IMPACT OF TRAINING AND DEVELOPMENT ON THE EMPLOYEE PERFORMANCE.

A Relationship between Employee Performance and Training: Establishing the Foundations for Organizational Excellence

 

The majority of previous research and data’s shows an important positive relationship between organizational success and HRM practices. (Purcell et al, 2003) One of the most important human resource management practices, training and development programs have a favorable impact on workers' knowledge, skills, and capabilities, which leads to improved job performance, according to Guest (1997) High organizational performance is ultimately influenced by this relationship between organizations. According to the study by Farooq. M. & Aslam. M. K (2011) show a favorable connection (r=.233) between employee performance and training. Therefore, we may infer from this conclusion that a company cannot achieve greater returns without making the greatest use of its people resources; this can only occur when the company can promptly address the job-related demands of its employees.   Employee needs can only be identified via training, which also helps them develop the necessary level of competence to operate successfully and meet corporate objectives.

According to Harrison (2000), learning via training is a major component in achieving corporate objectives and improves organizational success by increasing employee performance. However, one efficient method of raising employee performance is to use training programs to address performance issues like closing the performance gap between standards and actual performance (Swart et al., 2005).

    

In order to improve employee performance and develop certain skills and talents, Swart et al. (2005) define bridging the performance gap as putting in place a pertinent training intervention. Furthermore, explain the idea by saying that training helps organizations identify when their employees are not performing up to par and subsequently molds their knowledge, abilities, and attitudes to meet the demands of the company. Employees' poor performance may be caused by a number of factors, such as a lack of motivation to use their skills, a lack of confidence in their talents, or a conflict between work and personal life. The company must take into account all of the aforementioned factors when choosing the best training intervention to assist the business resolve all issues and raise employee enthusiasm to participate and fulfill company goals by demonstrating desired performance. Swart et al. (2005) state that the only reason for this employee's improved performance is a high-quality training program that inspires them and meets their requirements.

 

Effective training programs change staff skills, state (Wright and Geroy, 2001). It contributes to better organizational performance by improving employees' knowledge, abilities, and attitudes needed for future employment in addition to their overall success in carrying out their existing jobs. Employee skills are built via training, allowing them to carry out work-related tasks effectively and competitively accomplish company goals.

 

However, there are other environmental elements that can affect employee performance, including group dynamics, corporate culture, organizational structure, job design, performance rating methods, and power and politics inside the company. The company has the aforementioned issues, and employee performance suffers as a result of these obstacles rather than a lack of pertinent information, abilities, or attitude. These components should be taken into account in order to guarantee that training is successful and has a good impact on employee performance (Wright and Geroy, 2001). Furthermore, Eisenberger et al. (1986) stated that when employees perceive organizational commitment to them, they become more dedicated to the company and display better performance.

 

Effective training programs are positively correlated with employee productivity, according to Bartel (1994). To make this possible, managers must identify the factors that hinder training program effectiveness and take the appropriate action to counteract their impact on employee performance (Swart et al., 2005). Additionally, Ahmad and Bakar (2003) came to the conclusion that training that enhances performance at the individual and organizational levels and achieves learning goals results in a high level of employee commitment. These results also align with those of Kim's (2006) research.

 

In general, it might be argued that there hasn't been much focus on how training programs affect employee outcomes like motivation, job satisfaction, and organizational commitment. Rarely has research been conducted to determine whether companies may influence employees' attitudes through appropriate training initiatives. Lang (1992) asserts that training need to be designed to foster corporate commitment. On the other side, Gaertner and Nollen (1989) suggested that some HR procedures, such as career development, training opportunities, and succession planning and promotions, are responsible for employees' dedication. Higher employee performance is the outcome of all these activities.   To find the reasons behind successful employee performance, Meyer and Smith (2000) also look into the relationship between organizational commitment and HRM methods.

 

Although the aforementioned literature offers proof of the advantages of training and its favorable impact on worker performance, Cheramie et al. (2007) contended that management is generally hesitant to invest in its human resources for a variety of reasons. Even when employees receive timely and effective training, they may be motivated to cash it for their own market value and employment opportunities, or they may be willing to change jobs based solely on higher pay. As a result, employees' training expenditures end up costing the company money rather than making it profitable.

