EDU 702

RESEARCH METHODOLOGY

RESEARCH PROPOSAL
A Study on the Relationship between Training and Development Program in
Organization and Employees’ Performance in One of Highway-Industry
Company in Klang Valley Area

Prepared by:
Norhidayah binti Badrul Hisham 2017911209

Group: ED7051A2
Master of Education (Educational Management and Leadership)

Prepared for:
Dr Johan Eddy Luaran

FACULTY OF EDUCATION
UNIVERSITI TEKNOLOGI MARA, SHAH ALAM
 Table of Contents
CHAPTER 1 ....................................................................................................................... 4

INTRODUCTION ............................................................................................................... 4

1.0 Introduction ................................................................................................................ 4

1.1 Background of the Study ............................................................................................ 4

1.2 Statement of the Research Problem ........................................................................... 5

1.3 Research Objectives ................................................................................................... 5

1.4 Research Questions .................................................................................................... 6

1.5 Hypothesis .................................................................................................................. 6

1.6 Operational Definition ................................................................................................ 6

1.6.1 Organization ............................................................................................................ 7

1.6.2 Human Resources Development ............................................................................. 7

1.6.3 Training and Development Program ....................................................................... 7

1.6.4 Employee ................................................................................................................. 7

1.6.5 Employees’ Performance ........................................................................................ 8

1.7 Limitations of the Study ............................................................................................. 8

1.8 Significance of the Study ........................................................................................... 8

CHAPTER 2 ....................................................................................................................... 9

LITERATURE REVIEW .................................................................................................... 9

2.0 Introduction ................................................................................................................ 9

2.1 Training and Development ......................................................................................... 9

2.2 Training ...................................................................................................................... 9

2.3 Benefits of Training towards Employees ................................................................. 10

2.4 Employees’ Performance ......................................................................................... 11

2.5 Effects of Training on Performance ......................................................................... 12

2.6 Conceptual Framework ............................................................................................ 14

2
CHAPTER THREE ......................................................................................................... 15

METHODOLOGY ............................................................................................................ 15

3.0 Introduction .............................................................................................................. 15

3.1 Research Design ....................................................................................................... 15

3.2 Sampling Design ...................................................................................................... 15

Population .................................................................................................................. 15

Sample........................................................................................................................ 15

3.3 Instrument................................................................................................................. 16

3.3.1 Questionnaire .................................................................................................... 16

3.4 Data Collection ......................................................................................................... 16

3.5 Data Analysis ........................................................................................................... 17

3.6 Summary .................................................................................................................. 17

References ..................................................................................................................... 18

Appendix ....................................................................................................................... 23

3
 CHAPTER 1

INTRODUCTION

1.0 Introduction

Competition and strive for success are surely occurs for all organizations in the industry.
They are aware that one of the required sources for their organization development is by giving
out special attention in keeping their human resources up-to date as this is the main core
functions in the organization. Organization’s goal and success can be attained by developing
the core function in human development which are training and development, employees’
performance and how their affects the latter. Training and development activities in
organizations is important as continuous learning and development in a modern organization,
said Patel (2010) as quoted in (Salas et al., 2012). Due to this statement, organizations willing
to spend big money in utilizing their human resources respectively. Organizations in United
States spend about $135 billion in training and development individually per year (Smith-
jentsch et al., 2012). To remain competitive, organizations must ensure their workforce
continue learns and develops for competitive advantage.

1.1 Background of the Study

Employees maybe encounter demotivation and low self-esteem as they found challenges
and problems in their daily work nature. Their insufficient continuation of self-development
might affect the performance in fulfilling the required skills and competency. Organizations
are facing increased competition due to globalization, changes in technology, political and
economic environments (Evans, Pucik & Barsoux, 2002) and therefore prompting these
organizations to train their employees as one of the ways to prepare them to adjust to the
increases above and thus enhance their performance. Training and development activities allow
organization to adapt, compete, excel, innovate, produce, be safe, improve service and reach
goals as stated by (Salas et al., 2012). Hence, it is the responsibility for all organizations to
enhance job performance of the employees and implementing the training and development to
overcome the challenges.

