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Program / Intake : BSc21 Sri Lanka

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Student L.A.A.D.J.C. Liyanarachchi Student 17207163

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Module: Management Research Project

Lecturer/ Dr. Saman Dissanayake Grade:

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DECLARATION: I hereby declare that the attached assignment is my own

work. I understand that if I am suspected of plagiarism or another form of
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Signed: _______________________ Date Submitted: 07/07/2019

1
The Impact of Training and Development on Employee Performance in
Dankotuwa Porcelain PLC

Management Research Project

By

L.A.A.D.J.C. Liyanarachchi

17207163

BSC-UCD-MGT-B21- 186

An Independent Research Report

Submitted to the University College of Dublin
In partial fulfillment of the requirements for the degree of
B.Sc. in Management

2018/19

Bachelor of Science in Management

University College Dublin
National University of Ireland

Dublin

2
Declaration

I declare that all materials include in this report in this report is the end result of my
own work an that due acknowledgement have been give in the bibliography and
reference to all sources be they printed electronic or personal

Signed: _______________________ Date: 07.07.2019

L.A.A.D.J.C .Liyanarachchi

Certification

This is to certify that the research report presented by L.A.A.D.J.C .Liyanarachchi on

the Impact of training and development on employee performance in Dankotuwa
Porcelain PLC can be accepted in partial fulfilment of the requirement of the
Bachelor of Science in Management

Signed: _______________________ Date: 07.07.2019

Research Supervisor
Mr. Saman Dissanayake

3
ABSTRACT

This Study focus on the impact of training and development on employee

performance in the Dankotuwa Porcelain, which established as private sector
workplace and located in Puttalam district. The study mainly focuses on the impact
of training and development on employee performance and identify 03 variables
which are affect to employee performance directly. Employee educational level,
work experience and employee behavior concern as independent variables of
training and development .The sample of the study is 70 employees who are
working in Porcelain company.Data was collected using questionnaire for gathering
quantitative data.

4
Acknowledgement

I take this opportunity to express my sincere gratitude to Mr. Saman Dissanayake,

the lecturer of this module who has given the guidance and available advice to
make the study successfully. Without his guidance & constant support and
encourage this research would not have been possible. Secondly special thanks go
to NSBM Green University and University of Dublin for giving the opportunity to
enhance our academic knowledge. Finally, I am thankful to my family and friends for
their genuine support during this period.

5
Table of Content
ABSTRACT..........................................................................................................................................4
Acknowledgement..............................................................................................................................5
Chapter 01...........................................................................................................................................8
1.Introduction.......................................................................................................................................8
1.1 Research Title.....................................................................................................................8
1.2 Research Problem..............................................................................................................8
1.3 Research objectives.................................................................................................................8
1.4 Introduction to the Organization.............................................................................................8
2. Literature Review............................................................................................................................9
2.1 Introduction...............................................................................................................................9
2.2 Theoretical Review...................................................................................................................9
2.3 Human Resource Management.............................................................................................9
2.4 Training:...................................................................................................................................10
2.5 Development...........................................................................................................................11
2.6 Performance :.........................................................................................................................12
2.7 Importance of Training and Development to employee performance.............................13
2.8 Relationship between Training and Development and Employee performance............13
2.8.1Introduction.......................................................................................................................13
2.8.2 Employee educational level...........................................................................................14
2.8.3 Employee Behavior.........................................................................................................15
2.8.4 Experience.......................................................................................................................16
2.9Justification of research gap..................................................................................................17
Chapter 03.........................................................................................................................................18
3. Research Methodology................................................................................................................18
3.1. Introduction............................................................................................................................18
3.2 Conceptual framework...........................................................................................................18
3.3 Development of Hypothesis..................................................................................................19
3.4 Data and Variable...................................................................................................................20
3.5 Research Design....................................................................................................................20
3.5.1 Research Approach............................................................................................................20
3.5.2 Data Collection Method..................................................................................................21
3.5.3 Research Instrument......................................................................................................22
3.5.4Sampling............................................................................................................................22
3.5.5Rational of Sample selection..........................................................................................22
3.5.6 Sample Size.....................................................................................................................22
4. References....................................................................................................................................23
6
5. APPENDIX: 1................................................................................................................................25

