| Title : | Impact of training and development on employee performance in Nepalese commercial banks | | Material Type: | printed text | | Authors: | Sanjeev Thapa, Author | | Publication Date: | 2017 | | Pagination: | 125p. | | Size: | GRP/Thesis | | Accompanying material: | 9/B | | Languages : | English | | Descriptors: | training and development on employee
| | Class number: | 650 | | Abstract: | Training and development is an instrument that aid human capital in exploring their dexterity. Therefore, training and development is vital to the productivity of organization’s workforce (Muhammad & Fard, 2013). Employees training and development has become one of the major issues at present because it helps an organization in number of ways. Training and development is like a root toward a success and better result. Therefore, training and development holds significant importance in any organization despite of its size (Ahmad et al., 2014).Employee’s performance is a function of training and development. It is established that training provides necessary knowledge, skills, and abilities to perform a job properly. Training is described as the grade of trainees who apply the knowledge, skills, behaviors and attitudes they obtained from training program into their work context which may improve their performance (Velada et al., 2007).
The major purpose of this study is to identify the impact of training and development on employee performance in Nepalese commercial banks. The study has the following specific objectives: to ascertain the extent to which training delivery style affects employee productivity, to identify the impact of training faculty on employee performance and job satisfaction, to find out the relationship between employee perceptions of training and development and organizational productivity, to examine the effectiveness of training and development programs for employees in fulfillment of their duties, to examine the relationship of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment on employee performance.
The primary source of data is used to assess the opinion of employees with respect to training and development to analyze the employee performance in Nepalese commercial banks. The survey is based on 151 observations from 14 commercial banks in Nepal. The qestions were asked in the form of Yes/No, and likert scale questions. The likert scale questions of different variables on training and development, employee performance and employee job satisfaction were measured in 5 point scale. The proxies of training and development are on-the-job training, off-the-job training, training faculty, training objecties, and training need assessment. The weighted mean of the each variables were used to examine the relationship of training and development with employee performance. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive analysis, correlation analysis and regression analysis.
The result of this study reveals that there is positive correlation between on-the-job training and off-the-job training with employee performance and employee job satisfaction. This indicates that frequent on-the-job and off-the-job training increases employee performance and employee job satisfaction. Similarly, training faculty, training objectives, and training need assessment are positively correlated to employee performance and employee job satisfaction. This reveals that competent and experience trainers, clear and realistic training objectives, and well-identified training needs enhances employee performance and employee job satisfaction. The beta coefficient of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment are positive when regressed on employee performance. However, only training faculty and training need assessment is significant at 1 percent level of significance. In the same way, beta coefficient of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment are positive when regressed on employee job satisfaction. However, only off-the-job training and training faculty is significant at 5 percent level of significance.
The major conclusion of the study is that training faculty and training need assessment of the commercial banks play a prominent role in determination of employee performance. Similarly, off-the-job training and training faculty is the most important influencing factor of employee job satisfaction.
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Impact of training and development on employee performance in Nepalese commercial banks [printed text] / Sanjeev Thapa, Author . - 2017 . - 125p. ; GRP/Thesis + 9/B. Languages : English | Descriptors: | training and development on employee
| | Class number: | 650 | | Abstract: | Training and development is an instrument that aid human capital in exploring their dexterity. Therefore, training and development is vital to the productivity of organization’s workforce (Muhammad & Fard, 2013). Employees training and development has become one of the major issues at present because it helps an organization in number of ways. Training and development is like a root toward a success and better result. Therefore, training and development holds significant importance in any organization despite of its size (Ahmad et al., 2014).Employee’s performance is a function of training and development. It is established that training provides necessary knowledge, skills, and abilities to perform a job properly. Training is described as the grade of trainees who apply the knowledge, skills, behaviors and attitudes they obtained from training program into their work context which may improve their performance (Velada et al., 2007).
The major purpose of this study is to identify the impact of training and development on employee performance in Nepalese commercial banks. The study has the following specific objectives: to ascertain the extent to which training delivery style affects employee productivity, to identify the impact of training faculty on employee performance and job satisfaction, to find out the relationship between employee perceptions of training and development and organizational productivity, to examine the effectiveness of training and development programs for employees in fulfillment of their duties, to examine the relationship of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment on employee performance.
The primary source of data is used to assess the opinion of employees with respect to training and development to analyze the employee performance in Nepalese commercial banks. The survey is based on 151 observations from 14 commercial banks in Nepal. The qestions were asked in the form of Yes/No, and likert scale questions. The likert scale questions of different variables on training and development, employee performance and employee job satisfaction were measured in 5 point scale. The proxies of training and development are on-the-job training, off-the-job training, training faculty, training objecties, and training need assessment. The weighted mean of the each variables were used to examine the relationship of training and development with employee performance. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive analysis, correlation analysis and regression analysis.
The result of this study reveals that there is positive correlation between on-the-job training and off-the-job training with employee performance and employee job satisfaction. This indicates that frequent on-the-job and off-the-job training increases employee performance and employee job satisfaction. Similarly, training faculty, training objectives, and training need assessment are positively correlated to employee performance and employee job satisfaction. This reveals that competent and experience trainers, clear and realistic training objectives, and well-identified training needs enhances employee performance and employee job satisfaction. The beta coefficient of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment are positive when regressed on employee performance. However, only training faculty and training need assessment is significant at 1 percent level of significance. In the same way, beta coefficient of on-the-job training, off-the-job training, training faculty, training objectives, and training need assessment are positive when regressed on employee job satisfaction. However, only off-the-job training and training faculty is significant at 5 percent level of significance.
The major conclusion of the study is that training faculty and training need assessment of the commercial banks play a prominent role in determination of employee performance. Similarly, off-the-job training and training faculty is the most important influencing factor of employee job satisfaction.
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