Introduction
Training has a prominent role in achieving organisational goals and this being achieved via incorporating the interest of the organisation and workforce (Ford, 2014). Improved capabilities, skills and knowledge of talented employee have been proved to be an important root of competitive advantage in the international market (Elnaga & Imran, 2013). To shape-up the required knowledge, skills and abilities of the staffs so that they can perform well on their job demands proper training programs that in turn affects the process of employee commitment and motivation (Elnaga & Imran, 2013). In order to train their employees to perform their job role as per the requirement of the organizations, organization provides specific training and development programs. These training and development programs help in the optimization of the employees’ potentials in long-term. The important of employee training has been further discussed by Ford in the year 2014. According to Ford, employee or human resources is the most vital part of the company’s asset as they have immense power to make or break company’s reputation and in turn can adversely affect the annual profit of the company. It is the employees who are responsible for the great bulk of necessary work. Without proper training employees, who are new or are existing fail to gain adequate information to develop their necessary skills towards successful accomplishments to the task in their maximum potential. Research carried by Elnaga and Imran (2013) showed that employees who take part in proper training tend to retain a constant jobs for longer time than the untrained employee.
The following literature review is based on the effect of employee training and development on employee performance. Here employee performance is taken as dependent variable and employee training and development is considered as independent variable. The following literature review is be structures on the themes based on the different parameters of the independent variables of the study. Here the employee performance will be explained in terms of the nature of training, time of training, delivery style of training and design of training. The review of literature will thus aim to analyse the nature of the training and its variable impact on the employee performance and subsequent organization goals.
Relationship between training and Development
Training is defined as a process of imparting defined skills to do particular activity. Development deals with the process of normal enhancement and career growth of the individual skills along with abilities via unconscious and conscious learning (Asfaw, Argaw & Bayissa, 2015). Training both socially, physically, intellectually and mentally is regarded as an important factor that facilitates not only in the domain of increase of productivity, but also helps in the development of performance in any organisation body (Ackah & Agboyi, 2014). Therefore proper training can be put in contact that is relevant to the operating public sector bodies. On the other hand, development and subsequent gain in knowledge is the capability or the skill of understanding and executing information that is crucial for every employee in order to function properly and perform effectively in an organisation (Ackah & Agboyi, 2014). According to (Elnaga & Imran (2013), training means bridging the gap between the present performance of the employee and desired standard performance of the employee.
Employee Training and Organisational Goals
Human resource is one the principal backbone of every corporate sector. It is also regarded as the main resource of the organisation as the performance of the human resource increases the overall performance of the organisation. Thisis main reason why the organizations invest a large amount of money against human resource capital (Asfaw, Argaw & Bayissa, 2015). At present training is not limited towards development of proper individual skills, training can also be used to uplift the team performance. Sometimes training are provided to individuals to sharpen their skills that are crucial to work as a team (Salas, Tannenbaum, Kraiger, & Smith-Jentsch, 2012). A meta-analysis published by Salas, Tannenbaum, Kraiger, and Smith-Jentsch (2012) showed that on average team training is found to gain 20% variance in team performance and this is the basic framework of well-functioning team. A well-functioning team is all what an organisation needs to strengthen its foothold in the competitive market and thus helping them to achieve the organisational goals.
Design of the Training and Employee Performance
The design of the training plays an important role in performance of the employee thereby modulating the performance of the organisation. Hence it is required for the organisation to plan training very carefully. The plan of the training must be in accordance with the requirement of the employee as well as the requirement of the organisation. Those organisations which frame the training module keeping in mid the requirement of the employee along with the organisational gaols and found to achieved promising results in the field of productivity (Khan, Khan & Khan, 2011). Design of the training must be done in such a way that it encompass the following stages namely planning, monitoring, developing, simultaneous rating and then rewarding. In planning stages, goals are set, along with the developing strategies, outlines of the tasks and the schedules that will be successful in accomplishing the goals. The monitoring stage deals with scrutinizing each and every goal that has been set against each member of the training team and hat goal is being achieved (Elnaga & Imran, 2013). Here monitoring means giving continuous feedback on the performance to the employees and work groups on their progress towards subsequent goals. This going monitoring done during the in-job training provides opportunity to check how well the employees are performing and meeting their targets. During the developing stage, an employee is expected to improve on his or her performance based on their given feedback. Thus it can be said that planning and monitoring are two of the most important part of the on-job training program that gives the trainee employee an ample amount of scope to improve on their performance under the guidance of the senior colleagues (Elnaga & Imran, 2013).
