The Impact of Training & Development on Employee Job Performance
Training and development is required to improve employee enhancement, job knowledge, skills and moral within the particular organization. Thus, today many organizations are considering employee training and development as an important area in Human Resource Management (Darshani, 2018). According to Tahir, Yousafzai, Jan, Hahim (2014), training and development is one of the imperatives of human resource management as it can improve performance at individual, collegial and organizational level. Employee job performance is measures an individual against or her goal, with an emphasis on whether outcomes match the expected goal (Yang and Hwang,2014).
The
main object of every organization is to improve its performance but it can
never be possible without the efficient performance of employees. Therefore,
the performance management system came into effect as a management reform to
address and redress concerns, organizations had about performance (Sharif,
2002). In banks sector, a wide range of reforms that focus on the performance
have also been implemented (Downs, Chadbourne, & Hogan, 2000; Gleeson &
Husbands, 2001).
Training
and development is a major function of Human Resource Management. Training and
development is a formal process of changing employee behavior and motivation in
the way that will enhance employee job performance and then organizational
overall performance (Opatha,2009). The main benefit of training and development
is to improve the employee’s current skills and along with that improvement the
organization can also maximize the employee business utilization, another point
in describing training and development can be shown as in investing in
employees so that they are fully equipped to perform the required tasks (Asfaw,
Argaw& Bayissa,2015).
“Training and development basically deals with the acquisition of understanding knowhow, techniques and practices. In fact, training and development is one of the imperatives of human resource management as it can improve performance at individual, collective development” ( Tahir, Yousafzai, Jan, Hahim,2014)
According to Cole (2002) training can achieve –
- High morale - employees
who receive training have increased confidence and motivation.
- Lower cost of
production – training eliminates risks because trained personnel are able to
make better and economic use of material and equipment thereby reducing and
avoiding waste.
- Lower turnover –
training brings a sense of security at the workplace which reduces labor
turnover and absenteeism is avoided.
- Change management-
training helps to manage change by increasing the understanding and involvement
of employees in the change process and also provides the skills and abilities
needed to adjust to new situations.
- Provide recognition,
enhanced responsibility and the possibility of increased pay and promotion.
- Give a feeling of
personal satisfaction and achievement, and broaden opportunities for career
progression.
- Help to improve the availability and quality of staff.
Employee Training and Job Satisfaction
Several studies have established that the training and development of staff leads to increased employee commitment and the strengthening of the organisation’s competitiveness in the long run (Karia, 1999; Karia and Ahmad, 2000; Action and Golden, 2002). There is a positive relationship between staff-training and employee productivity (Barret, 1988). Staff training and development correlates highly with employee, job satisfaction and profitability in large companies (Barret, 1988). Well trained employees increase their capacity to implement firm strategies and to achieve organizational objectives (Marquardt et al, 2000). Studies have shown that organisations that invest in staff training and development are able to reduce staff turnover and to increase the morale of their employees who develop positive attitudes towards their organisation (Bulu and Culha, 2010).
Training Process
Figure 1 - Training Design Process
Source - Noe, R. (2005)
If
any company skips one or two of the steps in a T & D process, it may
succeed in implementing a training program but will no longer reap the actual
fruits of training that have somewhat long term impacts on the employee performance
as well as the overall organizational productivity and growth. The intention
behind presenting such models and process cycles in different studies is to
show organizations a direction where they can input their strategies and
investments to reach their final destination i.e. a sustainable market
leadership with an unconquerable competitive strength (Imran M, Tanveer A,
2015).
The organization which I work is categorized under the broader services sector. Services sector is such that where people involvement is at the maximum. Customers interact with the employees and the first impression of the bank is built during this interaction. So, this is the reason for declared people to be the most vital factor contributing to the organizational productivity, sustainability, and image building. People are, without any suspicion, an organization’s ultimate strengthening asset. Customers undergo a complicated experience in gaining a service that involves both the mental and physical interaction with the service providers (employees). These facts lead us to conclude that employees must be skilled enough to provide the delighting services to the customers that least chances remain there for customer switching or customer dissatisfaction. Skills are obviously injected into the workforce through some systematic process of competency training. Banks focus in their strategy building and philosophy that how and when to train their employees. They plan out that what training methods to be used at the various levels of the organizational workforce.
References
- Asfaw, A. M., Argaw, M. D., & Bayissa, L. (2015). The impact of training and development on employee performance and effectiveness: A case study of district five administration office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainability Studies, 3(04), 188.
- Barret, A., and O’Connell, P.J. (1998). Does Training Generally work? The Returns to incompany training. Research Paper No. 1879, Centre for Economic policy. London.
- Bulu, C., and Culha, O. (2010). The effect of Organisational Training on Organisational Commitment. International journal of Training and development, 14 (4), 309-322.