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 Human resources are important as they are the intellectual property of the firm, employees
prove to be a good source of gaining competitive advantage (Houger 2006), and training is the
only way of developing organizational intellectual property through building employees’
competencies. Therefore, organizations need to design its human resource management in ways
that fit into the organization’s structure as this it will make the organizations achieve their goals
and objectives.

1.2 Statement of the Research Problem

Despite the increasing effects on training of organizational employees by organizations,

there is still limited literature on human resource development issues in developing countries
(Debrah & Ofori, 2006). It is further worth noting that while much is known about the
economics of training in the developed world, studies of issues associated with training in less-
developed countries are rarely found. The existing studies in this relation (Harvey, 2002;
Harvey, Matt & Milord, 2002; Jackson, 2002; Kamoche, 2002; Kamoche, Debrah, Hortwiz &
Muuka, 2004; Kraak 2005) have taken a general human resource management (HRM) focus
creating a gap on issues such as the effect of training on employee performance. This study
will further study on the relationship of training and development in organization and how its
affect their employees’ job performance.

1.3 Research Objectives

The study is to be conduct based on the objectives as following:

i. To identify the types of training and development program that are often practiced in
the company
ii. To investigate the effects of the training and development program towards the
employees’ performance in daily task
iii. To establish the relationship between the involvement in training and development
program and employees’ performance
iv. To suggest on the competency on implementing training and development program in
workplace that contribute towards employees’ performance

5
 1.4 Research Questions

Referring to the research objectives, this study is meant to provide answers to following
questions:
i. What are the types of training and development program that are often practiced in the
company?
ii. What are the effects of the training and development program towards the employees’
performance in daily task?
iii. Is there any relationship between relationship between the involvement in training and
development program and employees’ performance?
iv. What are the competency on implementing training and development program in workplace
that contribute towards employees’ performance?

1.5 Hypothesis

The hypothesis of this study is;

i) H01: There is no relationship between training and development

program in organization and employees’ job performance in one of
highway-industry in Klang area

ii) HA1: There is a relationship between training and development

program in organization and employees’ job performance in one of
highway-industry in Klang area

1.6 Operational Definition

The following terms are defied and used in this study;

6
1.6.1 Organization
A social unit of people that is structured and managed to meet a need or to pursue collective
goals. All organizations have a management structure that determines relationships between
the different activities and the members, and subdivides and assigns roles, responsibilities, and
authority to carry out different tasks. Organizations are open systems--they affect and are
affected by their environment (BritishDictionary.com). For this study, organization refers to
the company that are involved in this study, which is one of the highways industry-based
company in Klang Valley.

1.6.2 Human Resources Development

The integration of individual, career and organization development roles to achieve
maximum productivity, quality, opportunity and fulfillment of organizations members as they
work to accomplish the goals of the organization (Pace, Smith & Mills, 1991). For this study,
human resources development is meant for the involvement of the employees in the training
and development programs to improve their development and affects their job performances
after hand.

1.6.3 Training and Development Program

The official and ongoing educational activities within an organization designed to enhance
the fulfillment and performance of the employees. Training and development programs offered
by a business might include a variety of educational techniques and programs that can be
attended on a compulsory or voluntary basis of staff (BristhDictionary.com). For this study,
training and development program refers to the upskilling or development program conducted
in the organization to deliver new knowledge or upskilling the knowledge to the employee.

1.6.4 Employee
An individual who works part-time or full-time under a contract of employment, whether
oral or written, express or implied, and has recognized rights and duties. Worker is another
definition of employee (BritishDictionary.com). For this study, employee refers to all the staff
who are working in the organization, including all executive and non-executive that are went
for the training and development program conducted by the organization.

