Name
Institutional Affiliation
Supervisor
Date
Table of Contents
Introduction3
1.1 Background of the Study4
1.2 problem statement5
1.3 Aims and the objectives of the study6
1.4 Significance of the Study6
1.5 Definition of Key concepts6
Chapter two: Literature review8
2.1 Introduction8
2.2 Human resource management9
2.2 Training10
2.3 Benefits of training11
2.4 Training and development methods12
2.5 Employee performance13
2.6 Effects of training on performance14
References37
Introduction
Undoubtedly, the global organizations are striving for success as well as enhancing their business have the competitive advantages within the market environment (Armstrong, & Taylor, 2014). This, therefore, has resulted in organizations utilize their human resources effectively. Notably, the companies need to make sure that their human resources are up to date with the business necessities. Therefore managers ought to concentrate their focus on human resource management as it involves the critical aspect of organization’s core driver towards attaining its goals and objectives. Therefore this dissertation will focus on the effects of pieces of training as the tool towards organization’s development.
In the study it shows that training is helpful to increase the motivation for employees as it increases the organizational involvement for the employee. Similarly training also makes the employee more informed about the different organizational goals. On the other hand leadership qualities of an employee are developed by training. On the role of training on job satisfaction the study showed that training enhances staff/supervisor/customer relationships at work. Also training increases the opportunities for pay and promotion by influencing the work activities of an employee. As per the study training should be conducted frequently from time to time in order to increase organizational involvement of an employee, to make him or her have a clear understanding of their job role. The management requires focusing on personal development of the employee and not only on its productivity since trained employees will definitely have higher productivity.
This chapter will, therefore, provide an overall statement of the problem; it will also give the background information for the research topic. Additionally, it will give a comprehensive overview of the aims and the objective of the study as well as the significance of the study.
1.1 Background of the Study
Factors such as globalization have resulted to increased competitions among business organizations (Wilson, 2014). This is due to the aspects such as changes in the technology, economic atmospheres as well as political stability. Therefore the organizations are prompted to develop mechanisms to ensure that they can meet their consumer's requirement.one of the identified solution is training the employees so as to enable them to become resilient to the globalization forces as well as enhance their performance.
Successful training is valuable for the organization in an assortment of courses, for example, it assumes an essential part in building and looking after abilities, both on the individual as well as the company level (Bulut, & Culha, 2010). Therefore facilitating participation during organizational transformation. Besides, it upgrades the maintenance limit of talented workforce, consequently diminishing the involuntary employment rotation of the workers. Besides, it shows the company's long haul responsibility towards its workers and builds the worker's motivational level. Every one of these commitments prompts accomplishing competitive recompenses and to an upgrade in workers’ productivity as well as the company’s profitability. While indirectly they highlight that as companies train their employees so as to enable them to handle both current and future issues, the training can lead to high levels of motivation and commitment by the employees, who actually see the opportunity they are given hence the appreciation of the investment their organization is making in them and is shown in their hard work and their contentment in being a member of such an organization.
1.2 Problem statement
In spite of the progressive effects of training of the organizational workforce, there is still little literature on the issues of human resource development, especially in the developing nations. Additionally, more concerns from the companies’ clients in regards to the poor quality of employees’ services.
It is essential to note that there is a built up connection amongst training and accomplishment. Not exclusively does training improve worker’s inspiration and fulfillment shrinks the issues related to the supervision of the workers (Tahir, Yousafzai, Jan, & Hashim, 2014). Additionally makes a store of qualified workers and also lessens business related exercises subsequent of expanded skills and capabilities in job execution.
1.3 Aims and the objectives of the study
This study aims at examining the effects of the training on the employees’ performance within an organization. Moreover, the objectives of the study would be to identify the major purposes of training of the employees. Additionally, it would be to find out whether training arrangements have affirmative effects on the performance of the employees as well as the general association. Performance varies as per the type of training that an organization provides to its employees.
