity Centre

Kohn, A. (1993b): Why Incentive Plans Cannot Work, Journal for Harvard Business, 71(5), p54-63
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