7
1.6.5 Employees’ Performance
Employee performance is a function of ability and motivation, where ability is comprised
of the skills, training and resources required for performing a task and motivation is described
as an inner force that drives individual to act towards something (Kiruja, 2013). Afshan et al.
(2012) define performance as the achievement of specific tasks measured against
predetermined or identified standards of accuracy, completeness, cost and speed. Employee
performance can be manifested in improvement in production, easiness in using the new
technology, highly motivated workers. For this study, employees’ performance refers to the
observability of acquired skills and knowledge gained from the training and development
program into their daily work.

1.7 Limitations of the Study

Firstly, this study will only limit to the employees in one of the highway-industry
company in Klang Valley. The employees that will be subjected into the study must have same
operation or technical background in their daily job scope. Secondly, due to employees’
overload work, to some extent, might affect the result of the correlation between the training
and development program and the employees’ performance as they cannot really assimilate the
outcome from the program onto their performance as the time constraint for work completion.

1.8 Significance of the Study

The findings of the study will redound to the employees’ performance considering that
training and development programs in organization plays an important role in industry
nowadays. The greater demand for employees’ competency justify the needs of continuous
self-development in working life. Thus, the educational institution in organization that apply
the recommended approach derived from the results of this study will be able to train their
employees better. Administrator will be guided on what should be emphasized into the learning
program to improve the skills of employees. Thus, a new theory on training and development
in organization may be arrived at.

8
 CHAPTER 2

LITERATURE REVIEW
2.0 Introduction

This chapter focuses on the relevant literature reviews on

2.1 Training and Development

This involves training and development of workforces and managers (Briscoe, 1995).
Training and development are often used to close the gap between current performance and
expected future performance. Training and development falls under Human Resouces Division
(HRD) function which has been argued to be an important function of Human Resourses
Management (HRM) (Weil & Woodall, 2005). Amongst the functions activities of this function
is the identification of the needs for training and development and selecting methods and
programs suitable for these needs, plan how to implement them and finally evaluating their
outcome results (McCourt & Eldridge, 2003)

Guest (1987) argues that policies are necessary to ensure that employee performance is
evaluated, which in turn ensures that the appropriate training and development take place. With
the help of the performance appraisal reports and findings, the organization can be able to
identify development needs. However, individuals themselves can help to indicate the areas
requiring improvement because of the issues raised in the performance appraisal process and
their career path needs.

2.2 Training

As one of the major functions within HRM, training has for long been recognized and thus
attracted great research attention by academic writers (Gordon, 1992; Beardwell, Holden &
Claydon, 2004). This has yielded into a variety of definitions of training. For example, Gordon
(1992) defines training as the planned and systematic modification of behavior through
learning events, activities and programs which result in the participants achieving the levels of
knowledge, skills, competencies and abilities to carry out their work effectively.

9
 It is worth nothing that, as researchers continue with their quest into the training research
area, they also continue their arguments into its importance. Some of these researchers argue
that the recognition of the importance of training in recent years has been heavily influenced
by the intensification of competition and the relative success of organizations where investment
in employee development is considerably emphasized (Beardwell et al. 2004). Related to the
above, Beardwell et al. (2004) add that technological developments and organizational change
have gradually led some employers to the realization that success relies on the skills and
abilities of their employees, thus a need for considerable and continuous investment in training
and development.

2.3 Benefits of Training towards Employees

The main purpose of training is to acquire and improve knowledge, skills and attitudes
towards work related tasks. It is one of the most important potential motivators which can lead
to both short-term and long-term benefits for individuals and organizations. There are so many
benefits associated with training. Cole (2001) summarizes these benefits as below:
1) High morale – employees who receive training have increased confidence and
motivations;
2) Lower cost of production – training eliminates risks because trained personnel are able
to make better and economic use of material and equipment thereby reducing and avoiding
waste;
3) Lower turnover – training brings a sense of security at the workplace which in turn
reduces labor turnover and absenteeism is avoided;
4) Change management – training helps to manage change by increasing the understanding
and involvement of employees in the change process and provides the skills and abilities
needed to adjust to new situations;
5) Provide recognition, enhanced responsibility and the possibility of increased pay and
promotion;
6) Help to improve the availability and quality of staff.

