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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
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Note, however, that training cannot do everything! (Look at the wheel in Section 2.1 again.) Training 
cannot by itself improve performance problems arising out of: 

Bad 
management 

Poor job design 

Poor equipment, workplace layout or work organisation 

Lack of aptitude or intelligence 

Poor motivation (training gives a person the ability, but not necessarily willingness) 
QUESTION 
Limitations of training
 
Despite all the benefits to the organisation, many are still reluctant to train. Suggest reasons for this. 
ANSWER 
Cost: training can be costly. Ideally, it should be seen as an investment in the future or as something the 
firm has to do to maintain its position. In practice, many firms are reluctant to train because of poaching 
by other employers – trained staff are more marketable elsewhere. While some organisations encourage 
this 'employability' training, recognising their inability to offer employees long-term job security, others 
may experience it as a resource drain. In addition, it must be recognised that training by itself is not the 
solution to performance problems: it must be effectively planned and managed, as we will see later in 
this chapter. 
 
2.4.2 Benefits for the employee 
For the 
individual employee
, the benefits of training and development are more clear-cut, and few refuse 
it if it is offered. 
Benefit 
Comment 
Enhances portfolio of 
skills
Even if not specifically related to the current job, training can be useful 
in other contexts. The employee becomes more attractive in the labour 
market ('employability') and more profitable within the firm.