1
CHAPTER 1 INTRODUCTION Concept of Training The concept of training predates history; it is as old as man himself. The earliest man learnt to hunt and grow crops for his survival. One of the earliest types of training was on the job training (OJT), which is still in wide use today China began training of her workers through conceptual case studies in the 5th century BC. Confucius presented
problems
to
his
students
and
asked
them
to
contemplate possible solutions to those problems. The case study is still widely in practice even today, mostly in professional schools. It is an effective tool to encourage learners
to
problematic
think
philosophically
situations
without
about
having
difficult to
go
and
through
personal experiences. As time went on, modern theories of psychology, training, and staff development were applied to training methods in order to keep staff skilled, knowledgeable, and motivated.
2 Definition: employees
“Training
the
basic
is
the
skills
process
they
of
need,
teaching
to
perform
new their
jobs” (Gary Dessler). Training is a learning experience which seeks a relatively improve
permanent
his
change
ability
to
in
the
perform
individual his
job
that
well.
will Every
organization needs to have well trained, experienced and adjusted
employees
Training
can
to
involve
perform the
their
changing
duties
of
efficiently.
skills,
knowledge,
attitudes, or behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their
interaction
Training
is
more
with
their
present
day
coworkers
or
oriented
and
supervisor. focuses
on
individual’s existing jobs and enhancement of abilities to perform well. Training should not focus on new employees only,
but
periodical
old
employees
training
in
should
order
to
also
be
put
keep
their
through knowledge
updated. Employees Development: “Future-oriented training, focusing on the personal growth of employees” (David Stephen), for example if an employee is promoted supervisor, his new job would require him to
3 ensure his subordinates do their duties well. This would require his grooming in advance. This is known as employees’ development, and every organization must plan/carry out employee’s development in order to keep it functioning efficiently.
Purpose of Training and Development Reasons for emphasizing training and development of employees: •
Creating
a
pool
of
readily
available
and
adequate
replacements for personnel who may leave or move up in the organization. •
Enhancing advances
the in
company's technology
ability because
to
adopt
of
a
and
use
sufficiently
knowledgeable staff. •
Building motivated
a
more team,
efficient, which
effective
enhances
the
and
highly
company's
competitive position and improves employees morale. •
Ensuring adequate human resources for expansion into new programs.
It has been experienced that companies can benefit a lot from training and developing of their workers. Some of the
4 advantages
which
an
organization
may
enjoy
from
a
well
trained staff are as under: •
Increased productivity.
•
Reduced employee turnover.
•
Increased efficiency resulting in financial gains.
•
Decreased need for supervision.
Training Methods There are two broad types of training programs in vogue—on job and off job training. On the job Training (OJT): On job training means having a person learn the job by actually doing it. Every employee from the boss to the lowest level staff gets on the job training, on joining a firm. In this way, they do not lose time while they are learning. On the job training includes orientations,
job
instruction
training,
apprenticeships,
internships, assistantships, and coaching. Off the job Training: In off the job training the workers after recruitment are properly trained and then allowed to perform
their
duties.
This
type
of
training
includes
lectures, special study programs, films, discussions, case studies, role playing, simulation, programmed instructions
5 and laboratory training. Most of these techniques can be used
by
organizations, although for some it may be
too
costly. Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all
employees
who
quit
do
so
in
the
first
ten
days.
Orientation training should emphasize the following topics: •
The company's history and mission.
•
The key members in the organization.
•
The
key
members
in
the
department,
and
how
the
department helps fulfill the mission of the company. •
Rules and regulations for employees. No matter what method is used, it is important that
the
newcomers
fully
come
to
know
about
their
place
of
employment. Cordial surroundings and cooperative coworkers encourage the new comers to feel at home and take interest in their job Lectures present training material verbally and are aimed to
deliver
a
great
deal
of
material
to
many
people
simultaneously. It is more cost effective to lecture to a group than to train people individually.
6 Role Playing and Simulation is a training technique that attempts to bring realistic decision making situations to the trainees. Likely problems and possible solutions are presented better
for
discussion.
trainer
than
The
experience
saying is
that
there
exemplified
is
with
no
this
type of training. With the help of plays and simulations trainees
learn
much
quickly,
which
is
very
good
from
training point of view. This method is cost effective and is used in marketing and management training. Job Rotation involves moving an employee through a series of jobs so that he or she can get a good idea for the tasks that are associated with different jobs. It is usually used in
training
for
supervisory
positions.
This
is
a
good
strategy because an employee would not feel disturbed when asked to do any other job. Apprenticeships develop employees who can do many different tasks. related
This
type
groups
of
of
training
skills
that
usually allow
involves the
several
apprentice
to
practice in any particular trade within the organizational setup and they take place over a long period of time in which
the
apprentice
works
for,
and
with,
the
senior
skilled workers. Apprenticeships are especially appropriate for jobs requiring production skills.
