Evidence-based Training Interventions

Training interventions concern a wide area largely dealt with by Industrial-Organizational Psychology. Continuous improvements in skills and development of the workforce potentials to the highest level, are essential elements to assure the performance and effectiveness of an organization. Many studies have shown that workers who have experienced a feeling of a lack of or insufficient preparation, with the consequent perception of being inadequate over the task requested, can easily experience difficulty in adapting themselves to the Organization, with consequent deterioration of their commitment to work: typical features of the burnout syndrome (work stress-related). Investing in every single worker will make him feel more responsible for his job, more involved in the company goal, and more well-being. All these aspects will lead him to be more productive. There are a multiplicity of training interventions that can be implemented by I/O psychologists: from individuals, such as Coaching, Mentoring, or Managerial training, to groups, such as Team Building, or to those aimed at developing some basic constructs of the Work and Organization Psychology as a Resource-Based Training and the Psychological Capital of an organization. For such a reason training interventions bring benefits not only to the single worker but to the whole organization.

References
Parsloe, E, (1999). The Manager as Coach and Mentor.
Clutterbuck, D & Megginson, D, (1999). Mentoring Executives and Directors.
Gibb Dyer, W. (2015). Team Building, Volume 11, Organizational Behaviour.
Costantini, A., De Paola, F., Ceschi, A., Sartori, R., Meneghini, A. M., Di Fabio, A., (2017). Work engagement and psychological capital in the Italian public administration: A new resource-based intervention programme.