On Job Training and Staff Performance
Training is regarded as a systematic development of knowledge and skills along with other corporate attitudes that help the employees to perform adequately on any assigned task (Ackah & Agboyi, 2014). Training could be procured via different methods like coaching, mentoring, peers’ participation and cooperation by the subordinates (Elnaga & Imran, 2013). However, according to Khan et al. (2011), on job training is one of the most effective form of training module that has been found to promote the performance of the employee. On job training assist the employees to expand their knowledge in the domain of job in an organised way. People learn better from the practical experience in comparison to that of the bookish knowledge and on-job training enable the employee to get a firsthand knowledge about the job and is also regarded to be cost effective and is found of save a whole lot of time and thereby preventing less wastage of resource (Khan, Khan & Khan, 2011). Lin and Hsu (2017) further proposed that on job training promotes the concept of team work thereby increasing the active participation among the employees to work as a team and thereby increasing the job performance. Elnaga and Imran (2013) stated that there is a direct connection between on-job training program and employee productivity. However, in order to make it happen it is the onus of the managers of the organisation to spot the factors that interrupts the effectiveness of the on-job training program. It is also the duty of the managers only to neutralize the impact of these factors on employee commitment and quality of training. Elnaga and Imran (2013) concluded that high-degree of employee commitment is gained if the on-job training is successful in achieving the required learning outcome and thereby improving the performance of both the employee or the individual and the organisation. These findings are again consistent with the results propose by Dhar (2015), in his research work. Another important factor of On-job training is, it is a form of mandatory training. According to the reports published by Elnaga and Imran (2013), showed that mandatory training is viewed more seriously and positively in comparison to that of the optional training and thereby changing the overall attitudes of the employee towards the training program. Establishing proper attendance policies while identifying the equilibrium between mandatory mode and optional form of training can be tricky (Salas, Tannenbaum, Kraiger Smith-and Jentsch, 2012).
Delivery Style of Training and Employee Performance
Delivery is an important part of training and development. Employees are found to remains extremely conscious about the style of delivery of training. If employees found that someone is not giving the training in an optimistic and impressive way, employees instantly loose attention in that training and thus the entire purpose of training becomes futile this leads to loss of human resource, time and money (Khan, Khan & Khan, 2011). However, the performance of the employee is also affected by several associated environmental factors. These factors are organizational structure, corporate culture, job design, politics, power and performance appraisal systems existing in the company. If these above mentioned problems pertain in the organization, the performance of employee is bound to decreases. This decrease is performance is not attributed due to the lack of skills, authentic knowledge and attitude, but will be because of the above mentioned hurdles. In order to make the entire training process much more effective while ensuring positive impact of training on performance of employees, these environmental factors should be taken into serious consideration while designing the training programs (Elnaga & Imran, 2013). According to Fu and Deshpande (2014), workers feel more dedicated towards the organisation, when they realize that the organization owes certain commitments them and thus provide higher performance. So the training process which gives an employee clear perceptive of a company stand point in regards to performance appraisal, organisational culture and job design of the employee is found to cast more significant impact on employees performance and this again goes with the findings of Daley (2012). Training also helps in reducing the chances of skill decay and thus the training program must be scheduled in such a time the trainees are capable of applying what they have learnt. This help in reducing the chances of skill decay (Salas, Tannenbaum, Kraiger & Smith-Jentsch, 2012).
