Explain the difference between training and development. How does a performance management system connect with training and development and compensation strategies? What improvements do you recommend

****************** And ***************************************************************** the ********** ******* ******** *** ******************* ** a ******* of ********* employees **** *** ****** **** **** ** ******* ***** **** *********** **** ******* ******** teaching **** *** ** use ******** ***** ******** ** ********* *********** ** *** other **** ** * ******* ** ******* ********* **** *** ******* ** their ******* **** ***** ******* providing **** **** ************* ** ***** *** skills take ** **** ************** or **** **** a different **** ***** ******** ** ******* ** *** **** *** *** *********** ** ******* on *** ****** **************** ***** Otley ********* companies ****** more ** ******** training **** employee *********** Others ****** ******* in **** The **** ********* invest in **** training *** *********** ******* they ********** **** **** *** important ** the ******* ** ***** ********* *** *** ******* ** * ***** ********* ** ******** ******** *** **** ********* ****** **** ********* ** ***** ******* ***** This *** lead ** ********* ************ *** ************* *** *** ******* **************** ***** ***** ***** ********* ** ******** development *** **** ********* prepare *** ****** roles **** *** lead ** ********** planning *** * ******** of talent *** the *********** ******** *** *********** *** ********* *** *** success ** ********* *** companies Training helps ********* ****** **** effective ** ***** current roles while *********** ***** ********* ******* *** ****** ***** *** best ********* ****** ** **** ******** *** development ******* they understand **** **** *** ********* ** the success ** ***** ********* *** the ******* as * ******** **** ********** ******* ******** and *********** ** **** ******** ** * ********** ******* ***** ** ********* ******** performance ** ***** ******* role ***** *********** is a ********* ******* aimed at ********* ******** *********** ** their future role Development ******* ******** ******** *** **** includes ***** activities such ** mentoring coaching *** career planning **************** ***** Otley ************* is ********* **** focused *** ******** **** development ***** *** be ******* *** more ********* This ***** **** ******** can be more ******* *** ****** implemented and *** ******* *** more *********** ******** ******** ** also less ********* **** *********** ***** ** generally ******** **** time *** ********* *********** on the other **** *** ** **** ********* in *** **** *** ***** ** ** ******** to improve ************ ****** performance Development ******** can also **** ********* **** more ******* *** motivated ***** they *** *** **** ***** ******** is ******** ** ***** growth *** ************** **** a *********** ********** ****** ******* **** ******** and development and compensation ************ *********** ********** system helps ** ************ ******* its ******** *** *********** ********** **** its ************ ******** ** providing ********* **** feedback ** their performance *** ******* that feedback ** ******** ************* ***** *** *********** management system *** help ensure that employees *** ********* *** training they need to improve ***** *********** ************ ** using ******** *********** **** ** ****** ********* ***** raises ******* *** other ***** of ********* ************ the performance ********** system *** **** ****** that ********* are being ****** *********** *** ***** ******** ************ ** *** ********* ** *** *********** ********** system ** **** ************ and why?There *** * few ***** ***** our *********** ********** system ***** ** improved:1 ** could do * ****** job ** ******* clear *** ********** ***** *** ********* *** ***** goals *** either too ***** ** *** *********** ***** ***** it difficult *** ********* ** **** **** **** need to do ** be *********** ** need to ******* more ******** ** ********* ** ***** performance ******** ****** be given **** ********** and it should ** ******** ********* *** *********** ** ****** ** a ****** *** ** ******* employee *********** ** ******* *** *********** ********* **** ** know that their **** **** will ** ******** *** **** need ** *** * ***** connection between ***** *********** *** the rewards **** ******** ** should ******* employees more ** the *********** management process ********* should have * say ** setting ***** goals *** **** ****** be given *** opportunity to ******* ******** on ***** *** *********** ****** ***** Levy ****** ** ****** **** *********** ********** **** data-driven ** ****** use **** to track ******** ******** *** ******** ***** ** ************ We ****** provide **** training *** *********** opportunities for employees ********* ****** be ***** the *********** to learn and **** *** *********** management ****** ** **** as * **** ** **** them ***** ***** potential7 ** ****** **** *********** ********** **** ********** ****** the ************ ********* ****** **** **** ** ****** **** the performance management process *** **** ****** receive the same ***** of ******* and ******** regardless ** their location ** position8 ** ****** ******** *** performance ********** ******* *** process ****** ** streamlined and **** ** ********** *** ** ****** be **** to drive positive ******** We ****** ***** ** ******** ********** *********** management should ** **** ** ****** *** ******** ********* *** ** should ** ******** ** ****** * ******** *** ********** **** environment (Yuan ** ** ********************************************************************** * ***** Otley * ****** ********* and theorizing *** ********** ************ of performance ********** ******************** ******* of Management ************ ************ * * ***** **** * * ****** * ********** ********** process framework of *********** *************** ******** ********** *********** 100668Yuan * Li X ** * Xu * ** Z ***** ********** * (2020) ********** * building *********** modeling–based *********** ********** ****** *** public–private *********************** ************ and ************* **********

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