List of Figures

FIGURE 1: IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE ........12

FIGURE2: CONCEPTUAL FRAMEWORK.........................................................................18

List of Tables

TABLE 1: RELATIONSHIP OF OBJECTIVES, VARIABLES AND INDICATORS...........................20

TABLE 2: RESEARCH INSTRUMENTS.............................................................................22

7
Chapter 01

1.Introduction

This research is based on the Module of “ Management of the Organization and

under the “ Training and development” topic…

1.1 Research Title

“ The impact of training and development on employee performance in
Dankotuwa Porcelain PLC

1.2 Research Problem

The major indication of this research is measuring the employee performance
and analyzing, how can be enhanced by proper training and development to
avoid wasteful spending.

1.3 Research objectives

1. investigate the current performance of employee training and development in
the company.
2. Identify the specific training requirement
3. Explore the related areas associated with employee performance.
4. Identify possible methods and guidelines to access employee performance
and improve the quality of the training and development.

1.4 Introduction to the Organization

Dankotuwa Porcelain is a porcelain manufacturer in Sri Lanka, which has become a

global enterprise with ISO 9001/2008 certificate. It was established in 1984 with
Japanese skills and German technology. The factory has situated in Dankotuwa and
Kosgama, which delivers its products to 25 countries around the world. Dankotuwa is
the first porcelain manufacture in Sri Lanka.

There are five directives behind their name, such as, high production capacity,
materials, design, technology and human dexterity. For completing quality product,
the company has imported finest raw materials from New Zealand, Italy, UK, India
and Germany. The company has created timeless and creative porcelain wares,
that express exclusive dining experience. As manufacturing company, they used odd
techniques in standard manner to innovate and create attractive products. The
8
company’s goal is to retain their market and introduce new unseen designs to the
world. They capture their customer through the exclusive designs, vibrant colors and
unique quality of their productions. Basically Dankotuwa Porcelain manufacture
produce their products in order to quality of the reputed international brands such as
Oneida, Migros, Macy’s Lenox, John Lewis and so on. The company has world class
tableware market under their own brand name ‘ Dankotuwa’

Chapter 02

2. Literature Review
2.1 Introduction
The purpose of this study is to assess the impacts on training and development on
employee performance in the Porcelain manufacturing company of Sri Lanka. This
chapter deals with review of relevant literature, which evaluates the relevant
literature within a particular field of research. The review of literature presents a
collection of published information on a particular area of research, which provides a
comprehensive summary of relevant sources. Main objective of literature review is to
analysis the gap in current knowledge, which consist of two categories as theoretical
and the empirical review.

2.2 Theoretical Review

Theoretical review will enhance and explain theory part of the research, which will
justify the derivation of the critical areas of the topic in research.

2.3 Human Resource Management

Human Resource Management is a strategic approach to manage employees, which
emphasizes to gain sustainable competitive advantage (Bartlett J. & Gold J 2003).
According to the Jackson & Scholar show vital for the organization to achieve goals.
As well as human resource management tries to show relation between HRM and
organizational success and importance of HRM department to employees (Tokeshy
and Kornids 1994).

Edward E. Lawler iii and John W. Boudreau have paid attention to HR and how
organization can effectively manage their human capital. According to the Edwin
Flippo has analyzed human resource management is a process of planning
organizing, directing and controlling. In his study indicates that HRM interfere to

9
achieve individuals, organizational and social objectives. David A. Decenzo and
Stephan P. Robbins define human resource is concerned with the people’s
dimensions in managements. Their research identifies, every organization is made
up with people and they mainly work for acquiring services, developing skills and
motivating them.

