According to (Reid and Barrington, 1997), the proper planning and lateral transfer of knowledge usually takes place

out of the office than in the office. Reid and Barrington (1997) noted that most workers may find it challenging applying those taught ideas in real-life situations, which could be stressful. Therefore, various methods of training delivery should be applied and a serious consideration should be given to different staff levels and also with the needs of individuals and small groups (Armstrong, 2006). On the other hand (Reid and Barrington 1997) argued that an in-team training program should be devised to help curtail the problem so that the assistants can be guided by a more experienced staff (Reid and Barrington 1997). Furthermore, Torrington et al (2005) argued that one-to-one and small group sessions introduced by firms should generally bring in the concept of mentoring and peer support which will consider part of an effort to help the worker fit in better at his work place. More so (Beardwell et al, 2007) supported the opinion that the training received on the job helps to pass on the tacit skills to which are taught through supervised task performance. On the other hand (Beardwell et al, 2007) argued that the transfer of knowledge could prove to be as significant as the formal training. ( guy I have tried to arrange ur work above. Proof read d sentences again. But for the other work below, I dont knw how to include it to d one above as I am not studying the course. Tkia)

After taking into consideration all the resources that go into a training program, as well as the drive to emphasise the relevance of the developmental program to an organisations prosperity, Reid and Barrington (1997) opine that substantial effort should be put into evaluating it, and add that while it is a fairly complicated task with several hazy elements, it is not insurmountable. With as many as 20 training sessions being held weekly that covers about 25% of the staff, the management weighs the effectiveness of the individual courses through it high-standard testing. The results showed that, in the first year, virtually all the employees were successful in these tests, even though some of them had to make more than one attempt. While this may be representative of considerable efforts made to by the workers to imbibe the training, it does not establish a direct link to or guarantee a change in behaviour and attitudes, or better performance on the job (Giangreco and Sebastiano, 2009). On the other hand, Arnold (2002) submits some potency lies herein when the exercises are designed appropriately, such that they are relatable to the job requirements.

Reid, M.A. and Barrington H. (1997). Training Interventions. 5th edition. IPD
Armstrong, M (2006) A Handbook of Human Resource Management Practice. 10th edition. [ebook]. Kogan Page. Available from: http://lib.myilibrary.com/Browse/open.asp?ID=47391 [Accessed April 5 2010] Torrington, D., Hall, L., and Taylor, S. (2005) Human Resource Management. 6th edition. Europe, Pearson Education. Beardwell, I., Claydon, T. and Beardwell, J (2007) Human Resource Management: A Contemporary Approach. 5th edition. [e-book]. Pearson Education. Available from: http://lib.myilibrary.com/Browse/open.asp?ID=155250