7 Internships and Assistantships are usually a combination of classroom and on the job training. They are often used to train prospective managers or marketing personnel. Programmed
learning
computer-aided
instruction
and
interactive video all have one thing in common; they allow the trainee to learn at his or her own pace. They allow material already learnt to be bypassed in favor of material with
which
a
trainee
is
having
difficulty.
After
the
introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. Laboratory
Training
is
conducted
for
groups
by
skilled
trainers. It is usually conducted at a neutral site and is used by upper and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers.
8
Is There A Difference Between Training & Development? If we want to maximize training and development results by linking them to performance management we need to understand the difference between training activites and development activities. That's because it's important that we choose the right mechanism for addressing any needs we have. Training usually refers to some kind of organized (and finite it time) event -- a seminar, workshop that has a specific beginning data and end date. It's often a group activity, but the word training is also used to refer to specific instruction done one on one. Employee development, however, is a much bigger, inclusive "thing". For example, if a manager pairs up a relatively new employee with a more experienced employee to help the new employee learns about the job, that's really employee development. If a manager coaches and employee in an ongoing way, that's employee development. Or, employees may rotate job responsibilities to learn about the jobs of their colleagues and gain experience so they might
9 eventually have more promotion opportunities. That's employee development. In other words employee development is a broader term that includes training as one, and only one of its methods for encouraging employee learning. The important point here is that different activities are better for the achievement of different results. For example, if the desire is provide an employee with a better understanding of how the department works, job rotation might work very well. If the goal is to improve the employee's ability to use a computer based accounting package direct training would be more appropriate than, let's say, job rotation.
Operational Definition The study variables can be operationally defined as follows. Employees’ performance It is strategic investment, by an organization, in the training of its members. Employee motivation is a joint, ongoing effort on the part of an employee and the organization for which he or she works to upgrade the
10 employee’s knowledge, skills and abilities. Employees Motivation requires a balance between an individual’s career needs and goals and the organization’s need to get work done. Coaching employees to help them determine what they need for to motivate them to perform well like training and development programs.
Training and development programs
Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training is used to focus mostly on teaching technical skills. Whereas managerial employees’ development is any attempt to improve employees’ performance by imparting knowledge, changing attitudes, or increasing skills. The ultimate aim is of course, to enhance the future performance of the organization itself. Employees are the assets of an organization and every organization makes progress and achieves its goals effectively due to the motivation and dedication of its employees. How we can achieve the motivation and dedication of employees, is possible through providing them a specific training so that they can be refreshed from time to time and they set to work with motivational manner.
11
Purpose of Research Although the bottom line for most training and development
programs
organizational little
is
an
performance,
attention
improvement
organizations
in
overall
often
devote
to evaluate training effectiveness.
The
aim of this research paper is to measure the impact of training general
and
development
employees
of
program
different
on
the
performance
organizations
located
of in
Islamabad. It is also designed to evaluate effectiveness of training from
of
managerial
qualitative
questionnaire
and
staff
data
of
different
gathered
observations.
organizations
through
Based
on
interviews,
these
findings
this study will also provide suggestions for improvement in training programs and will be a help for professionals to improve their performance to a great extent. It is very essential for enterprises like Five Star Hotels, Banks, Telecom companies and schools that the training opportunities provided to the employees should be focused
on
providing
such
training
which
enables
the
professionals to put in their best efforts. For instance, if we make a cobbler learn the computer he will have to
12 work harder, but the desired outcome will not be as if that training
was
provided
to
a
professional
who
is
already
dealing or having any kind of interaction with computers. We know that at enterprises like Five Star Hotels training programs are well organized but still the short comings in training should be eliminated. This will for sure help the employees enhance their professional and academic skills
Rest of the study is organized as follows: Chapter 2 consists of literature review in which a detailed analysis
of
previous
literature
is
conducted.
Chapter
3
consist of data and methodology, it shows from where and how data is collected and the type of methodology used for processing that data. Chapter 4 consists of results and analysis. Chapter 5 consists of conclusion on the basis of the
analysis
done
in
chapter
overcome the background problems.
4
and
recommendations
to
13
CHAPTER 2 LITERATURE REVIEW The origin of HRD can be traced back to apprenticeship training programs in the eighteenth century. During that time small shops operated by skilled artisans produced virtually all household goods, such and furniture, clothing and shoes etc. To meet growing demand for their products the owners had to employ additional non skilled workers, whom the shopkeepers themselves had to train. For little or no wages these trainees or apprentices learned the craft working for years in the shops until they became proficient in their trade. The apprenticeship training was not limited to the skilled workers only but it also covered the training of physicians, educators and attorneys. Even as late as 1920s a person apprenticing in a law office could practice law after passing a state supervised exam (Mintzberg, 1971).