Byars and Rue, ( 2006) examine HRM as a system of activities, which focus on
manage employee successfully to achieve company objectives. Therefore, to be
successful, organization must make employee performance. Brewster et al (2007)
defines human resource is the largest single item of operating cost. In his research
found that incorporation of knowledge and capabilities of organization’s human
resource is a key success criterion to the performance of human resource. Managing
human capital is important subject of psychology in the changing world. Hurts and
Williams (2009) show antecedents and behavioral outcome of employee perception
have support for employee performance. They analyze if employees are given the
opportunity for training & development, they aware to support company
development. The study is one side of the psychological contest of the employee.

Continuously, organization tries to achieve their goal. In an organizational context,

human capital is a term which defines intellectual capital in the form of organizational
competencies, knowledge and skills. Bontis et all (1999), Armstrong (2009)
examines human capital as the human factor in the organization, which is the
combination of intelligence, skills and expertise.

Bao Moraines (2002) demonstrates the impact of human resource on operational

performance in Manufacturing company. The study shows the impact of high
commitment practices on firm performances are contingent on the strategy followed
by the firm. However, different types of definitions have provided to this field. There
fore human resource management has become the view of new era in the world. .

2.4 Training:
Michel Armstrong (2001) has defined that, training is systematic development which
is the combination of knowledge, skills and attitudes. In his research demonstrates
training and development is very necessary for organizations to design training
strategies carefully. According to Gordon 1992, he defines training is a type of
activity, which is the planned and systematic approach. His study analyze
10
employees can be enhanced the level of skills and knowledge, as results of the
training.

Similarly, Oliseh 2005, defines training as the methodical approach, which consist of
knowledge, skills, attitudes and competencies. His study explains, training can be
designed to change employee’s behavior in the firm. The objective of his study is to
encourage efficiency and higher performance standard in the workplace. Chris
Amisano (2010) defines the determinants of employee performance such ad job
satisfaction, knowledge, management and soon. He defines the relationship between
employee performance and training.

According to the certain authors, this study can be finalized as training develops the
skills, knowledge, attitudes and competencies to build organizational loyalty and
improve performance as well.

2.5 Development :

Development is a visible and useful concept of positive changes in the community.

Employee development can be referred as the process, which is supporting to
implement different training programs to improve employee skills and gather new
knowledge. According to the McNamara 2008 illustrates, development is a broad
concept with multi-faceted activities which aims to move another bound of
performance.

Subjectively Elena P.(2000) has demonstrated employee development is developing

ability of employees and organization. The research analyzes the positive
relationship between employee development and employee performance. Therefore,
more developed employee would be more satisfied with the job. So that performance
of employee would be increased. for getting employee performance, organizations
contribute toward the employee development activities as development programs
and managers utilize employee capacity to achieve the organizational goals. Elena P
(2000) shows that, employees who are interested to learn more and more lead
employee interest in the development activities. As the result of the that employees
are more satisfied with their jobs which shows the increasement in employee
performance. Employees who are willing to learn more and more, they could be
participated to seminars, training secessions and training workshops.

11
2.6 Performance :
According to the Brown 2008, examines performance as the way of completing task
with attitude. Baldwin 2008 defines performance as the efficient and effective action
to meet the certain job objectives. Hersen 2004 examines performance as estimated
outcome of work behavior. He explains communication, decision making and
problem solving are the key dimensions of the behavior. In Armstrong view (2000)
employee performance is a term of behavior.

Kenney et al (1992) stated that employee performance is measured performance

standards. According to the Kinicki and Kreitner (2007) explain employee
performance is based on happy satisfied employees and organizational targets.
Afshan et al (2012) analyzes the performance as the procedure of special task which
consist of accuracy, completeness, cost and speed. Furthermore, the study refers
the results of employee performance as the improvement in production, facilitates
the easiness in new technology, highly satisfied worker and so on. Deadrick and
Gardner’s (1997) illustrate the performance is a distribution of outcomes and it can
be measured by employee’s paten of performance.