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2.4 Employees’ Performance

Employee performance is normally looked at in terms of outcomes. However, it can also

be looked at in terms of behavior (Armstrong, 2000). Kenney et al. (1992) stated that
employee's performance is measured against the performance standards set by the organization.
There are several measures that can be taken into consideration when measuring performance
for example using of productivity, efficiency, effectiveness, quality and profitability measures
(Ahuja, 1992) as briefly explained hereafter. Profitability is the ability to earn profits
consistently over a period. It is expressed as the ratio of gross profit to sales or return on capital
employed (Wood & Stangster, 2002). Efficiency and effectiveness - efficiency is the ability to
produce the desired outcomes by using as minimal resources as possible while effectiveness is
the ability of employees to meet the desired objectives or target (Stoner, 1996). Productivity is
expressed as a ratio of output to that of input (Stoner, Freeman and Gilbert Jr, 1995). It is a
measure of how the individual, organization and industry converts input resources into goods
and services. The measure of how much output is produced per unit of resources employed
(Lipsey, 1989). Quality is the characteristic of products or services that bear an ability to satisfy
the stated or implied needs (Kotler & Armstrong, 2002). It is increasingly achieving better
products and services at a progressively more competitive price (Stoner, 1996).

As noted by Draft (1988), it is the responsibility of the company managers to ensure that
the organizations strive to and thus achieve high performance levels. This therefore implies
that managers must set the desired levels of performance for any periods in question. This they
can do by for example setting goals and standards against which individual performance can
be measured. Companies ensure that their employees are contributing to producing high
quality products and/or services through the process of employee performance management.
This management process encourages employees to get involved in planning for the company,
and therefore participates by having a role in the entire process thus creating motivation for
high performance levels. It is important to note that performance management includes
activities that ensure that organizational goals are being consistently met in an effective and
efficient manner. Performance management can focus on performance of the employees, a
department, processes to build a product or service, etc. Earlier research on productivity of
workers has showed that employees who are satisfied with their job will have higher job
performance, and thus supreme job retention, than those who are not happy with their jobs

11
(Landy, 1985). Further still, Kinicki & Kreitner (2007) document that employee performance
is higher in happy and satisfied workers and the management find it easy to motivate high
performers to attain firm targets.

2.5 Effects of Training on Performance

In the real world, organizational growth and development is affected by several factors. In
light with the present research during the development of organizations, employee training
plays a vital role in improving performance as well as increasing productivity. This in turn
leads to placing organizations in the better positions to face competition and stay at the top.
This therefore implies an existence of a significant difference between the organizations that
train their employees and organizations that do not. Existing literature presents evidence of an
existence of obvious effects of training and development on employee performance. Some
studies have proceeded by looking at performance in terms of employee performancer (Purcell,
Kinnie & Hutchinson, 2003; Harrison, 2000) while others have extended to a general outlook
of organizational performance (Guest, 1997; Swart et al. 2005). In one way or another, the two
are related in the sense that employee performance is a function of organizational performance
since employee performance influences general organizational performance. In relation to the
above, Wright & Geroy (2001) note that employee competencies change through effective
training programs. It therefore not only improves the overall performance of the employees to
effectively perform their current jobs but also enhances the knowledge, skills an attitude of the
workers necessary for the future job, thus contributing to superior organizational performance.

