Introduction Training of employees is a common phenomenon in most organizations. It is fundamental in providing employees with the skills and knowledge required to achieve the set goals and objectives. The main reason for employee training is to enable workers to meet and even exceed the organization’s performance standards (Dolan 2002, pp.278). Other reasons that call for employee training include introduction of a new equipment in an organization, a need to raise the overall employee performance, in cases of a new employee, a need to make a correction on an out of standard performance as well as the need to improve the general performance of the employees in a given organization. According to Glasrud (1999), for companies to attain the anticipated performance of its employees, it should be able to clearly define the need for training, select the most effective training method as well as invest in the most effective tools and materials (pp.51). Different training methods have different benefits as well as demerits to an organization. On-the-job training and development On-the-job training is the form of training that takes place in the work place. Employees learn the various skills that they require in their jobs as they interact with other experienced employees in the organization. There are two types of on-the job training, namely planned and unplanned on-the-job training. In planned training, there is a well-planned training procedure to enhance employee’s productivity in a given institution (Mike and Jack 1996, pp.15). It follows the model of tell, demonstrate and practice with the practice being the most interactive part where the trainee advances his/her knowledge in a systematic manner. Trainees have constant direct contact with their trainers. On the other hand, unplanned training also known as ‘sink-or-swim’ training, does not follow any specific procedure in equipping the employees with the knowledge that they require. It is common in the training of new employees whereby the trainer gives the trainee a very quick demonstration of what he/she is supposed to do and leaves them to carry on their duties without further assistance (Boella 2000, pp.120). However, the planned on-the-job training is the most popular form of on-the-job training. In both cases, more knowledgeable, skilled as well as experienced employees such as managers and supervisors act as trainers to the less knowledgeable, skilled and experienced employees. On-the-job training has various advantages. Trainees are able to formulate a training program using the real company situation. By so doing, they do not waste time and energy in trying to attain knowledge and skills that may not be relevant in their real working environment or rather situation. This method of training is essential in training individuals on the particular use of a piece of equipment employed in the production process of a given organization in step(s) where there are alternative methods and machinery of doing the same. Mark argues that, on-the-job training gives trainers an immediate opportunity to monitor and evaluate how quickly trainees are learning (2001, pp.158). As a result, the trainers are able to tailor the training process to meet individual learning capabilities using the pre-existing knowledge of the trainee(s) in question. This increases the efficiency of the training process significantly. On-the-job training benefits the organization in several ways