According to the Pfeffer (1994) explains the factors of employee performance such
as quality and quantity of output, timeliness and cooperativeness . However
employee performance examines suggested areas of improvement in the
organization.

Figure 1: Impact of training and development on employee performance

12
2.7 Importance of Training and Development to employee performance

Training and development is a key function of HRM, which emphasize the

improvement of the individual’s group’s and organizational performance. Most of the
organizations consider training and development as a part of the human resource
activities.

Training and development concept is importance for increasing competitive

advantage in the organization. According to Jelena (2007), observed that certain
knowledge is a source of sustainable competitive advantage. As well as employee
performance indicates the relationship between training and development and job
satisfaction (Boadu et al 2014).

Subjectively training and development has influenced organizational effectiveness.

According to Ongori and Nzonzo (2011) revealed the enhancing of competitiveness
is one of the important element of training and development.

Training and development is important for new employees. Karen Lawson has
illustrated about new employee orientation, which can be conducted by someone to
get new employees, to introduce new processes and address skill gaps in the firm.

2.8 Relationship between Training and Development and Employee performance

2.8.1Introduction
Every organization has been implemented many strategies to increase employee
performance through the staffing, motivating, reward management and so on.
Training and development have become an important element of human resource
management. In business world organizations have focused on training and
development for running business with right training skills and development
practices. The objective of the study is to find out and analyze the relationship
between training and development in Dankotuwa Porcelain PLC.

Accordingly, there are three variables which will affect to training and development
to gain suitable output from the employees. In empirical r1eview this organization
focuses on three levels of employees as managers supervisors and trainees. These
types of employees have used for analyzing the impact of training and development
on employee performance. In Dankotuwa porcelain PLC there are factory managers,
chief managers, chartered accountants plant managers and other executive officers
13
under the executive level, who are design the long-term training and development
programs. In supervisory level there are supervisors and technicians who implement
the training programs and report to executive level. In trainee level there are labors,
management trainees and newly recruited employees, who involve to training
programs. Therefore, they have provided relevant information about training
programs to achieve relevant organizational objectives to enhance employee
performance. It will illustrate how work experience, employee behavior and
educational level effect on training and development. Finally describes the effects on
training and development on employee performance based on above variables.

2.8.2 Employee educational level

In training and development procedure, educational level of employee is a variable,
which effect employee performance in significant manner. This study basically
considers about three levels of employees in Porcelain PLC, which has been divided
according to the educational level. Every employee’s performance level can be
differed through the educational level of the employees. Basically, employees should
understand their subject field to gain expected outcome. Therefore, educational level
is a significant factor to identify their task complexity.

According to Bonner (1994) refers that task complexity can be used to improve
knowledge, skills and attitudes to fulfill organizational requirement. His study shows
that subject field of complexity and recommendations of training are more important
for improving performance. As well as Blundell et al (1999) has studied about the “
returns from education and training to individuals”, which found the combination 0f
education and training to employee in the organization.

Furthermore, the study analyzes about the impact of education and training on firm’s
performance. His study illustrates the qualifications and knowledge can be obtain
through the education, skills and competencies, that effect on investing human
capital. In Bonner (2003) defines about the expertise recognition, which important to
make decisions of the suitable task. In Dankotuwa Porcelain PLC increases the level
of expertise by gaining values, who have done causes completely.

Initially, in the company chartered qualified employees, CIMA qualified employees

and ACCA qualified employees have higher recognitions, because they are expertise
in their subject field. Therefore, educational level become highly effective variable in
training and development.

14
Continuously, Mc Grath (2010) has introduce has introduced an “educations role of
development. The research defines about the need of education for development’.
Furthermore, Lander and Callan (2011) illustrates the method of gamification. The
research describes the gamification effectiveness for employee training.