Employees training allow organizations to achieve management objectives, resolve issues and align cultures to their mission and values. Employee training and development initiatives can transform organizations. Specialized skill training to the employees not only increases safety and
14 productivity but it also leads to higher job satisfaction which highly improves performance of the organization. Training and development leads to: •
Increased job satisfaction and morale among employees.
•
Increased employee motivation.
•
Increased efficiencies in processes, resulting in financial gain.
•
Increased innovation in strategies and products.
•
Increased capacity to adopt new technologies and methods.
•
Reduced employee turnover.
•
Enhanced company image which increase demand for its products.
This is only a partial listing of the many benefits that result from training. Training that is appropriate to the needs of an organization can add great value.
So, why would an organization not welcome and seek out the value-added benefits resulting from training? Training is not always the answer to performance problems. Brandt Sakakeeny, training industry analyst for Solomon Smith
15 Barney believes that training can be a great investment and training can be a waste of money (Rosner, 1999). Training is indeed a waste of money when the desired behavior does not occur. Gupta acknowledges that not all performance problems can be addressed by training. In many cases, non-training interventions are necessary (Gupta 1999).
Many organizations are including employee education (training and development) as an important and effective part of their organizational strategy. It has been estimated that education and training programs accounted for as much as 26 percent of the increase in US production capacity between 1929 and 1982. In 1995 Alan greens, Chairman of the US federal reserve board, stated that, “many firms have concluded that it makes more sense to invest in worker training than to build up wage scales in a zero sum competition for the existing limited pool of well qualified workers. A 2000 survey of human resource managers in large organizations ranked training and development as the most important functional area these managers had to deal with. This was followed in descending order by recruitment and selection, productivity and quality,
16 succession planning, employees’ job satisfaction, globalization and diversity (Allan Greenspan, 1955).
Careful selection of workers willing/eager to learn new things is a prerequisite of all T&D efforts. Training and education opens the door, but one must enter by oneself. You can’t instill a desire in another person to learn or to strive to do better. What you can do is provide the opportunities. If employees are willing they will themselves come up and learn. Why don’t you have a chitchat with each one and see what they really want to do in their lives (Maxey, 2002). Flatter older employees a bit regarding the amount of knowledge and know-how they’ve acquired throughout the years in the company and ask for their help in training the newer, younger employees. Focus on the positive points, acknowledge employees qualities and qualifications and give them the understanding that you need their help and knowhow to run the operation effectively (Trevor, Gerhart & Boudreau 1997).
In hotel industry, because of tight time schedule and tough duties, employees’ turnover is high. Developers say a strong training program, incentives and opportunities for
17 internal growth are powerful tools that foster an environment that will attract and retain talented employees. Introduce such training programs which encourage new hires to perform well and succeed. Despite the highly competitive nature of timeshare, a company can be successful in maintaining a solid work force with proper training and motivation. The author says that his philosophy in terms of attracting employees is having positive results and people from outside are coming in flocks. Organizations that give special training to their employees and there are ample opportunities for promotions and good monetary benefits which encourage the employees to exert themselves and take initiatives to rise to the challenges which gives guaranteed returns to the company. A wide selection of leadership, seminars, management training and technical courses are available to employees. It is a crucial investment and it is essential to the company (Banson, 2003).
It’s essential to devote resources for ongoing training, development of leadership skills and creating opportunities for advancement for candidates within an organization. We are developing future managers from within our labor force. It is our goal to be the employer of choice. (Milanese,
18 2003)They approach salespeople with an attitude that lets them know training will take an hour of their time to compensate them with skills and information. Salespeople want to know exactly what they can learn in a short time. The employees want transfer of knowledge in shortest possible time to derive benefits from it. (Dragon and Chuang, 2001)In Microsoft; the approach that I took wasn’t to create a training group to ensure that we train these people to be successful. I purposely don’t use the word training, preferring to use the word readiness to quantify is better, because driving readiness is about being ready to sell in the enterprise…… It’s about; giving salespeople clarity within their roles, giving them the tools to be successful, and ensuring that they can do the jobs set out of them (Schuler, 2001).
Buchananm (2008) in this paper reviews studies published between 1964 and May 1968 on laboratory training in human relations and its use in attempts to enhance the effectiveness of organizations. After some of the difficulties in conducting such research in this area are considered, findings are examined as they relate to five issues in the design and the application of laboratory training. These findings are also compared with findings
19 from a similar review reported by the author four years ago. Studies of the influence of trainees’ characteristics on the training effectiveness have focused on the level of ability necessary to learn program content. Motivational and environmental influences of training effectiveness have received little attention. This analysis integrates important motivational and situational factors from organizational behavior theory and research into a model which describes how trainees’ attributes and attitudes may influence the effectiveness of training (Noe, 1986).
