TRAINING IMPACT ON EMPLOYEE

Training Impact on Employee Performance? Merit Pay Increases and Job Promotions



Chapter 1: Introduction

Outline

This research focuses on the various aspects of Training Impact on Employee Performance and comprises of the following chapters:

(1)Introduction

(2)Literature Review

(3)Proposed Methodology

Rationale

This study highlights many issues related to Training Impact on Employee Performance and gives a broad analysis of Employee Increases and Job Promotions. Training is defined in this study “as the planned intervention that is designed to enhance the determinants of individual job performance” (Chiaburu and Tekleab? 2005? p. 29). Training is related to the skills deemed necessary by the management of an organization that must be acquired by the members of that organization? in order to improve the probability of achievement of its goals. Training offered to employees? may help them reduce their anxiety or frustration? brought on by work demands? that they are not familiar with? and they are lacking the skills to handle effectively (Chen et al.? 2004). Employees feeling less than competent to do a task? are more likely to leave the field (Chen et al.? 2004)? or if they choose to stay? their productivity would be suboptimal (Kanelopoulos and Akrivos? 2006). The larger the gap between the skills required and those possessed by the employees? the greater the lack of job satisfaction of the employees and the turnover intentions. Although there has been no direct link in the literature between training and job satisfaction? Rowden (2002) and Rowden and Conine (2005)? propose that training may be used as a tool to increase job satisfaction. Rowden and Conine (2005)? argues that trained employees will better satisfy the needs of their customers. Tsai et al. (2007)? found that employees committed to learning showed a higher level of job satisfaction with a positive effect on their performance. Job satisfaction has been defined as “pleasurable or positive emotional state resulting from an appraisal of one's job or job experiences” (Locke? 1976? p. 1300). Following Rowden's thinking it would be safe to assume that? employees that perceive their training beneficial will be more satisfied than those who get no training or training of no value.

Training and organizational performance

Up to this point? it is evident that there is a strong linkage between HRM practices and organizational performance. To isolate and test the impact of a sole human resource practice and its implications on organizational performance is not an easy task to deal with? since there is little evidence in the field (Purcell et al.? 2003). In line with Guest (1997) who recognized that training and development? as a unique practice? affects the quality of the HR outcome of skills and ability? but behavioural and attitudinal change and thus higher performance will be achieved by the contribution of the implementation of other practices as well. The empirical relationship between training as a sole human resource practice and organizational performance? however intuitively compelling? is still considered weak since a relatively small number of surveys have been conducted to test it.

However? in theory? according to Harrison (2000)? learning (triggered ...