Initially education level effects to address main problems in the organization. In

Porcelain PLC, there are employees who are in different educational levels.
Therefore, they need to address with correct methods for training and development.
According to Mc Grath (2010), Bonner ( 1994) and Lander & Callan (2011) have
described importance of education for executives, supervisors and trainees.
Basically this study will provide the methods and programs of training and
development for employees, who are in different levels of education.

2.8.3 Employee Behavior

Employee behavior is “employee’s response to a certain situation at the
organization”. As well as employee behavior is collection of disposition, moods and
feelings, which connect with employee performance directly. In other hand employee
behavior is a reaction which is the observable and measurable action in the
organization. In simple manner, employee behavior is not only affected personal
performance but also others as well.

Reinforcement theory

Reinforcement theory can be defined as consequences resulting in the behavior.

Which try to increase employee performance. In other hand the common definition of
the theory is changing someone’s behavior by using reinforcement, punishments and
extinction. The theory has introduced by B.F Skinner in 1938, which controls the
consequences of behavior. Reinforcement can be divided in to two forms, as positive
and negative.

positive reinforcement : is the consequences resulting in the behavior, which try to

increase employee performance. In porcelain company provides bonuses,
promotions and other offers, who perform well with positive results.

Negative reinforcement : can be occurs negative consequences.

15
Punishment : it can be occurred when, management impose a negative
consequence to reduce unsuitable behavior. It influences to discourage undesirable
behavior.

Extinction : is strategy which used to stop someone’s unwanted behavior.

In the workplace reinforcement theory manages employee behavior to control

consequence rather than causes. Employees of Dankotuwa Porcelain PLC has two
weeks strike to achieve their requirements. As the result of the strike, company’s
market value and reputation has been decreased and employee performance also
decreased. After resolve the issue, management has suspended employees, who
have leaded the strike. In that case organization used reinforcement theory to reduce
undesirable behavior from the organization.

In other hand employee behavior is the concept of mental physical, emotional and
social activities which influence human capabilities. According to the Cascio (2003)
describes human behavior is differ from situations and organisms. As well as Hartt,
2006 illustrates diminutions of employee behavior. Continuously, Robins 1999,
revealed that employee behavior is a powerful tool for measuring the employee’s
performance.

2.8.4 Experience
Work experience is a very strong variable that determines the employee
performance in effective manner. Most of the organizations used to recruit new
employees, based on the work experience. As well as there are some organizations
tend to recruit inexperienced employees. Because organizations provide training
according to their preferences, therefore, experience has become an important factor
for training and development to perform well.

Moreover, Abdol mohammadi and Shanteau (1992) explain the personal attitudes of
expert employees. In the study they have concerned about the three groups in the
organization, such as managers supervisors and trainees. Furthermore, they have
developed expert system in order to their expertise.

Continuously, Destre at all ( 2008) examines experience as “ learning from others or

learning from experience“. His research explains informal training model can be
combined the concept of training and development. Furthermore, the study
mentioned that the impact of employee experience on training and development of
the employee’s self.
16
In addition, Bonner 1997, examine the values of experience and analyze
experiments of learning concept. As well as the study examines that inexperience
employees are with lack of knowledge and learning. This research identifies that
organizations should provide on the job training for inexperienced employees. In this
organization also used on-the-job training for new employees.

Dierdorff and Surface 2007 recognized the problems, related to experience and
capabilities which called as “Assessing training needs”. That explains the positive
relationship of self-efficiency and skills expertise. Likewise, Santos and stuart 2003
has examined about the employee perception and how they influence training. The
research defines the direct connection between training strategy hierarchy of
performance of employees. The study explains training effectiveness has depended
on the workplace practices and employee experience. After the training employees ,
they help to change the behavior with the management practices and employee’s
discernment of the work.

