Training interventions cover an area covered extensively by Work and Organizational Psychology. Continuously improving skills and seeking to develop the full potential of the workforce turns out to be an essential building block for an organization’s job performance and effectiveness. Many studies have shown that workers who experience a feeling of lack of or inadequate preparation, resulting in a perceived lack of control over the task at hand, can easily experience difficulty adapting in the organization and a deterioration of commitment to the work task: typical features of burnout (job stress) syndrome. Investing in the worker will make him or her feel more responsible in his or her work by making him or her experience a condition of involvement and well-being that will also lead to higher performance. There are a multiplicity of training interventions that can be implemented by occupational psychologists: from individual interventions such as Coaching, Mentoring or Management Training, to group interventions such as Team Building, or there are also interventions exclusively aimed at the development of some basic constructs of Occupational and Organizational Psychology such as Training based on the increase of personal resources and consequently of the company’s Human Capital. Carrying out training interventions means, therefore, aspiring to benefit not only the individual but the entire organization.
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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 program.