Petra Kovรกฤovรก – Alexander Dubcek University of Trencin, Faculty of Social-Economics Relationship, ล tudentskรก 3, 911 50 Trenฤรญn, Slovakia
Ondล™ej Drahotskรฝ – Alexander Dubcek University of Trencin, Faculty of Social-Economics Relationship, ล tudentskรก 3, 911 50 Trenฤรญn, Slovakia

 

DOI: https://doi.org/10.31410/EMAN.S.P.2022.91

Full paper

Download file

6th International Scientific Conference – EMAN 2022 – Economics and Management: How to Cope With Disrupted Times, Ljubljana, Slovenia, March 24, 2022, SELECTED PAPERS, published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; ISBN 978-86-80194-58-5, ISSN 2683-4510

 

Abstract:

Employee development became one of the key topics in the field of human resources management in current organizations. Taking a propยญer approach to employee and business development in this area can be a source of competitive advantage for organizations. However, few empirical studies have been conducted on the subject matter; there is still a need for further research to be conducted.

The research deal with the analysis of the perception of development activiยญties in the retail organization based on a survey conducted through a strucยญtured questionnaire survey and analysis of internal company materials. The goal is to point out the perception of development activities by employees based on the survey, as well as to find out the main barriers that prevent emยญployees from their development.

The results of the survey show that employees perceive the development on an individual level, the greatest benefit is seen in their professional and personal growth. The employees are interested in development, but only in their working hours, they are interested in training such as foreign language and computers skills. The primary motive for development is financial. The main barrier that prevents employees from their development is time or perยญceived lack of time. Another negative factor is that manager does not check, or control acquired knowledge and skills after training. On the other hand, as a positive result is seen the internal trainer at the training and receiving feedback from the manager on employeesโ€™ performance.

This paper is created for the retail organization to improve the area of emยญployee development, as well as for scholars researching this topic and others interested in the development of employees in an international company.

Keywords:

Skills; Trainer; Training Feedback

REFERENCES

Acton, T., & Golden, W. (2003). Training the knowledge worker: a descriptive study of trainยญing practices in Irish software companies. Journal of European Industrial Training, 27(2), 137-146. https://doi.org/10.1108/03090590310468958

Choo, S. & Bowley, C. (2007). Using training and development to affect job satisfaction withยญin franchising. Journal of Small Business and Enterprise Development, 14(2), 339-352. https://doi.org/10.1108/14626000710746745

Fajฤรญkovรก, A., Fejfarovรก, M., & Urbancovรก, H. (2016). Employee development by talent manยญagement implementation. ResearchGate. Retrieved from https://www.researchgate.net/ publication/316136586

Fake, H. & Dabbagh, N. (2020). Personalized learning within online workforce learning enviยญronments: exploring implementations, obstacles, opportunities, and perspectives of workยญforce leaders. Technology, Knowledge and Learning, 25(4), 789-809, 2211-1662. http://dx. doi.org/10.1007/s10758-020-09441-x

Goldglantz, H. F. (2013). Invest in employee training. Pest Management Professional, 81(8), 68.

Jackson, P. (1999). Model Trainers. Industrial and Commercial Training, 31(1), 13-18.

Jolles, L. (2005). How to Run Seminars and Workshops (3rd ed.), New Jersey: John Wiley and Sons.

Kedziora, D., Piotrowicz, W., & Kolasinska-Morawska, K. (2018). Employee development and leadership perception in the polish service delivery centres. Foundations of Management, Vol. 10. DOI: 10.2478/fman-2018-0017. ISSN 2080-7279

Kimani, T. K., Gesimba, P. & Gichuhi, D. (2020). Influence of work specialization on employยญee development: A case of Telkom Kenya Nakuru branch in Nakuru County. International journal of research in business and social science, 9(5), 129-139, 2147-4478. https://www. ssbfnet.com/ojs/index.php/ijrbs

Kniffin, K.M. et al. (2021). COVID-19 and the workplace: Implications, Issues, and Insights for future research and action. Working Paper 20- 127, Harvard Business School. Reยญtrieved from https://www.hbs.edu/ris/Publication%20Files/20-127_6164cbfd-37a2-489e- 8bd2-c252cc7abb87.pdf

Latif, K.F., Shahid, J., & Shaheen, N. (2013). Association of Training Satisfaction with Employยญee Development aspect of Job Satisfaction. Journal of Managerial Sciences, 7(1), 159-178. Retrieved from https://www.qurtuba.edu.pk/jms/default_files/JMS/7_1/JMS_January_ June2013_159-178.pdf

McGuire, D., Germain, M.L., & Reynolds, K. (2021). Reshaping HRD in light of the COVID-19 pandemic: an ethics of care approach. Advances in Developing Human Resources, 23(1), 26-40. doi: 10.1177/1523422320973426.

Mikoล‚ajczyk, K. (2021). Changes in the approach to employee development in organisations as a result of the COVID-19 pandemic. European Journal of Training and Development Emerald Publishing Limited, 2046-9012. Retrieved from https://www.emerald.com/inยญsight/2046-9012.htm

Molloy, J.C., & Noe, R.A. (2010) โ€˜Learningโ€™ a living: continuous learning for survival in todayโ€™s talent market. Kozlowski, S.W.J. and Salas, E. (Eds), Learning, Training, and Development in Organizations, Routledge/Taylor and Francis Group, New York, NY, 333-361.

Pierce, H.R., & Maurer, T.J. (2009) Linking Employee Development Activity, Social Exchange and Organizational Citizenship Behavior. International Journal of Training and Developยญment, 13(3), 39-147. https://doi.org/10.1111/j.1468-2419.2009.00323.x

Singh, A., Singh, R., & Pushkar, B. K. (2021). Employee development and quality of life: TLF approach. PIMT Journal of Research, 13(3), 23-28, 2 278-7925. R etrieved f rom h ttps:// pimtjr.in/wp-content/uploads/2021/05/Abstracts-Volume-13.-No.-3-Special-Issue-April- May-2021-1.pdf

 

 

Share this

Association of Economists and Managers of the Balkans โ€“ UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Serbia

https://www.udekom.org.rs/home

Udekom Balkans is a dynamic non-governmental and non-profit organization, established in 2014 with a mission to foster the growth of scientific knowledge within the Balkan region and beyond. Our primary objectives include advancing the fields of management and economics, as well as providing educational resources to our members and the wider public.

Who We Are: Our members include esteemed university professors from various scientific disciplines, postgraduate students, and experts from ministries, public administrations, private and public enterprises, multinational corporations, associations, and similar organizations.

Building Bridges Together: Over the course of nine years since our establishment, the Association of Economists and Managers of the Balkans has established impactful partnerships with more than 1,000 diverse institutions across the Balkan region and worldwide.

EMAN conference publications are licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.