2.9Justification of research gap

Basically, this research is analyzed about the impact of training and development on
employee performance with special reference to the Porcelain manufacturing
company. That organization is a local manufacturing company operating under
porcelain product. Subjectively this research will do on the aspect of training and
development and it will involve fulfilling the certain gaps that other researchers not
met before.

Initially so many researches have concerned about the narrow areas of the training
and development. Some analyze the training concept, development concept and
performance concept separately. Therefore, this research will be fulfilling the gas,
which other researches have not identified and analyze. According to the different
researches, most of them are basically in training. These researches consider about
the specific problem in the firms. Therefore, it creates the research gap between
training, development and employee performance for the Porcelain company. In this
research will illustrate how training and development programs provide to levels of
employees and entire company.

17
Chapter 03

3. Research Methodology
3.1. Introduction
Research will be done in methodical and analytical manner to encourage the
research topic. Information of the study will be gathered and analyzed through the
quantitative and qualitative approach which will be selected according to the primary
information. Furthermore, this chapter will describe the data collection methods,
variables of training and development, sampling justifications and so on.
Subjectively, conceptual framework will be described the picture of research.

3.2 Conceptual framework

Independent Variables Dependent Variables

Training and Development

Educational Level
H1

Employee Behavior Employee Performance

H2

Work Experience H3

Figure:2 Conceptual Framework

Conceptual Framework represents the connection between variables and study.

Basically, conceptual framework provides the structure of the research. It is
important session of the research which can get a preferable understanding about
the conceptual framework. It can be demonstrated that the relationship between
independent variables and dependent variable I the organization which will provide
the academic standard evidence to analyze, how they fulfill the gap in literature. In
this study main objective is to analyze the impact of training and development on
employee performance.

18
Initially, the research has developed based on the theory of reinforcement and other
variables from the existing in the literature regarding the concept of training and
development.

3.3 Development of Hypothesis

According to the research, hypothesis development will be based on the variables of
training and development and employee performance, which supported with
literature review. Based on the literature review and developed conceptual
framework, there were hypothesis which has developed for this research. Developed
hypothesis as follows,

Educational level is a important factor to employees. According to the previous

articles analyzed educational level has affected in strong manner on the employee
performance. According to the Saeed and Asghar (2012) stated the relationship
between training and employee job performance. In order to empirical review of the
literature, illustrated several indicators of the educational level, which effect on
employee performance. Such as, age, exam status, family background and so on.
Therefore,

H1 : Educational level has a positive on employee performance

Employee behavior is another significant factor to the organization. Reinforcement

theory (1938) stated that how employee behavior effect on employee performance.
In order to empirical review, it illustrated several factors ( indicators) such as gender,
race, culture, perception, attributes and attitudes, which has directly connected with
employee performance. Therefore,

H2 : Employee behavior has a positive relationship on employee performance.

Employee’s work experience is final significant factor to the organization. Santos and
Stuart (2003) emphasized that employee experience and their influence on training.
According the research they define the connection between training strategy and
hierarchy of performance outcome. Similarly, Dierdoff and Surface (2007) defined
the work experience is highly affected variable in appraising training needs. In order
to empirical review, there are several indicators, which influence the employee
performance directly. Such as Number of working years, performance appraisal and
number of participated training and development programs.

H3 : Work experience has a positive relationship on employee performance

19
3.4 Data and Variable
The table emphasis the conceptual framework, which organized according to the
study. It has paid attention to certain sections of the research, that connect and
interrelate to enhance employee performance. This table illustrate the, how can be
reached objectives of the research. Subjectively, in conceptual framework there are
three variables and the table examine how variables will be converted to quantifiable
data.