1.4 Significance of the Study
The study will inform about the need to train the employees and the effects that the training practices helps the organizations towards reaching their goals and objectives. Additionally, it will serve as an unfailing source of information for relevant works that are concerned in the effects of training on employee performance. The role of time variation and contextual variations (country, organization and respondents) could not be underestimated in influencing the finding outcomes. Hence the data collection was limited to a period of 11 days to limit time based opinion variations. The study scope; values, ethics and competencies of the respondents may also present a bias. For this reason, the respondents were assured of confidentiality to enhance response rate and truthfulness in answering the questions. Finally, it is not possible for any single study to cover every aspect of a particular topic and this study is no exception.
1.5 Definition of Key concepts
Human resource management
According to Tahir, Yousafzai, Jan, & Hashim, (2014) it refers to how associations manage their worker and assist them to develop so as to enhance their assignment executions
Human resource development
According to Tahir, Yousafzai, Jan, & Hashim, (2014) Refers to how companies integrate workers into different roles with the aim of achieving yield.
Training
According to Saeed, & Asghar, (2012) training involves systematic activities that are offered to the employees so as to enhance performance in duties executions.
Chapter two: Literature review
2.1 Introduction
The administration of Human Resource has risen as a basic feature in making and keeping up the competitive edge of the business. Human resource director ought to be a business accomplice and besides the facilitator who assumes the part of the strategist in the association (Saeed, & Asghar, 2012). Notably, the center business of individual asset directors is enrollment, Training individual, contracts marking process and other value-based processes among others. Consequently managing the ability assets is the best issue confronted by this department within an organization. Therefore the duties of the human resources managers are confronted by a significant change as the venture develops alongside the changing society (Hendry, 2012). At present, numerous associations’ Human asset base is weak. This is because the hierarchical structure is not clear. Additionally the companies’ progressive system are not very much characterized and are changing as the associations develop (Rich, Lepine, & Crawford, 2010). Moreover Job specification among the workers by the Human resource departments are not clearly defined therefore work specialist, details, and capabilities required are likewise ambiguous. And as a result, there is need to redevelop the human resource departments among different organization so as the general public is quickly changing. It would be to find out whether training arrangements have affirmative effects on the performance of the employees as well as the general association. Performance varies as per the type of training that an organization provides to its employees.
Training and development of the employees are key aspects that are often used to reduce the gap between the current and the future performances (Khan, Khan, & Khan, 2011). The aspect of training and development in most cases is practiced under the human resource management functions. Amongst the main functions of training and development is the identification of the training needs as well as choosing the techniques and the programs that are viable to enhance the training (Phillips, 2012). Additionally, it involves developing various procedures that would be used to implement and evaluate the effects of training to the employees.
This chapter, therefore, will provide the literature review on the role of the human resource administrators in training and develop the workforce. Additionally, the chapter will review on the effects of the training of the employees as a tool to enhance performance.
2.2 Human resource management
A standout amongst the essential variables that influence the accomplishment of an association is the Human asset. The advancement of organizational duty, to enhance the profitability and execution need powerful workforce administration practices (Khan, 2010). As the organization develops and transforms, it requires managers with various characteristics. Particularly to enhance work productivity and empower the association to exists and develop better and in addition to holding the ability asset (Saeed, & Asghar, 2012). Therefore so as to enhance that the human practices are operating to work towards achieving the company’s goals and vision, then they require strategies. The strategies implemented ought to ensure higher performing workforce as well as improved organization’s competitive advantages.
The administration of the workforce has moved from conventional managerial and operative duties and stretched out to key attributes (Armstrong, & Taylor, 2014). For instance, HRM does not only include the worker's career advancement but also considers the general staff and endeavor improvement and gives follow-up support. Notably resulting to the development of future management model (Armstrong, & Taylor, 2014). The future administration model is about expelling detours from the ways of the workers with a specific end goal to help them achieve both their objectives. However, their objectives should be aligned to those of the overall organization. This stretches out past dealing with the workers by enabling and appealing them in all capacities. The conventional HRM takes after the possibility of administration in light of the dread to change and depends for the most part on anxiety and control.