 

As mentioned by Arnoff (1971), training sessions accelerate the initiative ability and creativity of the workforce and facilitate to avoid human resource obsolescence that may occur because of demographic factors such as age, attitude or the inability to cope with the technological changes. Obisi (2001), reported that training is a systematic process of enhancing the knowledge, skills and attitude, hence leads to satisfactory performance by the employees at job. He further mentioned that the need and objectives of the training program should be identified before offering it to the employees.

 

Scott, Clothier and Spriegel (1977) argued that training is the crux of better organizational management, as it makes employees more efficient and effective. They further elaborated that training practice is have a strong bond with all other human resource practices as (Mamoria, 1995), it enables employees to develop themselves within the firm and raise their market value in the market. Moreover, training supports to shape employees' job related behavior and facilitate them to participate for the success of the organization and ultimately firm gets higher return due to superior performance of its employees. Mamoria (1995), further mentioned that a well-trained worker is able to make a best use of organizational resources along with minimum level of wastages. As stated by Ohabunwa (1999), when employees are well trained organization can delegate responsibility and authority to them with full confidence of ensuring organizational success.  

 

Employee performance may be related to several factors within the organization like the overall job satisfaction, knowledge, and management. Ngirwa (2009) indicated the specific factors that can address problems related to performance in the organization are as follows:

 

Knowledge

 

Training programs increase an employee's job knowledge. An increase in job knowledge means that the employee will feel more comfortable doing his job and will perform at a high level.

 

Innovation

 

Training employees about the organization, where each employee fits in the organization and how the organization fits into its overall industry creates innovation. In other words, employees who have a knowledge framework, delivered through training, are creative in solving problems, both in the short and long term.

 

Satisfaction

 

Job satisfaction can come from feeling comfortable within the organization, job proficiency and even from the knowledge that an employee can work hard and get promoted. Training programs can contribute to all of these factors and lead to more satisfied employees who perform at exceptional levels.

 

Career Orientation

 

When training programs are offered as a means to progress in one's career, they also have an effect on how an employee performs. Employees who know they have a future with the organization are more likely to be high performers.

 

This study will focus more on performance variables of employees‟ job knowledge and career orientation.

 

 

CONCLUSION

In conclusion, there's a multidimensional and significant relationship between employee performance and training. The literature review unequivocally shows that successful training programs improve workers' attitudes, abilities, and knowledge, all of which lead to increased output, effectiveness, and job satisfaction. By providing employees with the skills and self-assurance they need to accomplish company goals, training serves as a link between current performance levels and organizational expectations.

Training significantly boosts employees' creativity, dedication, and career orientation, ultimately improving overall organizational competence and individual performance. To achieve effective training outcomes, organizations must focus on motivating factors, coordinate training with performance needs, and foster a culture of lifelong learning. Training should be regarded as a strategic investment in human capital rather than merely an expense. Prioritizing staff development can lead to sustainable growth, improved performance, and a competitive advantage for organizations.

  

REFERENCE

 

Ahmad, K.Z. and Bakar, R.A. (2003). The association between training and organizational commitment among white-collar workers in Malaysia. International Journal of Training and Development, 7(3), pp.166–185.

BARTEL, A.P. (1994). Productivity Gains from the Implementation of Employee Training Programs. Industrial Relations, 33(4), pp.411–425.

Farooq, M. and Khan, D.M.A. (2011). Impact of Training and Feedback on Employee Performance. Far East Journal of Psychology and Business, [online] 5 No 1 Paper 2 October(2), pp.23–33.

Guest, D. (1997). Human Resource Management and Performance A Review and Research Agenda. The International Journal of Human Resource Management, 8, 263-276. - References - Scientific Research Publishing.

HARRISON, E. (2000). Books Reviewed. Sociology, 34(2), pp.351–352.

Kim, S. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8), pp.722–740.

Richards, J. C., Platt, J., & Platt, H. (1992). Longman Dictionary of Language Teaching and Applied Linguistics (2nd ed.). London Longman. - References - Scientific Research Publishing.

Swart, J. (2005). Human resource development Strategy and tactics. Oxford Elsevier/Butterworth-Heinemann. - References - Scientific Research Publishing.

Wright, P.C. and Geroy, G.D. (2001). Changing the mindset: the training myth and the need for world-class performance. The International Journal of Human Resource Management, 12(4), pp.586–600.