Objective Variable Indicator

Educational level Performance appraisals
Educational level affects Training and development Completed exams
training and development Employee performance Number of training
programs
Behavior Employee attitudes
Employee behavior Training and development Performance appraisals
training and development Employee performance
Number of training
programms
Employee experience Number of working years
Work experience affects Training and development Performance appraisals
training and development Employee performance Number of participated
training programs
Table 1:: Relationship of objectives, variables and indicators

3.5 Research Design

3.5.1 Research Approach

There are two types of research approaches, such as inductive and deductive.
Deductive approach is forcing at testing a theory and deductive theory is forcing on
developing theory from the received data and findings. The researcher has selected
the approach of deductive, which based on short period of time. As well as there is
plenty of literature available in the research. From the theoretical framework, the
study expects to discover the factors that influence training and development on
employee performance

20
3.5.2 Data Collection Method
This research will follow qualitative and quantitative data for data analysis. Due to
the lack of time and financial resource researcher decided to do the survey by using
questionnaire to gather quantitative data. In this research quantitative technique is
questionnaires with checklist which will be used to analyze primary data more
effective manner. The survey questionnaires have developed based on theories of
training and development and employee performance. All the questions indicated the
factors , which effect to the independent variables of the training and development.
Researcher decided to conduct the survey questionnaire through the HR department
to gather informative data, which relate to management practices, procedures,
training methods and training and development programs. Initially, the survey
questionnaires have developed to evaluate employee performance and to get the
idea about training and development procedures in the particular organization.

Primary Data

In data collection method researcher found that two types of data collection tools
which known as the primary data collection and secondary data collection. Primary
data collection method base on primary sources. The examples for primary data
collection methods are , surveys, focus group interviews, experiments, observation
methods and schedule methods. Furthermore, primary data can be collected via
survey questionnaires and interviewing method. The researcher used survey
questionnaires and interviews as the primary data collection methods.

Secondary Data

Secondary data based on secondary data collection methods. Initially secondary

data available form external sources which have been used for pervious researches.
Researcher decide to collect secondary data through organization’s annual reports,
transzonal HR reports, journals related to the theories, e books from UCD library
and so on.

21
3.5.3 Research Instrument
The study can be measured trough the below tools which used to collect data and
provide details relate to the research.

Data collection method Instrument

Primary data  Survey questionnaire
 Focus group interview
Secondary data  Annual report
 Company website
 Library books
Table 2:Research Instruments

3.5.4Sampling
Sampling can be referred as the process of selecting members to collect information,
which used for the study. In sampling concept researches do not concern about the
whole population for their researchers to do successfully. Sampling can be used to
choose a part which represent the whole population in the organization.

3.5.5Rational of Sample selection

The study of training and development and employee performance will be analyzed
using three specific employee levels as, executive level, supervisory level and the
training level. According to the positions of employees, educational level, employee
behavior and work experience effect on training and development and employee
performance.

3.5.6 Sample Size

Out of the entire population of the organization, researcher decided to collect
information through the subset of 70 employees for the survey questionnaires.
Researcher selected 20 employees from the executive level which included
executive officers and above, 25 from the supervisory level included supervisors and
technical offices and finally 25 employees from trainee level who included
management trainees, Junior officers and career facilitators.

22
4. References

Elena P. Antonopoulos,(2000),’Employee development through self-development in

three retails banks’ Journal Personal Review, Vol, 29 No 4, pp,491-508

Hewage, H., 2017. Strick of Dankotuwa Porcelain employees continues. Daily Mirror
( Sri Lanka), 4 August 2017. p.04.

Ackah, D. and Agboyi, M., 2014. The effect of training and development on
Employee Performance in Public Sector Ghana. 1st ed.