2.2 Training
The improvement of abilities of a workforce is fundamental to the strength of an association. Today, the universe of business is evolving. So as to stay aware of the evolving scene, it is vital that organizations do everything conceivable to train and build up their workers (Saeed, & Asghar, 2012). This is because training is a key component to enhancing the scholarly limit of the individuals. The nature of the workers' learning and business astuteness is portrayed on the business. Ineffectively prepared or untrained employee can be destructive to the business and may bring down profitability and benefits.
Training and improvement is a basic capacity for any organization in any industry crosswise over countries. The business environment continues to change thus requiring new aptitudes. For this preparation is a key apparatus that aids in procuring the required Knowledge, Skill and the state of mind (Tahir, Yousafzai, Jan, & Hashim, 2014). Therefore training is given not exclusively to enhance the aptitudes required to carry out the employment effectively but to wind up noticeably a productive association’s employee. It likewise creates a healthy working environment for the employees, promotes a better corporate image as well as promoting the organization’s culture to enhance teamwork spirit (Tahir, Yousafzai, Jan, & Hashim, 2014). However so as to enhance competence within the working environment then there is need to identify the organization’s training need. This is because the analysis helps in creatively designing an effective training scheme. An effective training scheme is attributed to the aspects such as. Its ability to determine if there is a gap between what is vital for effective performance as well as if the resources required are available. Addition it should be able to plan the budget of the training program.
2.3 Benefits of training
Amongst the most remarkable advantages to training workers is the chance to furnish the employees with the capacity to improve themselves (Saeed, & Asghar, 2012). By training and improvement, workers can feel they are a piece of something significant. They feel persuaded as they probably are aware that the training they get guarantees better prospects for them inside the organization. Additionally, training urges the workers to go after their potential, and this expands engagement and occupation fulfillment (Tahir, Yousafzai, Jan, & Hashim, 2014). A fulfilled employee is a worker who dedicates himself fully to the association. Therefore training can be valuable regardless of the technique this is because it can function as well as a tutor. Remarkably offering training chances either by external means or online courses makes the workers cheerful. Especially when the association focuses on them and help them sharpen and consummate the abilities that are important to enhance themselves in business.
Sure, talented workers, who comprehend what they are doing, make the business exceptionally alluring to shareholders and clients (Armstrong, & Taylor, 2014). This enhances the competitive advantages of the organization, and it makes it an exceedingly lucrative work environment and gets to be known as an organization that values their workers and gives them the chance to develop and meet objectives and goals (Armstrong, & Taylor, 2014). Being known for sustaining and esteeming workers is useful for the business as an ever increasing number of individuals will search for working opportunities within the association and this makes the current workers work harder and better keeping in mind the end goal to substantiate themselves. This as well is useful for the organization as it expands efficiency and returns. The improvement of abilities of a workforce is fundamental to the strength of an association. At present, the universe of business is evolving. So as to stay aware of the evolving scene, it is vital that organizations do everything conceivable to train and build up their workers (Saeed, & Asghar, 2012). This is because training is a key component to enhancing the scholarly limit of the individuals. The nature of the workers' learning and business astuteness is portrayed on the business. Ineffectively prepared or untrained employee can be destructive to the business and may bring down profitability and benefits.
2.4 Training and development methods
There is various approach the human resource management department utilize with an aim to train and develop the entire workforce. These techniques range from the on the job training that enables workers to learn by actually playing out a specific engagement or assignment (Wilson, 2014). The worker will play out the employment and learn as he goes. At work, the on-the job training can be systematized by utilizing hands-on application upheld by the classroom-sort course which is simply referred to as coaching or job mentoring (Armstrong, & Taylor, 2014). It can also be unstructured utilizing a just hands-on application that involves job rotations whereby the employees will be assigned under different assignments over time. This enables them to gain experience in diverse role of the organization as they continuous to work under different departments.