The branch of earlier research on training and employee performance has discovered
interesting findings regarding this relationship. Training has been proved to generate
performance improvement related benefits for the employee as well as for the organization by
positively influencing employee performance through the development of employee
knowledge, skills, ability, competencies and behavior (Appiah, 2010; Harrison, 2000; Guest,
1997). Moreover, other studies for example one by Swart et al. (2005) elaborate on training as
a means of dealing with skill deficits and performance gaps as a way of improving employee
performance. According to Swart et al., (2005), bridging the performance gap refers to
implementing a relevant training intervention for the sake of developing skills and abilities of
the employees and enhancing employee performance. He further elaborates the concept by

12
stating that training facilitate organization to recognize that its workers are not performing well
and a thus their knowledge, skills and attitudes needs to be molded according to the firm needs.
It is always so that employees possess a certain amount of knowledge related to different jobs.
However, it is important to note that this is not enough, and employees need to constantly adapt
to new requirements of job performance. In other words, organizations need to have continuous
policies of training and retaining of employees and thus not to wait for occurrences of skill and
performance gaps.

According to Wright & Geroy (2001), employee competencies change through effective
training programs. It not only improves the overall performance of the employees to effectively
perform the current job but also enhance the knowledge, skills and attitude of the workers
necessary for the future job, thus contributing to superior organizational performance. Through
training the employee competencies are developed and enable them to implement the job-
related work efficiently and achieve firm objectives in a competitive manner. Further still,
dissatisfaction complaints, absentism and turnover can be greatly reduced when employees are
so well trained that can experience the direct satisfaction associated with the sense of
achievement and knowledge that they are developing their inherent capabilities (Pigors &
Myers 1989).

Most of the benefits derived from training are easily attained when training is planned. This
means that the organization, trainers and trainees are prepared for the training well in advance.
According to Kenney & Reid (1986) planned training is the deliberate intervention aimed at
achieving the learning necessary for improved job performance. Planned training according to
Kenney and Reid consists of the following steps:
• Identify and define training needs
• Define the learning required in terms of what skills and knowledge have to be learnt
and what attitudes need to be changed.
• Define the objectives of the training
• Plan training programs to meet the needs and objectives by using right combination
for training techniques and locations.
• Decide who provides the training
• Evaluate training.
• Amend and extend training as necessary.

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 Figure 1 The Pprocess of Planned Training (Source: Armstrong Michael (1995)

2.6 Conceptual Framework

The conceptual framework for this study is shown in the Figure 2. The independent variable
is the training and development program and the dependent variable is the employees’ job
performance.

Based on the Figure 2, the training and development program and job performance has
direct effect on both sides. The job performance would changes depending on the involvement
of the employees in the training and development program conducted by the organization.
Hence, job performance is influenced by the training and development program.

Training &
Employees’
Development
Job performance
Programs

Figure 2 Conceptual Framework of the Study

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 CHAPTER THREE

METHODOLOGY
3.0 Introduction

This chapter discusses the methodology of the study that will be used by researcher to
address the research objectives, as well as to answer all the research questions. It includes the
design of the study, the population of the sample study, the instrument used to conduct the
study and the test method that will be used for data analysis.

3.1 Research Design

This study employs a method of single method research which is quantitative research
methods. The purpose of this study is to investigate the relationship between the training and
development in organization and employees’ job performances in one of the highway-industry
in Klang area. The questionnaire questions will be used to investigate the relationship of
training and development programs and how it affects the employees’ job performance.

3.2 Sampling Design

Population
The target population for this study is one highway-industry company in Klang area with
target of respondents of 100 employees with experienced of minimum one year of working or
attachment with the company. The organization is chosen because of the accessibility and
familiarity of the researcher and the respondents are chosen de to their exposure towards the
training and development program in the organization through out their working experience
with the company.

Sample
The sample comprises of 100 employees with minimum one year of working experience or
attachment to the company. Their involvement in training and development program are
investigated before being selected as a respondent. This is purposeful quantitative, yet typical
sampling.
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3.3 Instrument

This study is conducted using a set of questions from the questionnaire.

3.3.1 Questionnaire
A set of questionnaires is adopted from the study done by Aidah (2013). The items of the
questionnaire comprise of 18 questions designed to investigate the effects of training on
employee performance in the organizations. The question is made short and simple and will
not consume more than 15 minutes for each respondent to complete it. The aim of this
questionnaire is to find out the involvement in training and development program in the
organization and the relationship in effecting their job performances.