- Madukoma, E. , Akpa, V. and Okafor, U. (2014) Effect of Training and Motivation on Job Performance of Library Personnel of University of Lagos, Lagos State, Nigeria. Open Access Library Journal, 1, 1-8. doi: 10.4236/oalib.1100804.
Cheng-Liang Yang, M.H. (2014). https:/doi.org/10.1108/CMS-09-2011-0079. Retrieved from Emeral.
- Cole, G.A. (2002) Personnel and Human Resource Management. 5th Edition. Continuum Publisher, London.
- David, A; Makafui, R (2014) The Effects of Training and
Development on Employee Performance in the Public Sector of Ghana; A Study of
the Takoradi Branch of Ghana Ports and Habours Authority (GPHA) ISBN 9783656850144
- Down, B., Chadbourne, R., & Hogan, C. (2000). ‘How are teachers managing performance management?’ Asia-Pacific Journal of Teacher Education, 28(3), 213-223.
- Darshani D (2018); The
Impact of Training & Development on Employee Job performance; International
Journal of Research Publication (Volume: 2, Issue: 1), Available from- http://ijrp.org/paper_detail/22
[Accessed 10 May 2020].
- Faitira M (2017) Human Capital
Development Programmes and their Effect on the Job Satisfaction of Workers in
Zimbabwe Urban Municipalities; International Journal of Academic Research in
Business and Social Sciences; Vol. 7,
No. 12 ISSN: 2222-6990
- Gleeson, D., & Husbands, C. (2001). The Performing School: Managing, Teaching and Learning in a Performance Culture. London: Routledge Falmer.
- Imran M, Tanveer A (2015) Impact of Training & Development on Employee’s performance in Banks of Pakistan; European Journal of Training and Development Studies; Published by European Centre for Research Training and Development UK; Vol.3, No.1, pp.22-44
Karia, N., and Ahmad, Z.A. (2000). Quality practices that pay: Empowerment and Teamnwork. Malaysian Management review, 35 (2), pp 66-76
- Marquardt, M.J., Nissley, N., Ozag, R., Taylor, T.L. (2000). Training and development in the United States. International Journal of Training and Development, 4(2), 138-149.
- Noe, R. (2005). Employee Training and Development. 5th ed. New York: McGraw-Hill Higher Education, p.7
- Opatha, H. N.D.P.(2009). Human Resource Management. Published by author printed in Sri Lanka
- Tahir, N., Yousafzai, I. K., Jan, S., & Hashim, M. (2014). The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and Social Sciences, 4(4), 86.
- UK Essays. November 2018. Impact on training and development of employee’s performance. [online]. Available from: https://www.ukessays.com/essays/management/impact-on-training-and-development-of-employees-performance-management-essay.php?vref=1 [Accessed 10 May 2020].
- Waqar Y (2018) "The Impact of Training and Development on Employee Performance: "IOSR Journal of Business and Management (IOSR-JBM) 20.7 (2018): 20-23
Agree with your views. The success of failure of modern business organizations depends on the quality of their human resources. Well trained and highly developed employees are considered as cornerstone for the success. Training becomes a major method to improve organizational performance. Training activities contribute to enhance employee capabilities, skills, knowledge and attitudes. Because trained employees perform their tasks effectively and efficiently rather than untrained employees (Sal, 2016).
ReplyDeleteAgree. Further, the survival of any organization in current competitive environments heavily relies on the human resource ability, to be innovative and inventive, to bring the competitive advantage to the firm, by enhancing the performance of individuals and of the organization as a whole as per Falola, Osibanjo and Ojo (2014).
ReplyDeleteHi Uditha, agree with you, training and development ultimately benefit not only the productivity of employees but also the organization. Employee development is the key to the development of the organizational sustainable development. Therefore company needs to invest more on employee training and development in order to retain employment and success. The Training helps to improve the quality of work of employees and they will be more committed to achieve organizational goal and objectives (Nada and Rashad, 2013).
ReplyDeleteAgree with you. As you stated Training and Development is is a fundamentally important element to a variety of people. In addition to being fundamentally important for the organization, it is a concept that is significant to researches of any field, Government of a country and Managers of a product based organization. This is vital as a valuable Human Resource Practice in any organization (Aguinis and Kraiger, 2009)
ReplyDeleteAccording to Reynolds (2004: 45)Training is the use of systematic and planned instruction activities to promote learning. The approach can be summarized in the phrase ‘learner based training’. It is one of several responses an organization can undertake to promote learning.
ReplyDeleteIn the same way research by Aragon and Valle (2013) reveals that the impact of training on the performance of managers established that firms that train their managers obtain better results than those that do not, and that the intensive training contributes to improved performance.
ReplyDeleteAccording to Reynolds (2004) to do a training there should be a systematic way.That means firstly human resource management should identify the employee training development requirements and then plan with the training it help to increase the performance and productivity of employees.
ReplyDelete