Additionally, training methods can be off the job training schemes. This technique involves the training outside the working environment (Bulut, & Culha, 2010). The vast utilized off the vocational training techniques may include. The seminars and conference whereby the relevant information or technologies or case studies are discussed. This method is effective when a large number of employees are trained as it involves discussion of the relevant information that is key to work performance (Bulut, & Culha, 2010). Additionally simulation is utilized as an off the job training method. The method involves training of the employees in an artificial condition that resembles their working environments.
Moreover, training can be carried out by formal training of the employees for example by enrolling the workforce to training courses and development programs. In formal training courses there is an evaluation, and notably, it can be carried out by educational institutions.
2.5 Employee performance
Viable worker’s execution is an imperative aspect in numerous associations (Tahir, Yousafzai, Jan, & Hashim, 2014). Ordinarily, the worker performance as a key execution record is impacted by various dimensions within the company. A few elements could have an impact in adding to the low quality of the organization performance. Much of the time, a compelling worker has remarkable attributes of having great aptitudes and being set in a domain that supports working conditions (Tahir, Yousafzai, Jan, & Hashim, 2014). Under these elements, it is vital for administrators to have an earlier comprehension of these factors and elements and protest at controlling them and guaranteeing that they are controlled with an aim to enhancing the general performance of the workers and firm design.
Training is among the elements influencing and impacting the performance of the workers while completing their errands in various divisions in their working environment. For the most part, training is ascribed to ability advancement and procurement (Saeed, & Asghar, 2012). Additionally, it enhances a prime prospect for the workers to grow their information base. The issue emerging in the amassing department can be ascribed to the absence of aptitudes and mastery. Therefore the workers may not have a chance of tending to their flaws in amassing the tuning gadgets accordingly prompting to the low quality (Hendry, 2012). However if the administration offered the workers a chance of training and building up their abilities, can result in a solid probability that the workers would be conveyed to a more elevated amount with the goal that they have a larger amount and have comparable aptitudes and information identifying with the amassing assignments equated to them (Hendry, 2012). Moreover, low quality of the work completed by the employees can ascribe to the absence of consistency. On an administrative point of view, training in the structural unit can be utilized to enhance the nature of the undertakings (Hendry, 2012). Furthermore, credited to the consistency is the part of worker’s fulfillment. Therefore the absence of training of the workers within the association can prompt to disappointment. Disappointment is a noteworthy drawback to supervisors as it prompts deprived performance of the worker, therefore, prompting to a low quality job. Training methods can be off the job training schemes. This technique involves the training outside the working environment (Bulut, & Culha, 2010). The vast utilized off the vocational training techniques may include seminars and conference whereby the relevant information or technologies or case studies are discussed.
2.6 Effects of training on performance
Exercises linked to training result in enhanced occupation accomplishment and other progressive changes. According to a study, training prompted the more prominent development and inferred aptitudes (Rich, Lepine, & Crawford, 2010). Additionally in their examination found that preparation influences change in specialist abilities through an adjustment in trainees' information configurations or mental models. Moreover preparing the employees may influence definitive or procedural learning as well as may upgrade key information which is characterized as knowing when to apply a particular learning or expertise (Khan, Khan, & Khan, 2011). Training also benefits the worker to play out their occupations in an alternative culture as well as change mentally to living in that philosophy. Substantially training enhances definitive learning, scheduling as well as the undertaking coordination. It additionally enhances shared critical thinking as well as the correspondence in the novel group and errand environment.
A few reviews have additionally recorded the outcome of training on the hierarchical execution. For instance, demonstrations that training exercises were decidedly identified with most measurements of adequacy and productivity (Phillips, 2012). Subsequently, training can enhance savings in regards to time and costs. For instance attention in training can boost an establishment's fiscal standing. Poor job implementation regularly hail from the workers if they do not discern precisely what they ought to do (Phillips, 2012). Moreover how to carry out their occupations or why they have to work in a specific way. Preparing the employees can help take care of these performance issues by clarifying the points of interest of the employment (Khan, 2010). This ought to diminish duplication of toil in the working environment as well as duration spent to correct poor performance. Enhanced performance from workforce preparation can diminish staff turnover, bring down upkeep costs by lessening gear breakdowns and result in fewer client resistances. Extensively better employee performance commonly makes less requirement for supervision and brings about extensive workers output.