3.4 Data Collection

The respondents consisted of 100 employees from one highway-industry company in Klang
area. Before the respondent were given the survey, the respondents will be given out the short
briefing and explanation regarding the objectives of the study. The questionnaire will be
contributed and directly collection are made after the respondents completed answering the
questionnaire to avoid non-completion of any questionnaire.

The data collection are as per following:

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 Design of Questionnaire:

The questionnaire has two sections, which are;

Section A: Demographic Information
Section B: Relationship between Training and Development Program in Organization
and Employees’ Performance

Sample Selection:

The respondents of this questionnaire are 100 employees from one highway-industry
company in Klang area

Questionnare Distribution:

The questionnare is distributed and allocated with 15 minutes to complete the

questionnare

Questionnare Collection:

The questionnaire is collected after the respondents competed the questionnaire

Assessment Process:

The data collected from both instruments would be analysed.

Figure 3 Summary of the Questionnaire Collection Procedures

3.5 Data Analysis

All date collected from the questionnaire were collected and analyzed to provide answers
to the four questions for this study. The data from the questionnaires are analysed and
interpreted through descriptive analysis by using Statistical Package for Social Sciences
(SPSS) version 20.

3.6 Summary
Overall, this chapter is a framework of this study in data collection for the next chapter.

17
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22
Appendix

Dear respondents,
This survey is carried out for the research titled ‘The Impact Of Training And Development
On Employee Performance’. All information given is confidential and for research purposes
only. Please tick (√) one answer in the box for each question. If you are unsure about how to
answer the question, please give the best answer you can. We rely on your sincere response for
it is the main contribution for our research. Thank you for your time and cooperation.

Section A: Background of Staff

1. Gender 3. Marital status

a) Female ( ) a) Single ( )
b) Male ( ) b) Married ( )
c) Divorced ( )
2. Age d) Widowed ( )
a) 18 – 25 ( ) e) Separated ( )
b) 26 – 35 ( )
c) 36 – 45 ( )
d) 46 – 55 ( )

4. Department: ………………………………………………….

5. Designation / Grade: …………………………….……………………………

6. Educational background: ………………………………………

23
7. How long have you worked for the organization?
…… Years ´

8. Have you had any form of training since you joined the organization?
a) Yes ( )
b) No ( )
If “yes” to the question above, please continue with the questions below.

9. How were you selected for training?

a) On joining the company
b) Supervisors recommendation
c) Compulsary for all employees
d) Upon employee request
e) Performance appraisal
f) Don’t know

10. How often do you undergo training?

a) Quarterly ( )
b) Every six months ( )
c) Once a year ( )
d) Every two years ( )
e) No specific schedule ……………………………….……………………

11. What are the methods of facilitation at the training you have attended?
a) Lecture
b) Demonstrations
c) Discussions
d) Presentation
e) Seminar

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 12. Do the methods used during training have any impact on your skill?
a) Yes ( )
b) No ( )

13. How will you rate the quality of the training programme/s for which you have
participated?
a) Very poor ( )
b) Poor ( )
c) Average ( )
d) Good ( )
e) Very good ( )
f) Excellent ( )

14. How relevant were the trainings you received to your work?
a) Not relevant at all
b) Not relevant
c) Not sure
d) Effective
e) Very effective

15. In your opinion, do you think training has helped improve your job performance?
a) Yes
b) No

16. Would you require further training for motivation towards performance improvement
to enable you contribute to increased productivity?
a) yes ( )
b) No ( )
If “yes” to the question above, please provide reasons as to why below.
……………………………………………………………………………………
……………………………………………………………………………………

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 17. What problems do you face regarding training and development within your
organization?
……………………………………………………………………………………
……………………………………………………………………………………

18. Please specify any ways you think training and development in your organization can
be improved. ……………………………………………………………………………………
……………………………………………………………………………………

Thank you for your response.

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