Training Key Areas


Significance of Training in Legal Requirements, Diversity, and Employee Growth for Organizational and Personal Information and Motivational Needs

Organizational activity within an area, whether a market, industry, or both, applies with reference to specific objectives, such as profitability, growth, quality service, expansion, and timelines. To succeed, organizational operations involve the desire to influence certain aspects in the operational environment in particular ways to achieve favourable advantages. Organizational elements, including production models, service, and market contact, require subscription to suitable designs and approaches to achieve such influence. Training in various aspects aims at skill and information development to enable quality and efficiency in such subscription and models (Wood, 2009, p. 17-23, 56-64). Training in legal requirements for an organization and employees involves development of skill and information on important aspects in organizational operations that relate to laws and provisions governing such services and their interaction and influence within the operational scope. It involves creation and maintenance of awareness in the organization and among individual workers of the basic standards and requirements, mainly enforced in governance, which are obligatory in view of their actions and services within the organization. Training in legal requirements involves provision, explanation, and education on laws, provisions, and guidelines that relate to production and services in order to develop knowledge among employees and in the organization of how to act, serve, and behave in their capacities to avoid violating, contradicting, or ignoring them. Such training is important at both personal employee and organizational levels on two fronts: information and motivation. Legal requirements training provides information for the organization in order to allow policy design and execution that does not violate, negate, or contradict basic entitlements, social welfare, and general socioeconomic standards within the scope/area of operation. The training allows the organization to observe all guideline standards and obligations in its policy design and execution to prevent violations of fundamental industrial, welfare, social, and market provisions aimed at maintaining safe and desirable environments (Walsh, 2009, p. 3-29). Such training is important for the organization as violations of legal provisions in its policy design and execution would damage its brand and service image and threaten losses in legal processes, hindering its expansion, profitability, and other objectives.

Training in legal requirements is necessary to align organizational policies and their execution models with market, welfare, social, and industrial provisions in the operational scope and promote its success. It is also a key component of organizational motivational needs through preventing unnecessary legal, brand image, social welfare, and industrial inconveniences that promote potentially uninspiring, unsettling, and demoralizing disruptions, distractions, and unnecessary costs in organizational operations (Walsh, 2009, p. 3-31). Legal requirements training provides information for individual workers on how to carry out their daily organizational roles and assignments in ways that do not violate industrial, social, service, and market provisions aimed at consumers’ and general safety and wellbeing. It educates them on appropriate actions to take and behaviour to exhibit in various organizational and service situations to avoid such violations. Such training is relevant for employees’ motivational needs through enabling them to avoid action courses and behaviours with potential to cause uninspiring, unsettling, and demoralizing disruptions, distractions, and unnecessary costs in their assignments and responsibilities (Walsh, 2009, p. 3-31). It enhances employees’ motivation through allowing them to execute assignments and responsibilities without incurring costs or violations of industrial, service, social, or market provisions that may affect their motivation through demoralization.

Training in diversity involves education on the nature and productive methods of influencing variety in organizations’ operational environments, such as cultural, industrial, ethical, and social variety. Such training is important for organizations and personal workers on information and motivation fronts. Diversity training provides organizations with information on the nature and productive approaches of handling cultural, industrial, ethical, social, and other diversity in the operational area. It offers the organization knowledge on existent and observable variety in markets, societies, and industries, and on skilful and productive approaches to influence such variety to realize profitability, growth, quality service, expansion, and timeline objectives (Mathis & Jackson, 2011, p. 45-49). With information on the nature and productive methods of influencing variety in operational areas from diversity training, organizations gain competent capacities to design and employ productive policies to influence relevant aspects in the operational areas to realize operational objectives. Such information is an essential component of organizational motivation through inspiring clear strategies and objective plans that have realistic and context-fitting possibilities of success in enabling progress towards operational aims. Training in diversity offers workers information on the characteristics and nature of cultural, market, social, ethical, industrial, and other variety in the operational space. Such information is valuable for workers as it prepares them for such variety and equips them with adequate skill resources to apply to influence it towards intended outcomes. Diversity training is essential for employees’ motivation as it educates them on what to expect in cultural, market, social, ethical, and industrial variety and on how to influence it to realize specific objectives (Mathis & Jackson, 2011, p. 45-49; Jackson et al, 2011, p. 301-306). It is important for their motivational needs through simplifying and reducing necessary effort in their roles and assignments.

Training in employee growth involves improvement and addition of knowhow and experience to keep up with variations, mainly increases, in skill and knowledge demand in time. It entails upgrading employees’ skill resources and experience levels to satisfy higher and broader demand for expertise in an employment position. Training in employee growth is beneficial for organizational information requirements as it widens and increases its resource reservoir and potential to utilize in the advancement of organizational goals. Through employee growth training, the organization achieves better and more competent information on how to advance its objectives (Mathis & Jackson, 2011, p. 100-112; Jackson et al, 2011, p. 269-275). Such training satisfies organizational motivation requirements through updating and enhancing its resource capacity and competence in addressing and influencing new and more complex industrial and operational environments and challenges that would have had the potential to reduce or disrupt its effectiveness. It serves to inspire the organization’s progress through assuring its resource readiness and adequacy to address changing operational demands. Employee growth training offers workers information on the nature of changes in their roles and assignments, and skill and experience information on how to address and excel in them. It offers information to update their competence and skill varieties and amounts to handle changing structures and models in their employment assignments. Such training is fundamental for sustained motivation in their positions through allowing simple, trouble-free adjustment to variations in their job models and assignment demands. Continuous update of employees’ competence and skill varieties and amounts through training makes adjustments to role and assignment structure changes less complicated (Mathis & Jackson, 2011, p. 104-118; Jackson et al, 2011, p. 269-275). This motivates workers through inspiring and stimulating productivity, enjoyment, and excitement in their jobs, and encouraging continued improvement in employment performance.



Jackson, S., Schuler, R., & Werner, S. (2011). Managing Human Resources. Cengage Learning, Stamford, USA   

Mathis, R. L., & Jackson, J. H. (2011). Human Resource Management: Essential Perspectives. Cengage Learning, Stamford, USA

Walsh, D. (2009). Employment Law for Human Resource Practice. Cengage Learning, Stamford, USA

Wood, G. (2009). Human Resource Management: a Critical Approach. Taylor and Francis, London, UK