Job satisfaction for an employee is also a major part that is achieved by training provided by the organization. Once the employee has a better understanding of the company their self-esteem increases which causes improvement in their productivity. The different types of training provided includes on job training which provides a clear understanding of the job roles that an employee has. When a company has well trained employees, it gradually results in a good turn over for the company, thus making it beneficial for the organization. The training program should be relevant for the employee. A company believes in retaining its old employees rather than hiring new ones. Well trained employees are given more preferences since they will help the company to gain profits in the long run.
Chapter three: Methodology
This chapter provides a detailed knowledge on the method that was taken to collect the data, tools used, data analysis. Also it enlightens us on the difficulties faced while collecting the data for conducting the study.
3.1 Research design
There are different types of research methods that could be used when doing research. Qualitative research, Quantitative research and a combination of both were used in order to obtain the results. (Ghauri & Grönhaug 2005, 109) see table below:
Table 2. Differences in Emphasis in Qualitative versus Quantitative Methods. (Reichardt & Cook (1979), cited in Ghauri & Grönhaug 2005, 110)
Qualitative Methods
Quantitative Methods
Importance on understanding
Focus on understanding from respondent’s/informant’s point of view
Interpretation and rational approach
Observations and measurements in natural settings
Subjective ‘insider view’ and closeness to data
Explorative orientation
Process oriented
Holistic perspective Generalization by comparison of properties and contexts of individual organism
Importance on testing and verification
Focus on facts and/or reasons for social events
Logical and critical approach
Controlled measurements
Objective ‘outside view’ distant from data
Hypothetical-deductive; focus on hypothesis testing
Result oriented
Particularistic and analytical Generalization by population membership
In this study the qualitative research approach is to be made. In this kind of a research, unstructured and semi-structured interviews and questionnaires can be used (Ghauri & Grönhaug 2005, 112 - 113). Qualitative research helps to conduct surveys and collect data in order to study the human behavior in depth. But the problem should be read and understood well so that a conclusion can be reached. If a scientist is unable to deal with the huge amount of data this will make the analytical part of research more difficult (Ghauri & Grönhaug 2005, 202 - 204).
3.2 Data sources and collection methods
This section details the sources of the data used in the dissertation and the data collection methods employed. In this study 47 participants were selected from various professions within a varying age group. Simple random sampling was applied when selecting respondent to eliminate bias. A structured questionnaire (see Appendix 2) comprising of 10 questions is designed and administered to all employees. The purpose of the questionnaire is to investigate the effect of training on employee performance of the case companies. The questions in the questionnaire are made short and clear to ensure that it takes the respondents not more than 15 minutes to answer and therefore encourage participation. The questionnaire included a cover letter (see Appendix 1). This cover letter sent out to the respondents has several objectives; first, to provide respondents with brief information about what they were being requested to respond to and, Second, to motivate them into participating in the questionnaire. The data was collected over web ensuring anonymity. The wide range of age group and profession ensured dynamicity of the result.
Most the respondents answered the questionnaires but some of them were not willing to give responses to some questions.
3.3 Research validity and reliability
Validity refers to the extent of accuracy of the results of the study. Validity of the results can either be internal or external. Usage of measurements brings out a different type of validity which is the face validity in case of which the measurement that is used may be similar to the measurement used somewhere else but there is a divergent validity that determines the indifferent point between the two types. (Ghauri & Grönhaug 2005, 83 – 84).
