SUPERIOR UNIVERSITY LAHORE

THE IMPACT OF TRAINING ON EMPLOYEE PERFORMANCE IN

HIGHER EDUCATION SECTOR OF PAKISTAN
Research Proposal
Submitted by
M.Waqas Akram (BCH 10022)

Submitted to
Sir Shafaat Saif
8/8/2012

The research paper on the topic of The impact of training on employee performance in higher
education sector of Pakistan

The impact of training on employee performance in higher

education sector of Pakistan
Introduction
Higher education is very important for the country growth, because if the generation is
highly qualified the country will automatically rise up. And if we want our new generation to
be more powerful then we should give them education till universities. And for giving them
standard education we should have competitive teachers. So we should give them latest
training for update their knowledge.
Universities exist to enrich and extend human knowledge and understanding. Lack of quality
education means bad impact on economy of Pakistan. So, if the level of education will be
high the economy growth will be more.
If the training will give to teachers their motivation level will be high. And if they are
motivated so they will be satisfied for their jobs. And will be committed to do something for
their organization and country.

Purpose statement
The purpose of this two-phase, sequential mixed methods study will be to explore
participant views with the intent of using this information to develop and test an instrument
with a sample form a population. The first phase will be a qualitative exploration of the
impact of training on employee performance in higher education sector of Pakistan. By
collecting data from teachers of 3 universities of Lahore. Then the theme of this study will
be put in SPSS for analyzing the data

Significance
The study can be significant in many ways.
1.

Firstly, The present study will help the organization to fulfill their need of training.

Furthermore the unique findings of the study may also help to increase organizational
performance, motivate their employees, increase efficiency of work, etc. it will also
strengthen the topic that since majority of the research on the topic. This study will help to

access the needs of training to their employees. Specially for the developing countries like
Pakistan, where the trainings are not given to their employees in many organizations.
2.

No research has been found on the training and employee performance which have

mediating variables like POS Job satisfaction and Motivation Thus identifying those
Training will leads to teachers performance would be a significant benefit for the
management of the organizational and similarities it will enhance the quality of the
organizations.
3.

Exploring mix method which is not used in Pakistan before it.

Literature review
JOB SATISFACTION AND EMPLOYEE PERFORMANCE Satisfaction and Productivity Happy
workers may not necessarily be productive workers. At the individual level, the evidence
suggests the reverse to be more accurate that productivity is likely to lead to satisfaction If
we move from the individuals level to that of the organization, there is renewed support for
the original satisfaction performance relationship(Weiss 2002). When satisfaction and
productivity data are gathered for the organization as a whole, rather than at the individual
level, we find that the organizations with more satisfied employees tend to be more
effective than organizations with fewer satisfied employees. It may well be that the reason
we have not got strong support for the satisfaction causes productivity. Studies have
focused on individuals rather than on the organization and at individual level measures of
productivity do not take into consideration all the interactions and complexities in the work
process. So although we might not be able to say that a happy worker is more productive, it
might be true that happy organizations are more productive (Weiss 2002). A satisfied
worker has a positive attitude towards his work and will try to avoid being absent from
work. This does not mean that workers who are highly satisfied with their jobs would almost
never be absent. However, absenteeism would be less among those who are satisfied than
those who are dissatisfied with their jobs. Different research studies have also noticed the
relationship between job satisfaction and absenteeism on the basis of gender and white or
blue collared workers. The finding showed a significant relationship with respect to both
males and females and also among both white collared and blue collared workers. However,
the relationship is slightly affected by the marital status of working women who sometimes

remain absent or attend work late due to unavoidable domestic engagements (Jayram
1999).
Global competition, shorter product life cycles, and volatile product and market
environments have contributed to the complexity faced by businesses and industries as the
new millennium approaches. Traditional competitive mechanisms have become less
effective as competitors meet or copy each others corporate initiatives (Ulrich, 1987). The
term training refers to the acquisition of knowledge, skills, and competencies as a result of
the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In addition to the
basic training required for a trade, occupation or profession, observers of the labor-market
recognize as of 2008 the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many professions and
occupations may refer to this sort of training as professional development (Jayram 1999).
Along with perception, personality, attitudes, and learning, motivation is a very important
part of understanding behavior (Luthan 1998). Motivation should not be thought of as the
only explanation of behavior, since it interacts with and acts in conjunction with other
mediating processes and with the environment. Like the other cognitive process, motivation
cannot be seen. All that can be seen is behavior, and this should not be equated with causes
of behavior. While recognizing the central role of motivation, recent theories of
organizational behavior find it important for the field to re-emphasize behavior (Evans
1998). One thing these definitions have in common is the inclusion of words such as desire
wants wishes aim goals needs, and incentives". A process that starts with a physiological
deficiency or need that activates a behavior or a drive that is aimed at a goal incentive
(Luthan 1998). Therefore, the key to understanding the process of motivation lies in the
meaning of, and relationship among, needs, drives, and incentives. State that in a system
sense, motivation consists of these three interacting and interdependent elements, i.e.,
needs, drives, and incentives (Watchel 1995). Managers and management researchers have
long believe that organizational goals are unattainable without the enduring commitment of
members of the organizations. Motivation is a human psychological characteristic that
contributes to a person's degree of commitment (Stoke, 1999). It includes the factors that
cause, channel, and sustain human behaviour in a particular committed direction. Stoke, in