Trained Employee Vs Untrained Employee
It is difficult for an employee to perform well in the absence of proper pre-training. The same concept has been proposed by Elnaga and Imran (2013) that trained employee performs well in comparison to the untrained employee. According to Lee, Lee and Kang (2012), in the grounds of customer development and satisfaction, it has been found that the trained employees are able to respond promptly to the customer queries, thus promoting towards customer retention and attraction of a new group of customer. Research suggests that the trained employees score high in the ground of self-efficacy. The self-efficacy acquired before or after the training generates motivation to learn more and to deliver more. Thus the trained employees are more motivated in comparison to that of the untrained employees and this help to cast a huge impact on the organisational goals. Trained employees have also found to be more gaols oriented in comparison to that of the untrained employees. Goal orientation can be defined as a mental framework that one employs to translate and then shape how to react in a particular learning oriented environment. There are two different forms of gaols orientation that is being achieved from the training and development programs. Two forms of goal orientations are mastery orientation popularly known as known as learning orientation and performance orientation. Trainees who have strong sense of learning orientation tend of seek to gain new skills and try to master any novel situation. Employees with high sense of learning orientation tend to exert more efforts in learning and engage in intense metacognitive strategies while staying on the task after receiving feedback (Salas, Tannenbaum, Kraiger & Smith-Jentsch, 2012). Trainees with a firm sense of performance orientation tend to gain higher scores while avoiding involvement in situations in which they might fail. Training among the employees help in the generation of this specific trait among the trainees and this help in identification of the nature of the trainees and thereby helping them to channelize in particular field of job (Salas, Tannenbaum, Kraiger & Smith-Jentsch, 2012). Moreover, the research carried by Elnaga and Imran (2013), showed an organization who give periodic training to their employees are successful in achieving low rate of employee turn-over. This can alternatively be stated that trained employee ten to stick to their jobs for a longer period of time and thereby gaining experience in the respective job sector. This experience in turn helps to keep the employee motivated and thereby helping them to increase their overall job-performance.
Importance of training and development on Job Performance
According to Ackah and Agboyi (2014), training and development is successful in casting a huge impact on the human resource development and thereby helping the company in gaining competitive advantage in the contemporary market. The studies of Elnaga and Imran, (2013) showed that the development of the human resource via the means of training and development comes in the form of sharpening of the employees thinking ability and thereby helping them to make critical decision in a more productive manner. Training also generates a sense of self-efficacy and this result in increased performance on job via replacing the old and existing practices via effective work associated practices (Elnaga & Imran, 2013). According to Wood, Van Veldhoven, Croon and de Menezes (2012), employees who are more satisfied with their job and are motivated towards their key responsibility ideas score high on the card of job performance. This concept of employee motivation and its effect on the job-performance is discussed under the light of employee training by Elnaga and Imran, (2013). According to them, employees can only feel motivated when they are well aware about their job opportunities and this awareness in regards to job opportunity comes in the form of training and developmental programs. The findings go in sync with the results stated by Cascio, (2018). It states that training is not only important to increase the productivity of the employees along with the job performance but is also helpful in motivating the employees of the organization. Proper training enlightens the employees about their perfect job role. It helps them to grow interest in their work while helping them to attain the proficiency. This in turn helps in gaining confidence and thereby helping them to stay motivated during their working hours and delivering their best (Cascio, 2018). This concept of training and development and its impact on motivation and job performance can further be discussed under the light of the metacognitive theory that is social identity. The main idea of social identity is to explain how people define themselves within the concept of intergroup and how this system of social categorizations help in the formation of concrete definition of individual’s own place within the society. Social identity is defined by Herman and Chiu (2014) as an individual’s confidence that he or she belongs to certain social group along with some personal value. This sense of emotional value and sense of togetherness generate when employees are given training in a group. While in a group training especially in case of on-job training, all the employee start from the same level and hence there is no scope of superiority complex. The employee learn together, in group, this create an emotional bonding and a sense of attachment along with the generation of sense of individual position within the group and this in turn help them to generate a sense of social identity. This sense of social identity sense a sense of responsibility and this in turn refine the job performance (Herman & Chiu, 2014).