There are basically four different types of qualitative research that is available. They include descriptive, interpretative, theoretical and generalizable validity. Descriptive validity is associated with degree to which the actual description of the results is true. Interpretative validity is associated with the interpretation’s goodness. Theoretical validity refers to how adequate the theory suggested is, such as whether the theory supports the study subject. Generalizable validity is the extent to which the results that have been obtained can be generalized. (Ghauri & Grönhaug 2005, 216 – 218).
In this study, validity was taken into consideration. For example, this questionnaire has been specifically designed for this study by the researcher. So the data it collected and all the available information are as per the need of the researcher and fulfill his requirements. Therefore the researcher has no need of depending on the data collected by others for this study since this data is very specific in nature. Further still, descriptive, interpretative, and theoretical validity were taken into consideration. Reliability refers to the stability of the measure used to study the relationships between variables (Ghauri & Grönhaug 2005, 81). The different questions that have been framed and used over here have been designed as per the requirements; therefore the data collected based on them is quite reliable. Where ever measurements are used there is the presence of validity, basically divergent validity based on the face value which helps to sort out the similar results existing in other measurements and separates all the data. (Ghauri & Grönhaug 2005, 83 – 84). Another type of validity is used which is convergent validity that helps to find out the similar results when measurements are used at different places so that a final conclusion can be reached at.
3.4. Statistical Analysis
Statistical analysis involves collecting and scrutinizing every data sample in a set of items from which samples can be drawn. A sample, in statistics, is a representative selection drawn from a total population.
Statistical analysis can be broken down, as follows:
Describe the nature of the data to be analyzed.
The data is collected from a variety of professional in different fields and they are of different age groups. Most the population were of the age group 25-34 and been working as an employee. Nearly 50 percent of them had been associated with their respective organization for more than 2 years. Around 56.52 percent of the population had a formal sort of training since they joined the organization. Based on their self-assessed feedback as per the designed questionnaire we would try to analyze the data obtained.
Explore the relation of the data to the underlying population.
From the data population, we figured that most the age group were 25-34 and most the professional were an employee, it is also to be noted that most the population had been associated with their respective organization for more than 2 years. So, the probability of figuring a person who is employed to an organization for 2 years, on the age group of 25-34 is high. Therefore, the variance of the data is scattered towards the age group of 25-34. (Appendix)
More than 50 percent of the population are positive that they received. Thus, the major portion of the population on the employee group who are associated with an organization would have received training. (Appendix)
Nearly 35 percent of the population believe the schedule of training received are not in a scheduled manner and nearly 49 percent of the data sample indicate that the nature of training are in form of lecture. The quality of the training is being indecisive with a rating of average, good and very good around 26%. The result of the data is also inconclusive with the rating Not sure and Effective being 30%. (Appendix)
However, the majority of about 93 percent are of opinion that eventually the training received have helped them to improve their job performances. (Appendix)
Hypothesis development.
Hypothesis development is very important because acceptance and the rejection of hypothesis show the significance of the study. Based on literature review and above data analysis we came to develop following hypothesis:
In the training & development organizational performance is also effected by the training design. Therefore, our first hypothesis is:
H1: Training design has significant effect on the organizational performance.
To increase the knowledge and skills in the job training is given to the employees therefore our second hypothesis is:
H2: On the job training has significant effect on the organizational performance.
During training & development the delivery style of the person who is giving the training also effects the organizational performance so our third hypothesis is:
H3: Delivery style has significant effect on the organizational performance.
By combining the above-mentioned hypothesis our fourth hypothesis is:
H4: Training & development has significant effect on the organizational performance
Discussion
It is of utmost importance for the company to design the training very carefully (Michael Armstrong, 2000). The training should be designed as per the employee requirements.(Ginsberg, 1997). The organisations which design trainings keeping the employees in mind always reap good results out of their training programs (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). According to different studies training design plays a vital role in organizational growth. A bad training design is nothing but the loss of time and money (Tsaur and Lin, 2004). All these results prove our first Hypothesis which is H1: Training design has significant effect on the organizational performance. And it has a positive effect on the organizational performance. It improves the organizational performance. As we see in the table that most of the answers of question 8 are in between the bracket of 3-4, (See Appendix) it means that most of our respondents think that Training Design has significant effect on the organizational performance. This also proves our first hypothesis which is; H1: Training design has significant effect on the organizational performance.