Chris Amisono, 2010, e-how contributor, “Relationship between training and

employee performance”

Michael Armstrong 2000.,”Understanding training”. Human Resource Management

Practice.8th edition. Kogan page limited, Landon. pp:543

McNamara Carter 2008. Employee Training and Development: Reasons and

benefits. Accessed16/03/2009/https://www.managementhelp.org/index.html

Armstrong, M. 1995. A handbook of Personal Management Practices. Kogan Page

Limited Landon

Akinbobola, O.I.2011. Conflict in Human Capital Relationship: the impact of job

satisfaction on job involvement in a workplace, International Journal of Social
Science of Humanity, 1 (2): 92-95

Afshan Sulthana, SobiaIrum, 2012), Impact of Training on Employee Performance: A

study od Telecommunication sector In Pakistan, Interdisciplinary Journal of
Contemporary research in Business Vol4,No.6

Armstrong, M. 2009. A handbook of Personal Management Practices. Kogan Page

Limited Landon

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Organizational Behavior

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https://www.dankotuwa.com

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of Relapse Prevention Training and Transfer Climate”, Human Resource
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performance. PERSONNEL PSYCHOLOGY, 23,297-307

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Robert H. 2007.Training and Development : A better way, Vol 52.

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5. APPENDIX: 1

Questionnaire

Survey – The Impact of Training and Development on Employee Performance

About this study

This questionnaire will use for the survey which conducted by Chandeepani
Liyanarachchi for the requirement of undergraduate research in Business
Management of University college in Dublin Please note that all information collected
during this survey will be treated with strictest confidentiality. Thank you for your
participation & cooperation.

SECTION A: BASIC PROFILE OF RESPONDENT

Please tick (V) the appropriate answer:

1). Age (Years)

18 – 25 26-45

46-55 Above 56

2). Gender:

Female Male

3). Level of education

a. None b. Primary

c. Secondary d. University

4). How long have you been working at Dankotuwa Porcelain

1. Below 1 year 2. Between 1-5years

3. Between 5-10 years 4. Above 10 years

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SECTION B: EFFECTS OF TRAINING & DEVELOPMENT

Please note down the relevant answers for following questions

1- Strongly agree 2- Agree 5- Strongly disagree

3- Moderate 4- Disagree

1 2 3 4 5
Employee Experience
1.1 Always teamwork develop my skill
1.2 Supervision guild to work efficiency
1.3 Job rotation again overall job knowledge
1.4 New technologies effect to quality of the work
1.5 On the job training provides a necessary guidance to develop
skills
Education Level
2.1 Training programs provide a necessary job knowledge
2.2 Obtain academic qualifications useful to develop skills
2.3 E-learning provides a platform to easy access to job
knowledge
2.4 Sharing expertise’s knowledge helpful to job efficiency

2.5 Academic qualifications guidance to improve quality of work

Employee Behavior
3.1 Salary increment needed after successfully completion of
training programs
3.2 Attending training programs one of useful criteria to promote
the employees
3.3 Completion of training programs one of useful criteria to
employee bonus calculation
3.4 Awarding certificates after training program motivate the `
employees
3.5 I believe that training programs change the attitudes of
employees
Job Performance
4.1 Training is necessary for any employee for developing his
skills
4.2 Training bridges the gap between job requirements &
competence of an employee
4.3 Training and development boost up the morale of the
employees
4.4 Improved communications skills after attending the training
programs
4.5 Increased integrity and job loyalty after attending the training
programs

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 Confirmation Certificate

Congratulations!

You have successfully completed the Library Plagiarism Quiz.

Student Name: L.A.A.D.J.C. Liyanarachchi

Student Number:17207163

Date: 07th July 2019

THIS IS TO CERTIFY THAT (signature) L.A.A.D.J.C Liyanarachchi ……HAS

COMPLETED THE PLAGIARISM QUIZ

Remember that the confirmation certificate is a statement by you that

you understand plagiarism and know how to avoid it. If you think that
you do not understand plagiarism and how to avoid it after working
through this tutorial, you should confer with your module coordinator, no
matter what score you have obtained on the test.

Please print out this page and attach a copy of the certificate to the final page in all assignments
you submit on each module as part of your programme

(It is your responsibility to print the certificate, complete the information, sign it, and keep a copy of it for your
records)

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