In Chart’s (2000) Exploratory Benchmark Survey, 70% of respondents said training had a positive impact on their company’s ability to improve occupancy and overall profitability. Comparing the performance of their companies with that of 1999, 75% confirmed that training increased profits and occupancy rates. In a survey, majority of respondents asserted that training also enhances guest and customers satisfaction. 56% of companies increased their training budgets last year or planned to increase it this year a finding that is not surprising given the connection between training and retention. Employees are of the opinion that training in career development is important for their professional success. They realize that well-
20 trained employees are happier with their jobs and more likely to stay (Berta, 2001).
Manu (2004) conducted a study on training and development of firms in Ghana. The purpose of the study was to describe selected successful models of training and development as they may apply to firms. Second, to describe selected methods of needs assessment for training and development programs for employers and employees. Third, to identify selected managerial techniques that contributes to lost productivity and morale. Fourth, to selectively assess what business skills are most essential for career success. Fifth, the results of this study suggest recommendations for developing a comprehensive plan (model) for the creation of effective employee training and development program in Ghana. This study was conducted by engaging in comprehensive review and critique of the existing literature on training and development models (Manu, 2004).
Most banks see education and training as a key part of their employment equity initiatives, their performance enhancement and performance recovery initiatives, and their strategic human resources provision.
21 There are following five key priority areas: Using the workplace skills plans •
Information technology-related skills development.
•
Management and leadership skills development
•
Customer interface-related skills development
•
Specialist financial skill development
•
Back-office processes and support skills development.
The process of the transfer of training has a great impact on job productivity, effectiveness and satisfaction. Studies focusing specifically on the role of managers in the process have, however, been limited in number. The general aim of this study is to determine the impact of managers' reinforcement on participants' job attitude, productivity, effectiveness and satisfaction in the process of the transfer of knowledge, skill and attitude to be acquired through a training programmed into the workplace. The study involves a group of sales representatives participating in the Basic Sales Training Program for Sales Representatives and their supervisors in the Coca-Cola Bottlers of Turkey. Using experimental and control groups, the study are based on Kirkpatrick's four–stage evaluation model. The findings obtained are discussed and evaluated
22 with respect to the roles of managers in the transfer of training (Gumuseli & Ergin, 2002). The global competition and swiftness of changes emphasize the importance of human capital within organizations, as well as the swiftness and ways of knowledge gaining of that capital. In the economy where uncertainty is the only certainty, knowledge is becoming a reliable source of sustained competitive advantage. Knowledge is becoming basic capital and the trigger of development. Previously built on foundations of possessing specific resources and low costs, present day competition is based on knowledge possessing and efficient knowledge management. Modern organizations therefore use their resources (money, time, energy, information, etc.) for permanent training and advancement of their employees. Organizations which are constantly creating new knowledge, extending it through the entire organization and implementing it quickly inside the new technologies, develop good products and excellent services. These activities determine the company as a learning organization with constant innovation being its sole business. These are organizations which realize that learning and new knowledge are becoming the key of success, and that education is crucial for abundance. (Vemic, 2007)
23
Ojo and Olaniyan (2008) examined the impact of training and development programs on the performance of home economics teachers in Nigeria. The findings of the study revealed that training and development has a positive impact on the performance of home economic teachers. We have followed the methodology of Ojo et al and made it as our base thesis. We will apply this methodology to different organizations like banks, five star hotels and telecom companies operating in Pakistani market.
On the basis of literature review done above we intend to test the following hypotheses
•
There is a positive impact of Training and development programs on the performance of senior employees.
•
There is a positive impact of Training and development programs on the performance of junior employees.
•
There is a positive impact of Training and development programs on the performance of married employees.
24 •
There is a positive impact of Training and development programs on the performance of unmarried employees.
•
There is a positive impact of Training and development programs on the performance of female employees.
•
There is a positive impact of Training and development programs on the performance of male employees.
25
CHAPTER 3 DATA AND RESEARCH METHODOLOGY The major objective of this research is to know the impact of training and development programs in different age
groups,
designations
and
gender.
First
of
all
we
identified the objective behind this research. The study is based upon the primary data. Then we collected data with the help of questionnaire to identify issues relevant to the
research.
After
that
it
would
be
recommended
how
training and development programs affect the performance of employees at work place. The main objective is to answer this
important
question
employees’
increases
development
programs
will
distribute
organizations employees
of
towards
whether
or in
the
decreases an
70
performance after
organization.
questionnaires
of
the
training
and
The in
Islamabad
to
know
the
different
T&D
programs.
researcher different
response
of
Questionnaire
will be consisted of 14 questions (Appendix A).
Research instrument Data
was
internet
also and
collected
some
books.
using
secondary
Whereas
mainly,
sources
like
primary
data
source i-e, questionnaire was used to collect data from existing employees of selected organizations. Questionnaire
26 consisting of 7+7 questions is distributed (questionnaire is given in appendices). 7 questions are related to the training and development programs that are carried out in different organizations; the remaining 7 questions are to investigate the effect of that training and development on the
performance
of
the
employees.