Conclusion
Thus from the above discussion it can be concluded that training and development though two different pillars in reshaping the skills of the employees, share an inherent relationship in modifying the performance of the employees. Staff training and development happening during the work time can make a promising contribution to the entire effectiveness and profitability of a company. One of the major importance of training and development is it helps in the successfulfulfilment of the organisational gaols via redirecting the employee into the right process and towards the right directed while keeping them motivated. However, the nature of te outcome of the training on the employee motivation and their performance depends on the design of the time, time when the training is given and the delivery style of the training. Compulsory training, given in the form of the On job training procedure has been found to gain best possible results. Moreover, if the nature of the trainer is optimistic then it is found to have a positive impact on the trainees. This positive impact can be clearly be discriminated among the trained and the untrained employees and this employees deliver their best in order to achieve their goals.
However, further research are required to be undertaken in order to understand what training and learning needs that be must be employed or encouraged during the curse of employment in order to further smoothen the field towards the successful achievement of the organisational gaols. Moreover, the mangers and the policy makers must do research in order to ascertain if the training methods are scientifically sound and how he procurement guidelines or associated specifications and promote the use of the research-based instructional design principles. Organisations must also undertake active initiatives in order frame strategies like who the trainees should be prepared before the start of the actual training procedure and what needs to done to provide trainees with required skills to acquire additional skills and knowledge once they are employed
Introduction
Research methodology is the manner in which a researcher designs his or her research work via following all the required steps. It deals with the various methods which the researcher has approached in order to conduct the study in an organised way. An appropriate selection of the research methodology will help the researcher to elucidate his research findings in a suitable manner.
Research Methods
Methodology
For conducting this particular study, researcher will use various tools that will eventually help him to deduct his findings in a structured manner. In this study, the researcher will choose interpretivisim as the research philosophy. The reason for selecting interpretivisim philosophy above positivism philosophy is interpretivism philosophy believes that individuals are not just puppets who only react to the external social forces (Potrac, Jones & Nelson, 2014). According to interpretivism theory, each individual have a definitive view point based on his preferences and the surrounding circumstances (Goldkuhl, 2012; Potrac, Jones & Nelson, 2014). The selection of the interpretivism philosophy will help the researcher to analyse the view point of the manager in the perspective of training and development and its effects on employee performance (Potrac, Jones & Nelson, 2014). For the research approach, the researcher will selectinductive method. The reason for selection of inductive approach is, it is generally associated qualitative research (Jebreen, 2012). Moreover, inductive approach aim explore previously researched phenomenon from the new perspective. This will help the researcher to compare the dependent and independent variables of the study in a whole new perspective (Kemparaj & Chavan, 2013). For the research design, the researcher will choose descriptive or analytical style research design. The descriptive style research design will enable the researcher to follow a scientific method which deals with observation and describing the behaviour of the subject without influencing it. Here the subject will be the manager who will selected for the interview. Uninfluenced answers will help the researcher to carry out the research in an unbiased form (Maxwell, 2012). For the research strategy, the researcher will selected interview procedure. Interview style research strategy will help the researcher to carry out the research in a qualitative manner (Maxwell, 2012).
Researcher will collect both primary and in secondary data and this will help the researcher to gather the necessary information that is required to carry out the research.
