IMPACT OF TRAINING ON EMPLOYEE SATISFACTION

Impact of Training on Employee Satisfaction



Impact of Training on Employee Satisfaction

Introduction

Job satisfaction is simply defined as the affective orientation that an employee has towards his or her work (Price, 2001). In other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories developed to uderstand its nature in literature. Vroom (1964), need/value fulfilment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs. On the other hand, Porter and Lawler (1968) collect the influences on job satisfaction in two groups of internal and external satisfactory factors.

According to them, internal satisfactory factors are related the work itself (such as feeling of independence, feeling of achievement, feeling of victory, self- esteem, feeling of control and other similar feeling obtained from work), whereas external satisfactory factors are not directly related to work itself (such as good relationships with colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can be also divided into work-related and employee-related factors (Glisson and Durick, 1988).

Training

Training is the systematic process by which employees learn the knowledge, skills, and/or attitudes (KSAs) necessary to do their jobs. Because training is systematic, it is distinct from other ways in which employees acquire new KSAs, such as through experience or serendipitous learning. Training is different than employee development. Training addresses KSAs in one's current job, whereas developmental efforts enable employees to target KSAs that may be useful in some future job. This distinction, though, is sometimes fuzzy. A training course on basic supervisory skills may be both a training experience for new supervisors and a developmental experience for entry-level employees seeking promotion.

Providing opportunities to learn new technologies, methods and accomplish new achievements are significant in capturing prolonged interest from high potential staff. Giving people the opportunity to gain exposure and implement new programs while building self-esteem and credibility is valuable for both the company and the employee. Opportunity and recognition of accomplishments can prove to be a much more lucrative incentive than any financial considerations a company may offer.

Today organizational operations cover broad areas and require continuous training for effective job performance, evolutions in product areas, and corporate growth.

In order to have effective training programs organizations can utilize a systems approach. Key areas of this approach include needs assessment, program design, and evaluation. Needs assessment begins with organizational analysis. Managers must establish a context for training by deciding where training is needed, how it connects with strategic goals, and how organizational resources can best be used. In designing a training program, managers must utilize principles of learning in order to create an ...