Some
data
has
been
collected through interviews with the existing employees. Interview of a relationship manager will be taken to verify the results.
Population The population of the study consists of existing employees, senior managers of different banks, 5 star hotels,telecom companies and schools in Islamabad. Thus the respondents of the study have been drawn from the population of banks, companies
and
schools
in
Islamabad.
Total
number
of
70
questionnaires was distributed in these organizations.
Sample design Respondents of the Study were the existing bank employees of different banks of Islamabad e.g. Bank Alfalah Limited, City
Bank,
National
bank
of
Pakistan,
Zong telecom, Bahria college, IMCG F-10/2.
Marriot
hotel,P.C
27
Sample size As population size is 70, It is estimated that there would be
approximately
70
respondents
in
the
selected
organizations.
Measuring level of Employee’s Performance Instrument/
Questionnaire
used
to
determine
employee
performance after undergoing a T&D program consist of five responses on Linkert scale. 1= strongly agree 2= agree 3= neither agreed nor disagree/ Neutral 4= disagree 5= strongly disagree Negative questions were translated into positive questions so that the concept flows in the same direction.
Type of study The study is of descriptive nature and it is carried out to find the reasons how and in which way T&D programs affect the performance of an organization employee.
Test used in the study In this research t-test for equality of means is used as a statistical
hypothesis
test.A
t-test
is
any
statistical
hypothesis test in which the test statistic has a student’s
28 T
distribution
applied
when
if
the
the
null-hypothesis
population
is
is
assumed
true.
to
be
It
is
normally
distributed but the sample sizes are small enough that the statistic
on
which
inference
is
based
is
not
normally
distributed because it relies on an uncertain estimate of standard deviation rather than on a precisely known value.
Regression Analysis It is a statistical technique used to find relationships between values.
variables for the purpose of predicting future In
dependent
other
variable
words by
it
predicts
analyzing
one
in
study
the or
behavior
more
of
a
independent
variables. Independent
variables
this
are
training
and
development programs and dependent variable is performance of employees.
Correlation Analysis It is a statistical analysis used to determine the extent to which changes in value of an attribute are associated with
changes
coefficient
r
in is
other a
attributes.
measure
of
the
The
correlation
linear
relationship
between two attributes or columns of data. The correlation
29 coefficient
is
also
known
as
the
Pearson
product-moment
correlation coefficient. The value of r can range from -1 to +1 and is independent of the units of measurement. A value
of
r
near
0
indicates
little
correlation
between
attributes; a value near +1 or -1 indicates a high level of correlation. When
two
attributes
coefficient,
an
indicates
likely
a
attribute. indicates
A a
have
increase
in
a the
positive value
of
correlation one
attribute
increase in the value of the second
correlation negative
coefficient
correlation.
of
That
less is,
than when
0 one
attribute shows an increase in value, the other attribute tends to show a decrease.
Data analytical techniques used We
applied
the
test
of
mean
equality
on
the
basis
of
grouping under age, marital status and gender.
Hypotheses Hoa:
There is no impact of Training and development
programs on the performance of senior employees. Ha:
There is a positive impact of Training and development
programs on the performance of senior employees.
30 Hob:
There is no impact of Training and development
programs on the performance of junior employees. Hb:
There is a positive impact of Training and development
programs on the performance of junior employees. Hoc:
There is no impact of Training and development
programs on the performance of married employees. Hc:
There is a positive impact of Training and development
programs on the performance of married employees. Hod:
There is no impact of Training and development
programs on the performance of unmarried employees. Hd: There is a positive impact of Training and development programs on the performance of unmarried employees. Hoe:
There is no impact of Training and development
programs on the performance of female employees. He:
There is a positive impact of Training and development
programs on the performance of female employees. Hof:
There is no impact of Training and development
programs on the performance of male employees. Hf:
There is a positive impact of Training and development
programs on the performance of male employees.
31
CHAPTER 4 RESULTS AND ANALYSIS
The test of mean equality was applied on the basis of grouping under the headings of gender, age and marital status to test the hypotheses.
Age based results Age group was divided into two categories; in senior group, employees who are above 30 years of age whereas in junior group, age below 30 years was taken.
Above 30 results In this group we will test the following hypotheses: H0a: There is no impact of Training and development programs on the performance of senior employees. Ha: There is a positive impact of Training and development programs on the performance of senior employees.
32
Table 4.1.1
Regression Coefficients(a) Model 1
(Constant)
Unstandardized Coefficients Std. B Error 1.383 .505
TD
a
.679 Dependent Variable: Performance
Standardized Coefficients
t
Sig.
Beta
.129
.705
2.739
.011
5.259
.000
Table 4.1.1 shows that H0a is rejected. It means that the training and development programs have a positive impact on the performance of the employees who are above the age of 30 years. So our results justify the theoretical background. The value of beta i.e. 0.705 shows a high level of significance. In simple words it means that there is a considerable positive impact of training and development programs on the performance of senior employees.
