TABLE OF CONTENTS

INTRODUCTION …………………………………………………………………………………2
STUDY OBJECTIVES ……………………………………………………………………………3
METHODOLOGY …………………………………………………………………………………4
LITERATURE REVIEW ………………………………………………………………………..6 * Methods of Training …………………………………………………10 * On the Job Training ………………………………………………….10 * Off the Job Training …………………………………………………12
PRESENTATION AND ANALYSIS OF FINDINGS ……………………………………14
SUMMARY &CONCLUSION ………………………………………………………………….27
RECOMMENDATIONS …………………………………………………………………………30
BIBLIOGRAPHY ………………………………………………………………………………….32

INTRODUCTION

In an advancing and changing environment, technological development and organisational change highlight the need for employers to realise that effective productivity depends on the skills and abilities of their staff. Beardwell et al (2004) posits that “training is a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or a range of activities. As it relates to the work environment it serves as a catalyst for development of the individual and to satisfy the needs of the organization”. (p. 313)
In the era of globalization the role of the Training Administration Division (TAD) has assumed increased importance in Government’s Public Sector Reform initiative. In 1972 the scope of the Unit under study was expanded under the provisions of the Training Act 1972-25. It was during this period that the government of Barbados recognized the need for increased, more concentrated and effective training of ‘Civil Servants’. This initiative was supported in the Public Service Act, 2007-41 Part V. The Act addressed Management Training and Human Resource Development within the public service.
To this end, the Division’s role has been focused on the creation of a training and development environment conducive to fostering