Cooperative Training in Human Resource Management

Cooperative training has continued to improve as years have gone by in the field of human resource management (Herdman). The core reason as to why this has been the case is due to more being demanded by companies by their employees. The need to have a more diverse workforce has created this new paradigm and cooperative training is likely to be at the center of it all (McMillan). Many added values have been sighted by professionals of this method, and they are of vital importance because this method can increase self-efficacy, speed, and the accuracy of an individual when they are conducting specific tasks that have been handed to them by their superior (Herdman). This makes them more advantageous to the company and also as an asset.

There are various ways of determining the success rate of this method and whether it could add value to an individual. This can be done by comparing persons who have undergone other training methods in the same line of work. It would be a good idea to try and gauge this by using a benchmarking program. A benchmarking program can be used to determine these results by comparing the output of these workers in their line of work by gauging their speed, accuracy, and their self-efficacy (Chen).

The major underpinning of this method is that it cannot be implemented in other environments such as catering (Chen). This is because, in some areas, there are different levels of learning and understanding by people, and therefore, this method may take time for them to grasp. This method also needs persons with an excellent academic qualification for them to understand the process much faster (Sun).

This method once implemented into the company can be used to try and create a succession plan among the newer recruits. This can be done by making a full assessment of the areas that have been discussed such as speed, self-efficacy, and accuracy and also introduce satisfaction since it is the result that comes after the work (McQueen). This satisfaction should target the employee, employer, and also the client to enhance satisfaction.

Work Cited

Chen, J., Sun P.Y.T., & McQueen R. J. (2009). The impact of national cultures on structured knowledge transfer. Journal of Knowledge Management, 14(2), 228-242.

Herdman, A.O., & McMillan-Capehart, A. (2010). Establishing a Diversity Program is 

Not Enough: Exploring the Determinants of Diversity Climate. Journal of Business and Psychology, 25(1), 39-53.