Table 4.1.2
Correlations Performance
Pearson Correlation Sig. (2-tailed) N
TD
Pearson Correlation Sig. (2-tailed)
**
Performance 1
TD .705(**)
.
.000
30
30
.705(**)
1
.000
.
N 30 30 Correlation is significant at the 0.01 level (2-tailed).
Table 4.1.2 shows that both the variables are positively correlated, which means that an increase in training and
33 development programs will result in a proportionate increase in the performance of senior employees. Following hypotheses are formulated for employees who are below the age of 30 years.
Below 30 results In this group we will test the following hypotheses: Hob: There is no impact of Training and development programs on the performance of junior employees. Hb: There is a positive impact of Training and development programs on the performance of junior employees. Table 4.1.3
Regression Coefficients(a) Model 1
(Constant) TD
a
Unstandardized Coefficients Std. B Error 3.241 .362
.236 Dependent Variable: Performance
.092
Standardized Coefficients
t
Sig.
Beta .384
8.940
.000
2.566
.014
Table 4.1.3 shows that H0b is rejected. It means that the training and development programs have a positive impact on the performance of employees who are below the age of 30 years. The value of beta i.e. 0.384 shows a high level of significance but surprisingly it is lower than that of senior employees.
34
Table 4.1.4
Correlations Performance
Pearson Correlation
Performance 1
TD .384(*)
Sig. (2-tailed)
.
.014
40
40
.384(*)
1
.014
.
N TD
Pearson Correlation Sig. (2-tailed) N
40 Correlation is significant at the 0.05 level (2-tailed).
40
Table 4.1.4 shows that both the variables are positively correlated, which means that an increase in the training and
development
programs
will
result
in
a
proportionate
increase in the performance of senior employees.
Marital status based results This group was divided into two categories which are married and unmarried employees. The test of mean equality was applied to test the following hypotheses.
Married results The following hypotheses are formulated in this group of employees:
35 Hoc: There is no impact of Training and development programs on the performance of married employees. Hc: There is a positive impact of Training and development programs on the performance of married employees. Table 4.2.1
Regression Coefficients (a) Unstandardized Coefficients Std. B Error 1 (Constant) 2.848 .398 TD .320 .102 a Dependent Variable: Performance
Standardized Coefficients
Model
t
Sig.
Beta .463
7.150 3.138
.000 .003
Table 4.2.1 shows that H0c is rejected. It means that the training and development programs have a positive impact on the performance of the employees who are married. The value of beta i.e. 0.463 shows a moderate level of significance. In simple words it means that there is a relatively smaller impact of training and development programs on the performance of married employees. Table 4.2.2
Correlations Performance
Pearson Correlation Sig. (2-tailed) N
TD
Pearson Correlation Sig. (2-tailed) N
**
Performance 1
TD .463(**)
.
.003
38
38
.463(**)
1
.003
.
38 38 Correlation is significant at the 0.01 level (2-tailed).
36
Table 4.2.2 shows that both the variables are positively correlated, which means that a change in one variable will be accounted by an appropriate change in other variable, which means that an increase in T&D programs will enhance the performance of married employees.
Single results The following hypotheses are tested by applying the test of mean equality for group of unmarried employees:
Hod: There is no impact of Training and development programs on the performance of unmarried employees. Hd: There is a positive impact of Training and development programs on the performance of unmarried employees. Table 4.2.3
Regression Coefficients(a) Unstandardized Coefficients Std. B Error 1 (Constant) 1.838 .514 TD .582 .130 a Dependent Variable: Performance Model
Standardized Coefficients
t
Sig.
Beta .632
3.576 4.467
.001 .000
37 Table 4.2.3 shows that H0 is rejected. It means that the training and development programs have a positive impact on the performance of the unmarried employees. The value of beta i.e. 0.632 shows a very high level of significance. In simple words it means that there is a greater impact of training and development programs on the performance of unmarried employees.
Table 4.2.4
Correlations Performance
Pearson Correlation
Performance 1
TD .632(**)
Sig. (2-tailed)
.
.000
32
32
.632(**)
1
.000
.
N TD
Pearson Correlation Sig. (2-tailed) N
**
32 32 Correlation is significant at the 0.01 level (2-tailed).
Table 4.2.4 shows that both the variables are positively correlated, which means that an increase in the training and development programs will result in an increase in the performance of unmarried employees.
38
Gender based results Gender base group was divided into two groups which are male and female employees.
Female results Hypotheses formulated in this group are stated as under: Hoe: There is no impact of Training and development programs on the performance of female employees. He: There is a positive impact of Training and development programs on the performance of female employees. Table 4.3.1
Regression Coefficients(a)
Model 1
(Constant) TD
a
Unstandardized Coefficients Std. B Error 2.588 .464
.391 Dependent Variable: Performance
.113
Standardize d Coefficient s
t
Sig.