Population, Sampling technique, Population sample
Sampling means the selection of a particular group or sample population in order to represent the entire population. This process of sampling is divided into two categories namely probability sampling and non-probability sample. In probability sample, each member of the chosen target group has fixed or known opportunity to belong to the sample. While in the second case, there are no specific chances or probability of an individual to be a part of the sample (Palinkas, Horwitz, Green, Wisdom, Duan & Hoagwood, 2015). In this research, the researcher will select non- probability sampling as the researcher will be not aware about which individual from the population will be selected as the sample or included inside the focus group (Ritchie, Lewis & Elam, 2013). It is a form of non-random sampling where the sampling where sampling in done arbitrarily. Moreover, the opportunity of the selection criteria is fixed or known and the research is conclusive (Ritchie, Lewis & Elam, 2013). Non probability sampling will be helpful for the research because the researcher will select only one manager for the focused interview. In this process the researcher will selected convenience sampling in order to select the manager will be included inside the target focus group for conducting the interview. The importance of convenience-nonprobability sampling is, it will enable the researcher to select the manager for the interview on the basis of his convenience (Ritchie, Lewis & Elam, 2013).
Data Collection
Both the primary and secondary data have been collected for this research. The primary data are the data that is inherited by the researcher via taking various interviews and surveys. This information is considered to be authentic and provides a good approach towards the overall research study. The secondary data are the data which is already available in any printed or published form. This include the previously existing data of any previously conducted study or surveys that has been undertaken by other group of researcher.
For secondary data, the researcher has used theories and the facts available from numerous resources such as research articles published in authentic journals or published by universities and the theories stated in books. As already mentioned, for primary data, the researcher will conduct non-probability sampling for the selection of one manager of a company upon which the interview will be conducted.
Analysis
To analyse the qualitative data, transcript from the manager’s speech will be prepared and then it will be eventually analysed. A thematic analysis will be conducted while taking the interview of the managers. Moreover, the interview questionnaire will be sent a day before the conduction of the survey and both hand written and typed transcript will be used for data analysis.
Ethical considerations
The entire research will be conducted under the strict ethical guidance and no such actions will be undertaken by the research which has the potential to harm the legal proceeding of conducting the overall research(Bryman & Bell, 2015). At the time of conducting the interview with the manager, it will be kept in mind that the manager do not becomes victim of forced participation (Bryman & Bell, 2015). Moreover, it will be always be preferred that the candidate of the interview will be free to withdraw himself or herself at any point of time during the interview, according to his or her convenience (Bryman & Bell, 2015). Apart from these, the researcher will keep in mind that the interview data will be solely used to academic purpose and not for any promotional acts or for other research. Before the initiation of the interview, the participant will be made of signed a consent form stating that the interview will be confidential and will not disclose his personal identity against his consent. The consent form will also contain detailed information about the purpose of the interview and will claim that the interview will be devoid of any form of personal questions (Bryman & Bell, 2015). The interview questionnaires was designed in such a manner that is devoid of any personal questions or the questions that may harm the cultural, ethical and the social dignity of the respondent. This again goes with the ethical consideration of the research as it states that the rights and the dignity of the participants of the research should never be harmed and they must be totally aware of the reason of the interview and the subject matter of the interview questions (Ritchie, Lewis, Nicholls & Ormston, 2013).
Limitations
The researcher has to face certain limitations in spite to adopting various research approaches. It is the research that will be conducted among only one manger. Selection of extremely small focus group will give risk to development of the conditional bias. Moreover, since a single manager from a particular company is selected for the conduction of the research, the answers that will be recorder will be a definite perspective of a particular company and not giving a global overview (Ritchie, Lewis, Nicholls & Ormston, 2013). Moreover, there will also be a severe chance that the manager would provide a biased response because he or she might be directly related with the administration of the company and thus will only give the response in favour of the company and will lack the perspective of the employees who under goes training. Moreover, due to the lack of time, the researcher also failed to analyse more articles for the enrichment of the secondary data and thus the richness of the study lacked in certain grounds due to the time constrains (Ritchie, Lewis, Nicholls & Ormston, 2013).
Moreover, the researcher also faced sudden restriction in accessing the certain articles as these were the paid journals. Had the research has the access to all these journals them the secondary thematic analysis will be more enriched with data.
Interview Questionnaire
Time Plan for the Research
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Selection of the topic |
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Search of the literary articles |
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Formation of the themes |
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Doing the literature review |
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Conducting the interview |
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Data Analysis |
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Conclusion |
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References
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