Adeyemo (1999) goes on to say that there are basic assumptions of motivation practices by
managers which must be understood. First, that motivation is commonly assumed to be a
good thing. One cannot feel very good about oneself if one is not motivated. Second,
motivation is one of several factors that go into a person's performance (e.g., as a librarian).
Factors such as ability, resources, and conditions under which one performs are also
important. Third, managers and researchers alike assume that motivation is in short supply
and in need of periodic replenishment. Fourth, motivation is a tool with which managers can
use in organizations. If managers know what drives the people working for them, they can
tailor job assignments and rewards to what makes these people tick. Motivation can also
be conceived of as whatever it takes to encourage workers to perform by fulfilling or
appealing to their needs. To Olajide (2000), it is goal-directed, and therefore cannot be
outside the goals of any organization whether public, private, or nonprofit. This research
accepted that there is as positive relationship between job satisfaction and employees
performance. That is high level of fair promotion, reasonable pay system appropriate work
itself and good working condition leads to high level of employees performance. In other
words, employees job satisfaction has positive impact on their performance. Existing
alterative also proved this research conclusion (NIMALATHASAN). Job satisfaction has been
defined as a pleasurable emotional state resulting from the appraisal of ones job an
affective reaction to ones job and an attitude towards ones job. Job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of cognitive
evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that
we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors (Zwick).
Employers commonly value employee dedication and loyalty. Employees who are
emotionally committed to the organization show heightened performance, reduced
absenteeism, and a lessened likelihood of quitting their job (Mathieu & Zajac, 1990).
Contrast employees are generally more concerned with the organizations commitment to
them. Being valued by the organization can yield such benefits as approval and respect, pay
and promotion, and access to information and other forms of aid needed to better carry out
ones job. The norm of reciprocity allows employees and employers to reconcile these
distinctive orientations (Mowday, Porter, & Steers, 1982). Three general forms of perceived
favorable treatment received from the organization (i.e., fairness, supervisor support, and

organizational rewards and job conditions) should increase POS. To avoid repetitiveness, we
frequently omit use of the term perceived when discussing the perceptions of favorable
treatment that contribute to POS. Although most studies have assessed the relationship of
the employees perceptions of favorable treatment and POS, a few of the studies we review
have examined the relationship between personality and POS. We also consider
demographic variables as possible third-variable explanations of relationships between
antecedents and POS (Eisenberger , 1986). POS may contribute to employees feelings of
competence and worth, thus enhancing positive mood (Eisenberger et al., 2001).

Theoretical framework

Job satisfaction

Training
Motivation

Employee
Performance

POS

Research objective
Main objective
To determine the impact of training on employee performance in higher education
sector of Pakistan.

Sub objective

To determine the relationship between training and job satisfaction

To determine the relationship between training and motivation

To determine the relationship between training and perceived organization

support

To determine the relationship between job satisfaction and employee

performance

To determine the relationship between motivation and employee

performance

To determine the relationship between perceived organization support and

employee performance

Research Questions and hypothesis

H1: There is relationship between training and job satisfaction
Ho: There is no relationship between training and job satisfaction

H2: There is relationship between training and motivation

Ho: There is no relationship between training and motivation

H3: There is relationship between training and perceived organization support

Ho: There is no relationship between training and perceived organization support

H4: There is relationship between job satisfaction and employee performance

Ho: There is no relationship between job satisfaction and employee performance

H5: There is relationship between motivation and employee performance

Ho: There is relationship between motivation and employee performance

H6: There is relationship between perceived organization support and employee

performance
Ho: There is no relationship between perceived organization support and employee
performance

Methodology
Paradigm
In this study both qualitative and quantitative data will collected so pragmatism
paradigm is used in this current study and mixed method approach have been
adopted.

Methods
This research study has been conducted to explore the relationship between the
training and employee performance. Data will be collected through semi structured
interview and structured questionnaire. The time frame for the study is from January
2012 to March 2012.
The targeted population will be from different universitys teachers. And 100
questionnaires will be filled for quantitative data and 25 Teachers will be select for
the qualitative data.
For data analysis SPSS and NVIVO software will be use.

Limitation and delimitation

Due to limited availability of resources, the study is limited to the population size of only
Higher education sector in Lahore.

Ethical consideration
During my completion of this research proposal the ethical issues will kept deeply in
consideration since the project started and till now. And the ethical considerations which
are mention below will be kept under consideration during the research process.

It is been insured that this study will give benefits to every individual. It is been
insured that the participants would not be marginalized or disempowered at any
step.

The studys purpose is to made easy for the reader and respondent because they can
avoid any ambiguity

The respondent will be allow while data collection that he can quit any time
Before data collection it is your duty to give full information about your research.
That it can make clear for him

The consent form will be signed from respondent and researcher both. If it is
necessary

In order to avoid any interruption prior time adjustment will be made for the flow in
research site.

The respondent will make sure by you that data will be kept secret

The permission will be taken if you want to save the data as your ownership

The coding and anonymous form will be released so that the reader would
determine by himself the credibility of the study.

References

Andy Cosh and Alan Hughes(2003), The Relationship between training and Business
performance, book published by queen international publisher, page 1-94

Carmel Herington, and Scott Weaven, The Relationship between Perceived

Organizational Support and the Ability of Frontline Personnel to Build Relationships
with Customers? Page no 1-14

Mullen, T. R., Kroustalis, C., Meade, A. W., & Surface, E. A. (2006, April). Assessing
Change in Perceived Organizational Support due to Training, page no1-10

Toby Marshall Egan, Baiyin Yang, Kenneth R. Bartlett, (2004) The Effects of
Organizational Learning Culture and Job Satisfaction on Motivation to Transfer
Learning and Turnover Intention, Volume no 15(3) page no. 279-301

Dr. Thomas Zwick, The Impact of Training Intensity on establishment Productivity,

page no 1-36