On the job training helps employees to get the knowledge of their job in a better way (Deming, 1982). People learn from their practical experience much better as compare to bookish knowledge. Training employees based on their job role helps the company to manage its time and cost (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Providing on the job training to employees helps them to gain practical knowledge related to their jobs (Tom Baum et al., 2007). How the training is delivered is an important part of the Training and Development program for any organization (Carlos A. Primo Braga, 1995). Employees are very careful and they keep a notice on the way how a training is delivered to them (Michael Armstrong, 2000). The trainer needs to follow a specific interesting style to deliver the trainings and to keep the audience engaged; else there will be wastage of time (Mark A. Griffin et al., 2000). It is definitely very important for a trainer to engage the audience (Phillip seamen et al., 2005). Delivery style means so much in the Training and Development. All these results prove our third Hypothesis which is H3: The way training is delivered has a great effect on the organizational performance and it helps to improve the productivity of the company.
It is very difficult for an employee to perform well at the job place without any pre-training (Thomas N. Garavan, 1997). Employees who have undergone training definitely perform way better than the untrained ones (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). It is of utmost importance for an organization to deliver the trainings effectively since it helps to fulfill the organizational goals promptly (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Training and development increase the overall performance of the organization (Shepard, Jon et al., 2003). Although it is costly to give training to the employees but in the long run it gives back more than it took (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). It is important for an organisation to develop their employees as per the need in order to compete in the market (Carlos A. Primo Braga, 1995). All these results prove our fourth Hypothesis which is H4: Training & development has significant effect on the organizational performance. And it has a positive effect on the organizational performance. It improves the organizational performance. As we see in the answer of question 10 (see Appendix) that most of the means are in between the bracket of 1, it means that most of our respondents think that Training and Development has significant effect on the organizational performance. This also proves our fourth hypothesis which is; H4: Training & development has significant effect on the organizational performance. On the job training helps employees to get the knowledge of their job in a better way (Deming, 1982). People learn from their practical experience much better as compare to bookish knowledge. Training the employees while at job reduces the cost and time for the organization (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). On the job training is beneficial for the employees since they are exposed to practical knowledge (Tom Baum et al., 2007). All these results prove our second Hypothesis which is H2: On the job training has significant effect on the organizational performance.
APPENDIX A
Questionnaire and responses utilized for the survey.
Cover page:
Effects of training and development on employee's performance. This survey will be used for academic purposes only and therefore information provided will be secured. Thank you for participation
Q1: What is your age?
Answered: 46 Skipped: 1
In this Graphical Analysis we observe that most of the people who undergo training are between the age group of 25 to 34 which is 52.17 percent. The young people between age group of 18 to 24 are second most trained professionals. People in age group of 55 to 64 have no training since they are towards the end of their career.
Q2: What are your working arrangements? (You can answer in multiple choices)
Answered: 44 Skipped: 3
In this graphical Analysis we observe most of the people undergoing trainings are the permanent employees of the company which is specifically 68.18 percent while the least trained are the ones who get paid on commission that is 2.27 percent. Employees who work only during their requirement and Direct temporary employees are trained equally.
Q3: How long have you worked at the company?
Answered: 44 Skipped: 3
In this graphical representation we notice that the company invests in training and development of those employees only who are committed to the organization for about 2 or more years, specifically 50 percent. New joiners who have spent less than 6 months and those who have spent in between 6 months to 1 year are also trained as per requirements specifically 18.18 percent and 20.45 percent respectively.
Q4: Have you had any form of training since you joined the organization?
Answered: 46 Skipped: 1
In this representation it is observed that the number of people who underwent training since they joined an organization is greater 56.52 percent than the non-trained employees which is 43.48 percent. Trained people will gain more skills, therefore they will be helpful for the company.
