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Fabrics Incorporation’ Training Process Model


Training needs assessment is a prerequisite for functional performance in an organization, irrespective of its size. Training needs assessment encompasses processes such reward, job design, and performance among others. This paper will explore the strengths and weaknesses of the training process model with regards to the Fabrics Incorporation case study. Besides, the paper explores the sources of data used in the analysis and how the approach corresponds to ideal model proposed by Blanchard and Thacker (2013) in terms of advantages and disadvantages. In addition, the paper presents other two methods that can be used in job training analysis and the rationale for their selection.

Training Process Model

Training Process Weakness and Strengths: Fabrics Case

The primary weakness of the current training process at the Fabrics Incorporation is its inability to integrate performance, job design, and structured reward systems that are ideal in creating a holistic and all-round organization environment. The owner of the company confesses that he lacks formal structures for reviewing performance, tracking individual output, and there are not job training systems in place.

Instead, the owner of the company uses self intuition to evaluate the performance of the supervisors. At present, the Fabrics Incorporation may be classified as a lazier faire organization in terms of its approach to managing the organization’s training needs (Blanchard & Thacker, 2013). The strengths of the approach include empowerment of the supervisors to exercise full authority in tracking performance since they are allowed to manage other employees according to their terms.

In order to reverse the above trend, there is an urgent need to integrate a proactive and performance oriented training program within the Fabrics Incorporation to ensure that the efficiency of the supervisors and other employees is optimized. The proposed solution would guarantee an optimal level of employee motivation when all other factors are held constant. For instance, the training process model proposed by the consultant should be customized to appeal to the supervisors and other employees (Matos, Simoes, & Esposito, 2014). This will create an environment of trust, positive engagement, and structured performance tracking.

Sources of Data Used in the Analysis

The sources of data used in the analysis are feedback from the supervisors in the form of a short survey, interview with the owner of the incorporation, and views of the employees (Matos, Simoes, & Esposito, 2014). These sources of data are then integrated and aligned to the needs identified to ensure that solutions recommended are at par with the desire for optimal and sustainable performance.

The Approach and the Ideal Model

The proposed approach corresponds to ideal model proposed by Blanchard and Thacker (2013) in terms of the integration of views of the targeted audience, carrying out a survey to establish the current conditions, and creating a program on the basis of the feedback received. Besides, the proposed approach integrates the aspects of job design, personalized training process, and active trackers of individual performance as the platform for general organizational effectiveness. In addition, the proposed approach includes the performance measurement systems that may guarantee optimal feedback within the shortest time (Mayfield, 2014). The strategies proposed in both cases to motivate optimal performance are similar in terms of structured financial rewards, promotion, and strategic process execution.

Advantages and Disadvantage of the Assessments Used

The assessment methods used to integrate the desires of the employees to the organization are concurrent and interdependent. This means that the assessment methods are ideal in creating programs that address the needs of the employees and the organization (Grant, 2011).

Besides, the assessment methods incorporate the aspects of job design, human resource, performance, remuneration, and organization environment remodeling to ensure that the final training program is holistic and pragmatic in performance tracking (Mayfield, 2014). However, the assessment methods are silent on salient aspects of human output as part of organizational effectiveness, especially in terms of remodeling the social environment to appeal to the other employees.

Additional methods

Benchmarking Initiative

Basically, this initiative functions on the performance awareness as part of confidence mitigation in an organization through building confidence among the employees (Mayfield, 2014). Benchmarking refers to activities which are employed to promote and maintain quality of the performance metric. Since the current internal system of communication in the Fabrics Incorporation does not incorporate employees and clients, the use of the benchmarking initiative as quality improvement and change management tool will enhance acquisition, dissemination, and sharing of knowledge in the organization. As a result, this initiative will facilitate the realization of optimal performance capabilities by reducing bottlenecks associated with bureaucratic decision making, lack of motivation, and poor skills.

360-Degree Feedback

The 360 degree feedback is a multi source assessment for managing performance feedback channels when appraising job output to ensure optimal outcomes. Basically, the 360 degree feedback is critical in facilitating improvement of performance of employees (Matos, Simoes, & Esposito, 2014). The 360 degree feedback method can substantially improve staff productivity, decrease grievances, increase retention, and standardized performance measurement and evaluation. The rationale for selecting the 360-degree method is because of its flexibility to ensure that business procedures, policies, records, and task specifications are followed in performance tracking.


In summary, the training need analysis reveals the level of organization performance. Apparently, the lack of a training program at the Fabrics Incorporation is responsible for the current low employee morale. This trend can be reversed through integration of the bench-marking and 360-degree feedback methods to guarantee optimal performance among the employees and supervisors.


Blanchard, N., & Thacker, J. (2013). Effective training: Systems, strategies, and practices (5th ed.). New York, NY: Pearson.

Grant, R. (2011). Contemporary strategic management: An Australasian perspective. Milton, Australia: John Wiley and Sons.

Matos, P., Simoes, M., & Esposito, M. (2014). Improving change management: How communication nature influences resistance to change. Journal of Management Development 33(4), 324-341.

Mayfield, P. (2014). Engaging with stakeholders is critical when leading change. Industrial and Commercial Training 46(2), 68-72.

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