Professional Documents
Culture Documents
Date: 15/NOV/2015
achieved. Foot and Hook (1996) explained when training is not evaluated, the investment and
its effects cannot be tested and resources can be wasted in inadequate activities. Organization
can develop and increase the quality of the employees by ensuring the relevant training. Any
training program which is not relevant that should not be undertaken. Training should be design
to solve the problem and fill the gaps of employees. Effective training program increase the
productivity of employees. The terminology Productive means fruitful, lucrative and profitable.
Scientifically productivity can be defined as the relationship between input and output.
Employee productivity is the log of the net sales over total employees- an economic measure of
output per unit of input. Over the time training has been an important variable to increase the
organizational productivity. Colombo and Stanca (2008) and Konings and Vanormeligen (2009)
explained in their research that training is one of the fundamentals and effectual instrument in
successful accomplishment of the firms goals and objectives, resulting in higher productivity.
Holton (2000), training should be design and deliver in such a way that provides trainees that
ability to transfer the learning back to the job. Job characteristics and firm background play a
key role in determining training provision. Effective training programs are systematic and
continuous. Singh and Mahanty (2012) discussed that new employees learn through trial and
error, self-assessment and introspection and by asking questions and experienced employees
learn from on the job experience. Deming (1982), on the job training helps employees to get the
knowledge of their job in a better way. Generally on the job training reduces cost and saves
time. To determine the training provision, job characteristics and firm background play a
significant role. Sultana, Irum, Ahmed and Mehmood (2012) explained in their research that
employees those who take off the job training are less likely to take on the job training, and
those who received on the job training were neither more or less likely to have received off the
job training. However a complimentary relationship was found between receiving informal
training and receiving off the job or on the job training. Sultana, Irum, Ahmed and Mehmood
(2012) further discussed, in between training and employee performance there is a positive
relationship. Benedicta and Appiah (2010) in their paper gave consent that training generates
benefits for the employees as well as the organization by positively influencing employee
performance through the development of employee knowledge, skills ability, competencies and
behavior. There is a significance difference between the organization that train their employees
and those organizations that do not. Evans and Lindsay (1999) explained that organization that
is dedicated to generating profits for its owners and providing quality service for its customers
and beneficiaries usually invest in the training of its employees. Sole and Mirabel (1997)
discussed that training programs success depends on the current implementation of all steps of
the process: previous analysis of training needs, development and implementation of an
adequate training plan and evaluation. in conclusion the writer can say with Huselid (1995) and
Ichniowskiet al., (1997) that training with the other activities of the organization positively affects
results and training is with the productivity increase and it decrease the turnover of effective
employees. Carlos A. Primo Braga (1995) suggested that every organization should train their
employees according to their need of time so that they could successfully compete with their
competitors
The need to prepare for an answer to the future changes in organization or the job duties .
The outcome of the need assessment allows the training manager to establish the training
objectives by mainly answering two key questions: who, if anybody, requires training and what
training is required. Sometimes training alone is not the answer .Some performance gaps can
be abridged or removed through other management solutions for example communicating
expectations,
arranging consequences, providing a helpful work atmosphere checking job fit and removing
obstacles. So once the need assessment is concluded, training objectives are clearly identified.
Doing a need assessment is very important. Secondly, if a training need is identified then you
are in a better position to negotiate with the management as they usually are concerned with the
budget and costs related to training . So providing them with the information regarding the need
assessment may earn you management support. Thirdly and most importantly is that you are
able to analyses the effectiveness of the training program on the employees performance prior
to its execution. This would help in determining the areas where the results could visibly be
seen after the training session is conducted . Then one aspect of this is also, that
effective training need provides basis for the cost benefit analysis done for the training program
being conducted. So that training is taken as in investment rather than a cost, but our research
mainly focuses on the relationship between the training need analyses based
trainings and the employee performance. It doesnt matters whether its a profit or non-profit
organization, training need analysis is critical for effective and efficient training. The main
advantage of doing TNA is its clear linkage with organizational goals and strategies However,
TNA has its impact on different areas but most importantly it is related to the employee
performance. It directly improves and enhances the Performance is highly correlated with the
motivation of the person. Motivation can be increased through the value attributed to the work
and level of its performance. The greater the value an individual attributes to their work, the
higher the performance, and the greater will be the motivation of the individual. The opposite of
this is also true. In such situations, a training need analysis can help detect the causes of lower
performance or bring into consideration the undeveloped skills. Efficient training can quickly
raise the level of self-confidence .
There are many motivational theories but the challenge is to construct a connection between
meaningful work and performance. To motivate employees, managers need to give them
clear guidance about goals and rewards, admire creativity and make them notable, open doors
for employee future but never underestimate or reject poor performance. Moreover managers
need to understand the real motivating factor for an individual as it may be monetary or
non-monetary
Employee Performance
The employees having adequate knowledge in terms of job specific qualifications would be able
to solve on the job problems more effectively and may finally develop expertise in their area
Secondly, in order to equip them with performing the tasks in limited time, improved skills may
be required. Finally, once they are qualified and have the appropriate skills, it would motivate
them to develop a positive attitude towards learning and training.
Effectiveness of TNA for Employee Performance
Why TNA is closely associated with employee performance? It is because employees are said
to be the most valuable asset of an organization They are the ones that do not have any
depreciable value like other assets . And it is through them that the organization can achieve
their objective which is why the employees have to be competitive and qualified enough to have
an edge over the other organizations, or in other words well trained and well learned employees
are a prerequisite for an organizations competitive advantage. So Inadequate needs
assessment can result in unsuitable and ineffectual interventions, which could either have
no impact or have a venomous impact on the actual performance problem
Taking in view the employees performance, there are basically two possible causes to poor
performance, one is the contextual factors of an organization like inadequacy of equipment or
poor reward systems, and secondly it is the lack of skills, knowledge and attitude of the
employees that hinders effective performance And it is these employees who are sent for the
training and this rule is in line with the definition of the training itself, which is a systematic
procedure of providing an occasion to learn KSAs for current and future jobs
Hence training employees whose performance problems are not caused by lack of KSA is a big
mistake . As this puts a negative impact on employees performance and make the training a
cost for the organization rather than an investment, not only this, if doing TNA is the initial stage
of the training process then assessing employee performance is the final stage of this cycle
which also helps in evaluating our training. The cycle represents a clear relationship
between doing TNA and employee performance.
Q6. Write down the research methodology you will opt for research problem.
1. Research design:
5. Sample size:
Sample of 40 employees of engineering department of DSM Sinochem pharmaceuticals
TOANSA, Ropar. Participants are permanent employees, With regard to demographics,
the ages of the respondents are from 22 to 46 and all participants are male
Questions
Do you think you are asked for the Training which are
required to enchase your performance.
10
Strongly
Agree
Agree
Neither
Agree or
Disagree