Q5: If your answer from the previous question is yes answer the following question. How was the selection criteria for training?
Answered: 39 Skipped: 8
In this graphical representation we see that new employees on joining the company are provided with job role related training before starting to work which is specifically 33.33 percent. Next selection criteria is based on supervisor’s recommendation which includes 20.51 percent. There were also 28.21 percent of people who had no idea on their selection criteria and were unable to answer.
Q6: How often is the employee training in your organization?
Answered: 43 Skipped: 4
As per this representation, the companies do not have any specific schedule for their trainings. It is based on requirement, to be specific 37.21 percent. Next tenure is Quarterly 23.26 percent when the employees are trained. The training schedule for every two years is followed by the least number of companies specifically 6.98 percent.
Q7: What are methods of facilitation at the training you have attended?
Answered: 41 Skipped: 6
As per this graphical representation, the most convenient training facilitation followed by most of the companies is through lecture which is specifically 48.78 percent and the least facilitation method followed is through seminars which is 21.95 percent since very few people pay concentration during seminars. Demonstrations, Discussions are also followed by quite a number of companies which is specifically 36.59 percent and 34.15 percent respectively.
Q8: How relevant were the trainings you received to your work?
Answered: 43 Skipped: 4
With respect to this graphical data, most people found the company trainings to be effective and helpful as per their job role which is specifically 30.23 percent. 25.58 percent of the people also found it to be very effective and really helpful for their growth. 30.23 percent of people are also not sure as to whether they made any use of the trainings or not.
Q9: Do you think the trainings has helped improve your job performance?
Answered: 43 Skipped: 4
As we can see in this representation, almost everyone i.e. 93.02 percent of people accept that the trainings have really helped in performing their jobs effectively and fulfilling their job roles including facilitation in their personal growth in their fields. However there are also 6.98 percent of people who believe these trainings did not affect their job roles at all. They performed equally before and after they were trained.
Recommendations
In this research, we review a lot of materials related to the variables used in this research and at the end we also proved our hypotheses. In the light of all this research and all the material which is being used to conduct this research and all the literature review we came to the decision that there should be Training and Development in every organization. Although we have review some disadvantages like it is costly to give training to the employees, but the advantages of Training are much more than its disadvantages which are briefly discussed in this study. We recommend that all organizations should provide Training their Impact of Training and Development on Organizational Performance 67Global Journal of Management and Business Research Volume XI Issue VII Version I 2011 © 2011 Global Journals Inc. (US) July employees. We already have discussed that Training and Development have advantages not only for employee but the ultimate benefit is for the organization itself. If the performance of the employee is not good it will affect the whole organization.
Conclusion
The findings reported in this study suggest that training and development have an impact on the performance of employees with regards to their jobs. This result is broadly consistent with prior management literature on training and development. To gain more specific knowledge of training and development from the sample companies, different questions are presented to the respondents and thus examined. These questions are focusing on employee participation in training, selection for training, methods of training and relevance of training to the work of the respondents. The above questions have been of interest because they facilitate an understanding of the training practice in the companies under study. The results from the questions on employee participation in training and selection for training indicate that these companies have good and perhaps clear policies regarding training and development as most of the respondents indicated that they have participated in training and that most of them were provided with opportunities to train under the compulsory practice of the company for all employees and/or on joining the company. In examining the question relating to the training program quality, the results indicate that the program undertaken by the sample companies are relevant as considered by the respondents` opinions. We can look into all the details and reach to a conclusion that when a company provides training to its employees it does want to retain them, since these trained employees are the ones who would be having high productivity and be helpful in the company’s growth or development. Also training and development helps to increase the job satisfaction for an employee since he gets a clear idea of his job role and also the work that he performs on a daily basis. This increases his confidence, stature and thus gives higher productivity. Basically in the long run they are helpful for the company to move forward and this is a strategy followed by several companies to retain old employees rather than hiring new ones. This also helps in cost cutting for the company by preventing it to provide overall training to new hires also.
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