In this changing world, a lot of adaptation is required to be able to get ahead and this cannot be any other way than trying to improve each day more, not only on the intellectual level but also in life in general.
With correct training, their job performance should be on the rise, it would be the following relationship:
Leadership-skills-performance relationship. Source: self made.
The central figure of the triangle represents the place that we are really interested in studying, that is, what results are obtained from the interaction of these 3 factors and how to influence them so that the best results are obtained?
It is precisely at this point that the training plans are considered to be found, but always bearing in mind that they have to be prepared taking into account the specific needs of each worker, which must have a direct relationship with the skills required. each job position, a point at which major deficiencies have been found although progress is appreciated, at least in terms of the preparation of training programs. Although, as stated, there are still large black holes in this area, as technical skills continue to be strongly promoted, but not the same with intellectual and interpersonal skills.
It is necessary that good training systems are developed for managers and executives, but that they not only stay in these spheres but also reach the base of all organizations, trying to encourage individuals to be concerned and responsible for their needs, in terms of knowledge to carry out the tasks assigned to them in a more effective way, but to achieve this, it is necessary, first, that each worker have full knowledge of their work content and feel committed to the fact to be better every day. This is not only a point of social awareness but also of material incentive becauseTo the extent that the worker sees that his good work performance leads to improvements in his personal life, he will be more interested in not only training, but also in putting into practice everything he has learned. Since sometimes many workers are trained but then the acquisition of skills is not measured, a point that has been talked about in previous chapters, since the objective is to seek to create an instrument that allows us to measure the impact of training on the job performance.
According to the research carried out, during which cadres training specialists were interviewed, it can be affirmed that although there are training programs throughout the country aimed at raising the intellectual skills described, their presence in training programs is not enough. development of reserves. It is estimated that at this time in most organizations the skills that are most emphasized are techniques.
It is advised that a correct selection be made per person of the type of training that must be programmed, taking into account age, years of work experience and position that they hold, as it was demonstrated when the profiles were prepared that to the same efforts of the teachers the results are different and the variables that change are generally those described above.
Summarizing the ideas that we want to emphasize derived from this work we can say that:
- Identifying people with leadership qualities to occupy different responsibilities or to be a cadre reserve is an element of vital interest for the development and performance of organizations, as this has been corroborated by international practice for many years. The field studies carried out in Cuba and indicated in this work show that the leadership-performance relationship has a behavior similar to the international one. In this study, the missing element is added to the aforementioned relationship and this is the creation and development of managerial skills, especially intellectual skills, through proper training.Giving a proportionally adequate role to the creation of intellectual, technical and interpersonal skills can greatly enhance the performance of managers and its impact on the overall performance of organizations, since it is demonstrated in the work improvements that the students of previous editions of the master's degree have had. Some misleading indexes may appear in the described profile that require a complementary analysis to verify their accuracy; for example, the high values offered by the skills of the students of the mastery or the very low value shown in the control ability. In this case, it was possible to contrast their own opinions and those of the bosses, but it is essential to assess the same profile by obtaining information from subordinates and colleagues of the same team, although all the elements described are validThe role played by the environment should not be ruled out, which is known to impress on business management forces of great interest that condition behavior and give a better or worse framework to the development of the leadership-skills-performance relationship.The instrument used is developed due to the need to measure the impact of training on job performance. It can complicate the use of the Skills Profile in untrained people to respond to it, since it has only been applied in MAN students, so for another audience it would need additional explanations. The application of this profile-survey would be really interesting to apply it at the beginning of the MAN, in the middle and at the end to be able to make an analysis of the evolution over time of skills and At the beginning, it would help us to make the diagnosis of the students. 89% of the responses to the additional question that was asked to the profile were that the MAN had helped them to increase the performance in their job. Interesting results were obtained and reduces the margin of error,the application of the same survey to both students and their bosses, although the results could be more accurate if applied to subordinates and those of equal rank who work with them.
