Research Paper on:
Organizational Training Implementation

Unformatted Sample Text from the Research Paper:
accepted correction, and possibly training may be required. Unfortunately, these perception are also those that constraint training and prevent it from being used more efficient to increased both productive and  increase value within the organisation. Side effects can also result in employee satisfaction which will also reduce staff turnover and as a result even decrease recruitment costs. Therefore, training ma  be seen as a source that can provide both short and long term benefits that are both tangible in the bottom line calculations as well as intangible. The first stage  of any change needs to be in attitudes and lead by those at the top. If there is an attitude that training is a necessary evil, and is confined mostly  to personal functions then this will permeate down the hierarchy and infect the culture. The first stage is to convince management that there will be a real bottom line impact.  This manager, like may others is unfortunately sees training as a cost, rather than seeing it as a benefits exercise. Of a recent survey of 540 companies it was found  that 40% of the training budget was spent in house on the wages of the training staff indicating that the majority of training was that which took place at the  lower levels (Bassi and Van Buren, 1998). However to justify the total amount of $53.3 billion spent by the employers on formal training during 1998 in the United States there  must be an acceptance for the benefits staff (Bassi and Van Buren, 1998). The majority of formal training course were those for the  induction of new employees, closely followed by management supervisory skills and computer usage (Bassi and Van Buren, 1998). They may be provided in terms of personal or group tuition as