Beta .515
5.580
.000
3.449
.002
Table 4.3.1 shows that H0e is not rejected. It means that the training and development programs have a positive impact on the performance of the female employees. The value of beta i.e. 0.515 shows a high level of significance. In simple words it means that the training
39 and development programs will enhance the performance of female employees considerably.
Table 4.3.2
Correlations Performance
Pearson Correlation
Performance 1
TD .515(**)
.
.002
Sig. (2-tailed) N TD
Pearson Correlation
35
35
.515(**)
1
.002
.
Sig. (2-tailed) N
**
35 35 Correlation is significant at the 0.01 level (2-tailed).
Table 4.3.2 shows that both the variables are positively correlated, which means that an increase in the training and development programs will result in an increase in the performance of female employees.
Males results Following are the hypotheses formed to figure out the impact of T&D programs on the performance of male employees in different organizations. Hof:
There
is
no
impact
of
Training
and
development
programs on the performance of male employees. Hf:
There is a positive impact of Training and development
programs on the performance of male employees.
40
Table 4.3.3
Regression Coefficients (a) Model 1 a
(Constant)
Unstandardized Coefficients Std. B Error 2.386 .472
TD .440 Dependent Variable: Performance
Standardized Coefficients
t
Sig.
Beta
.126
.520
5.051
.000
3.498
.001
Table 4.3.3 shows that H0f is not rejected. It means that the training and development programs do have a positive impact on the performance of the male employees. The value of beta i.e. 0.520 shows a high level of significance. In simple words it means that the training and development programs considerably increase the performance of male employees.
Table 4.3.4
Correlations Performance
Pearson Correlation Sig. (2-tailed) N
TD
Pearson Correlation Sig. (2-tailed) N
**
Performance 1
TD .520(**)
.
.001
35
35
.520(**)
1
.001
.
35 35 Correlation is significant at the 0.01 level (2-tailed).
41 Table 4.3.4 shows that both the variables are positively correlated, which means that the greater the training and development
programs provided to male employees, greater
will be their performance.
42
CHAPTER 5 CONCLUSION AND RECOMMENDATIONS Conclusion 1. According to our gender based results training and development programs have a positive impact on the performance of both the male and female employees. But the value of beta shows that it has a greater impact on the performance of male employee’s group. This can be due to the reason that mostly female employees bear additional responsibilities from their families. 2. According
to
our
age
based
results
training
and
development programs affect the performance of senior as well as junior employees positively. But the value of beta shows a huge difference in the results of senior
and
junior
employees.
It
shows
that
the
productivity of senior employees is almost twice as compared to juniors after the same opportunities of training and development offered. The possible reason for this can be that the senior employees have more experience
and
knowledge
about
internal and external environment.
their
job
and
the
43 3. Results based on marital status again show that the training and development has a positive impact on the performance of both married and unmarried employees. By looking at the values of beta for both the groups it
is
evident
that
the
impact
of
training
and
development on the performance of unmarried employees is relatively greater. The reason for greater impact in case of unmarried employees can be that they are more ambitious and energetic and after getting married some
additional
responsibilities
rest
on
one’s
shoulders which directly or indirectly affect their attitude, behavior and performance.
The
finding
of
the
study
shows
that
training
and
development boost the moral of employees upgrade skills, improve their performance and gives them the opportunity to get
lucrative
finding
shows
trainee
the
contributes skills.
jobs
and
that
the
opportunity to
their
excel
in
training of
their
also.
The
at
providing
the
their
behaviors
and
aimed
changing
effectiveness
and
jobs
upgrading
their
44 Training and development might not necessarily lead to job satisfaction productivity,
of
employees
improves
but
the
it
quality
leads of
to
increase
work,
improves
skills, knowledge, understanding and attitude; enhance the use of tools and machine, reduce waste accident, turnover, lateness, absenteeism and other overhead costs etc. thus, training
and
development
has
a
positive
impact
on
the
performance of employees of different organizations.
RECOMMENDATIONS 1.
Employees should be encouraged to go for in-service training. This will brighten up their ideas and will enable
them
to
know
more
about
the
recent
developments in their subject areas. 2.
Different organizations should always determine the training need that would be most suitable for the achievement of organizational goals.
3.
There should be frequent job rotation so that banks and
other organizations get aware of the skills and interests of the employees and cater the training and development programs accordingly. 4.
There should not be a communication gap between junior
and inexperienced employees and their immediate bosses, so that
45 they
can
communicate
with
each
other
and
managers
can
get
proper feedback from all employees to carry out the training and development activities. 5.
Companies should pay handsome salary to all employees so
that junior and newly appointed employees get motivated and more dedicated to their work. This will help in increasing the impact of training and development programs on the performance of junior employees. 6.
