Organisational effectiveness has always measured how successfully organizations achieve their missions through their core strategies. Organisational effectiveness studies are concerned with the unique capabilities that organizations develop to assure that success. In the increasingly complex environments, the capabilities which supported the post performance may not work well in the future. HR professionals and senior executives must understand the implications of this gap between current practice and emerging needs. Here, training plays a vital role. The future needs can be fulfilled through Training & Development. The future enhancement of skills and capabilities require organisation's support and adoption of training and development programmes.

Achieving organizational effectiveness is a constant and continuous struggle for each and every organization. Academicians, researchers and consultants are rapidly developing strategies to increase organizational effectiveness. New methods of Training and Development are adopted by organizations for this purpose.

Training and Development helps in optioning the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Training helps in developing productivity, team spirit, quality, morale, profitability, image of company, Hence, training acts as an organizational intervention.

A wide range of organizational characteristics have been proposed and applied as criteria of organization effectiveness. An effective organization can broadly be defined as one that makes the best use of its, resources to attain high levels of performance, thus successfully achieving its’ purpose and objectives while also meeting its’ responsibilities to its stake holders.

There is no single factor on, mix of factors which will guarantee organizational effectiveness, but there are various factors. Those are:

• Clear goals

• Clear strategies

• A value system

• Customer service

• Team work

• Flexibility

• Good leadership

• Well-motivated workforce

• Innovation and creativity

• Training and development

Organisations are composed of individual and operate within systems. Individuals, organizations and systems constitute the principal units of analysis of the organizational effectiveness. For each unit of analysis, attention should be focused internally and externally.

Training and Development of employees and managers is becoming the number are priority in today's workplace for enhancing the overall organizational effectiveness and health. Today's employer no longer has the option to train on, not to train, but the question simply is, how much and when (at what appropriate time) ?

The training and development field is always in an increasing spree with the passage of time. Moe over it is becoming increasingly sophisticated and professional. In the present day intensified fiercely competitive era, we will have to continue to learn all of our lives or. we will become obsolete. This lifelong learning has to be deliberate, planned and continuous in order to enhance the overall organizational effectiveness. In a dynamic work environment and a rapidly changing economic scenario, there is need for training and retraining personnel in order to enable them to adopt to new situations

The role of HR professionals has become very important in the changing business scenario. The role of HR professionals in training are as follows:

• Active involvement in employee education

• Rewards for improvement in performance

• Rewards to be associated with self esteem and self worth.

• Providing pre-employment market oriented skill development education and post employment support for advanced education and training.

• Flexible access i.e., any time, anywhere training. (Which may not be possible always).

HR professionals are the Key persons, who implement this intervention in the organization.

HR professionals should evaluate training program and examine it regularly for successful intervention.

Training is a successful organizational intervention. For successful intervention transfer of training is very essential. Transfer of training is possible through supervision support, trainer support, peer support, reward system, climate and culture of the organization.

Peer support is very necessary. For example: Suppose the trainee is the only person who has received training, the colleagues may not support him/her to implement it at the work place. So, there can't be transfer of training. Supervisor support is essential. For example: Suppose the person who has been given training may be overloaded with work by his supervisor and he/she may have negative perception about the training. Trainer support is another aspect. Trainer's support has to be there throughout till the improvement of trainee's performance. After training, trainer has to take feedback of trainee on regular basis.

Reward systems play vital role. When the training outcome is linked to reward systems, the effectiveness of training increases. Climate of organization should be positive towards trainee. Upper management's attitude towards trainee, company policy play major roles in climate. Climate of organization has to be conducive for transfer of training. Culture has a impact on transfer of training. The environment of the organization should be supportive enough for transfer of training. Social support, challenging jobs are the factors, which add to good culture.

To have an impact on organizational effectiveness, HR must develop processes that directly support the execution of the business's strategic priorities. This requires a measurement tool that asseses how the larger business environment interacts with the company and how all the components of the company interact with each other including how HR interacts with all the components and the company as a whole.

