Reference no: EM132994417

Please answer the following questions based on the below article.

a. Please propose the appropriate research strategy and explain why did you choose it?

b. What do you think is the extent of researcher's interference for the above article?

c. What do you think is the appropriate study setting for the above article?

d. What do you think is the appropriate unit of analysis for the above article?

e. What type of time horizon should be applied for the above article?

The following writing was adopted from "Effective Training Evaluation : The Role of Factors Influencing the Evaluation of Effectiveness of Employee Training and Development", Urbancova, H., Vrabcova, P., Hudakova, M., Petru, G.J., Sustainability 2021, 13, 2721, https://doi.org/10.3390/su13052721

Employee training in organisations is a tool by which employers can shape employees' competencies and develop their potential. It is a systematic process of changing work behaviour and level of competencies (knowledge, abilities, and skills) including employee motivation [1,2] which helps to reduce the gap between subjective qualifications (the ability to act and use the competencies to meet the organisation´s goals) and objective qualifications (the highest level of education completed and requirements imposed on employees) and to increase labour productivity [3]. Training activities that organisations can use can be performed either in the workplace or in other settings.

Organisations that emphasise the employee training and development prepare strategic training plans that must be in line with the strategy of the entire organisation and set personnel policy [4,5]. Nevertheless, with the situation with COVID-19, it is more important to solve the setting up of HR activities in every organisation, and training and development is becoming more influenced. Authors [6] agree that HR management practices should be considered more holistic. There are few studies that address individual perceptions of the impact of HR practices on employees, which often vary widely among employees [7,8]. These strategic plans further result in training and development plans that should respect differences by employee groups, by positions, and by individual employee needs [9]. Training and development programmes are related to direct financial costs, time of employees devoted to training, training planning, and time of managers. Many researchers agreed in the 1990s that most investments in training were wasted [10,11]. More recent studies by e.g., [12,13] see these practices as a long-term investment in employees who are committed to responsible behaviour.

However, there may be different views of the effectiveness of training and development within branches. Investments are then reflected in the increasing level of knowledge, skills, and abilities of employees (competencies) and consequently the knowledge base of the entire organisation [22,24]. Some studies [25,26] have shown a significant correlation between training costs and organisational performance. In a study [23], the authors deal with professional approach to training that corresponds to practice. In another study [17], the authors state that the evaluation of training in many companies is not carried out professionally or does not exist at all (lack of funds, time, measuring systems for determining the changes that result from training). To sum up, the effectiveness of training and development is the relationship between the effects of training, resources, and employee efforts associated with achieving it. The negative development of the situation around COVID-19 could slow down plans of the organisations in the area of training and development. Nevertheless, the online form of training and development is one possible way to develop employees and organisations in this pandemic situation.