Different organizations should provide equal advancement
opportunities
to
male
and female
employees, experienced
and
inexperienced employees and junior and senior employees 7.
Organizations should help out female employees to have a
balance between their responsibilities on the job and off the job so as to bring their performance equal to male employees.
46
References
Banson George, 2003, Occupational stress: A case study of the New Zeland reserve bank”.
Berta Dina, 2001, “Dual perceptions of HRD, Issues for Policy: SME’s, Other Constituencies, and the Contested Definitions” of Human Resource Development, 5(75), pp.604624
Buchanan Paul C., 2008, “Laboratory Training and organization development” journal of administrative science quarterly, 14(3), pp.466-480.
Buchanan Paul C., 2008, “Laboratory Training and Organization Development” Journal of Administrative Science Quarterly, 14(3), pp.466-480
Dragon Hsien-Che, Chuang Tsai-Hua (2004): “The impact of leadership styles on job stress and turnover intention- Taiwan Insurance Industry as an example” Tatung University, ChungShan. N. Rd, Taiwan City, Taiwan ROC.
47 Greenspan Allan, 1955, “The relationship between training and organizational commitment”, (www.employeeretentionguide.com
Gumuseli A. I., Ergin Banu, 2002, “The manager’s role in enhancing the Transfer of training” A Turkish Case Study, Internationqal Journal of Training and Development, Vol.6, pp.80-97
Gupta Pankaj, 2007, “A comparative study of integrated HR development system” of public and private sector organization.
Manu J. S, 2004, “Training and Development techniques for improving Organization performance” for Ghanaian firms.
Milanese Alfonso, 2003, “A cross sectional country analysis of different case studies”
Mintzberg Henry, 1997, “Impact of stress on employee performance in different organization”
48 Neo R. A., 1986, “Trainees’ Attributes and Attitudes: Neglected Influences on Training Effectiveness” the academy of Management Review, 11(4), pp.736-749
Ojo L.B. and Olaniyan D.A., 2008, “training and development, impact on the performance of home economic teachers and school improvement” in District II of school division Lagos State, Nigeria. Journal of social sciences,5(5),pp 484-488.
Rosner J. L., 1999, “Managing the impact of employee development on performance, the role of process conformance” Haward Business School, Boston Massachusetts, Volume 19.
Schuler Alexander, 2001, “A structural model of workload, jod attitudes, stress and turnover intentions” Kansas State University.
Trevor C.O., Gerhart Barry, boudreau J.W., 1997, “Training programs and Job Performance: Curvilinearity and the moderating influences of Salary growth and promotions”.
49 Vemic Jelena, 2007, “Employee training and development and the learning organization” Economics and Organization, 4(2), pp.209-216.
50 APPENDIX A
Questionnaire for Impact of Training and Development on Employees Performance
Respondent profile:
1.
Gender [1] Male [2] Female
2.
Marital status [1] Married [2] Single
3.
Age:
Years
4.
Designation :
__________________
5.
Total number of years that you have been employed by
Current Place?
6.
Total working experience?
Years
Years
51 Objectives:
o
To ensure that the effective training is provided to
the employees. o
To know that needs of employees with respect to
enhancing the knowledge and skill. o
To asses the training standards which are provided to
the employees. o
To know about the support to training and
development. o
To improve the training standards as per the
employees requirements. o
To analyze that whether the organization is providing
incentives to trained employees or not.
“Your right clicks are appreciated and your little bit cooperation will help me to reach on the best solution”
Keys:
Strongly Disagree 1
Disagree 2
Indifference 3
Agree 4
Strongly Agree 5
52 1.
Employees are motivated towards training programs. 1
2.
2
3
4
5
Training programs are job oriented. 1
3.
2
3
4
5
Organizational culture facilitates the Training and
Development programs. 1 4.
2
3
4
5
Trained employees are more efficient and effective as
compare to untrained. 1 5.
2
3
4
5
Training is provided in accordance to the international
standards. 1 6.
2
3
4
5
Working condition support the Training programs. 1
7.
2
3
4
5
Trained employees get more incentives. 1
8.
2
3
4
5
Leadership and decision making training is provided to
the employees. 1
2
3
4
5
53 9.
Do you require further training for the motivation
towards the improvement of the performance to help you to increase overall productivity of the organization? 1
2
3
4
5
10. Training and Development program will give me better idea of the career path, which I want to Pursue. 1
11.
2
3
4
5
Training programs help you to stay up-to-date with new
process or procedures related to your job. 1
12.
2
3
4
5
Trained employees understand the problems and get the
solution quickly? 1
13.
2
3
4
5
T&D plans and policies respond quickly and effectively to
changing business needs. 1
2
3
4
5
54 14. Trained employees make less number of mistakes as compared to the untrained. 1
2
3
4
5