Among these components, training is a major component that adds to organizational effectiveness. It includes organizational development consulting, leadership, supervisory training, personal and professional development, employee career services and training services.

By recognizing the role of environments in developing organizational performance, it becomes possible to trace how dramatically increasing levels of complexity and rates of environmental change began creating major new demands for organizations. Those demands require equally new capabilities and skills. To fulfill these demands training and development play major roles. With the frequent need to develop new competitive assets and to change business strategies, the focus shifted to understanding how organizations learn. Organisational learning is possible through proper training and development. The ability to learn quickly has become important for organizations as early as 1960s. Organisational effectiveness research has focused intensely on the capacities of individuals, groups and the entire organization to align quickly and then realign repeatedly, with strategies required by turbulent environments.

Motorola University was started in 1981 as the Motorola Training and Education Centre. It was created to provide training and development need and established itself as a corporate department for fostering organizational effectiveness in the longrun. During the 1980s its’ original aim was to help its’ company build a quality culture which would then develop an international training system. They set-up corporate - wide training plans and training investment polices. By 1990, Motorola University had expanded its’ operations in the USA, Easterns Europe, South America and the Asia Pacific Region.

Motorola continues to grow at a significant rate, with increasing number of employees every year. With its’ growth, Motorola has the need to train people to occupy different positions in their company. Jeff Oberlin, Director of Motorola University's department of Emerging Technologies and Human Resources Trends explained:

“We can't keep using traditional classroom methods of instruction to spread the message of Motorola. We must find creative ways and means to help new associates world - wide, become productive members of a team and receive consistent messages about how we do business, the core values of Motorola and the overall techniques & strategies we adopt for training and development in furthering our overall organizational effectiveness”.

Jeff Oberlin attempted to closely re-examine Motorola University's methods of spreading information, delivering training and determining new and better ways of providing Motoralans with the knowledge & skills required to meet the ever-changing demands of the industry.

Multimedia training would allow Motorola to:

• Get training to all Motorolans world-wide, including emerging markets.

• Reduce training time and cost.

• Increase knowledge of the firm.

“Once we determine how to use the various technologies available to us, we want to share that knowledge in the entire business”.

Motorola is looking for associates with expertise in a number of areas;

• Computer based training

• Satellite and television

• Wireless communication

• Corporate education departments

• Software & Video

Today, many manager, supervisors and employees from all parts of Motorola (would-wide) have attended diversity training. Such training help participants to have more opportunities to develop and achieve their full potential at the individual, group and corporate levels in fostering the cause for organizational effectiveness.

Training as discussed acts as an intervention, which ultimately results in organizational effectiveness. There are various methods of training and development. According to the need of the organization, the right training has to be designed for achieving organisation's success and effectiveness. More important is transfer of training, which is possible through all-round support. There is a great role of HR professionals in implementing training in the organization and look for the ultimate success of training, for which training evaluation is necessary. Evaluation and regular feedback results in constant understanding of training needs of employees. The individuals, organization and systems act continuously in coherence with each other. This coherence results in organizational effectiveness. The stronger is the coherence, the more the organization is effective. Here training intervention is the system, which should be implemented and evaluated properly and carefully for the organization to be effective.

Significance of training & development for fostering Organisation effectiveness can be attributed to two distinct factors. First, the rapid rate of technological change that has erected many new jobs and had rendered many old one obsolete. Second, the attitude of employees who expect something more than a well-paying secure job. Today's employees expected a challenging job with opportunities for upward mobility and growth.

The author emphatically feels that for many jobs, Training & development activities are essential to Keep abreast of recent trends and to raise the performance capabilities of personnel beyond the threshold levels- Further, Training and development can certainly play a major role in fostering Organisation effectiveness by changing employee attitude and behaviour. And as such only those organizations which are able to provide requisite training to their personnel will be able to survive in the market driven and competition - ridden economic environment of the future in 21^st century.

References