SEMESTER APRIL 2022

SESSION 1/21/34

PQS3143
BUSINESS RESEARCH

TITLE: THE IMPACT OF E-TRAINING TO

ADMINISTRATIVE EMPLOYEE’S PERFORMANCE.

NAME MATRIX ID GROUP

SITI HANISAH BINTI MOHD NOH 4202037691
5
NUR ATIRA BINTI TAJUDDIN
(WEEKEND CLASS)
DAYALAN
ABSTRACT

The research paper is about The Impact of E-Training to Administrative Employee’s

Performance. The purpose of the research is to find if there is a positive relationship
between the variables involved. The objective is to determine the influences of cooperation
towards e-training effectiveness, to address the influence of professional development
towards e-training effectiveness and to determine the influence of engagement towards e-
training effectiveness. The research methodology consists of the causal research design and
the data was collected through the quantitative method which is by distributing the
questionnaire to the administrative in public who are working at Klang Valley area. The
findings after the data were collected prove that there is a positive relationship between
cooperation, professional development and engagement towards e-training effectiveness.

CHAPTER I : INTRODUCTION

1. INTRODUCTION

Organizations spend a lot of time and money educating their personnel in order to guarantee
that the company's objectives are met. Increasing productivity necessitates efficient and
effective use of the company's personnel and material resources. Because of how crucial
they are to an organization's success or failure; workers are sometimes referred to as "the
most precious asset." Companies need employees because their abilities can be used in
certain ways. There are two ways in which skilled workers may be brought in: via recruitment
or through in-house training programmes. Individuals need to be taught the attitudes and
behaviours necessary to perform well in order to be properly trained. In order to improve
productivity and raise standards, training aims to alter the employee's behaviour in the
workplace. In turn, this raises their level of competence, alters their outlook on the job, and
strengthens their devotion to the organisation, all of which lead to better productivity. Staff
appreciation and promotions are a common way in which organisations show their
appreciation for hard work and the contributions of their employees. To meet their standards,
every industry must deal with various operations. Several studies have shown that effective
training techniques and a variety of worker performance indicators have a strong connection.
Accuracy, thoroughness, cost, and time efficiency are all factors that contribute to a project's
performance. In order to work alongside people with higher credentials, individuals with
lower qualifications need more intensive training and a higher level of desire than those with
higher qualifications.

As a result, firms must provide comprehensive training and development opportunities for
their workers, who are the very fabric of the company.
2. PROBLEM STATEMENT:

Knowledge and skills acquired by a workforce are becoming more vital to its performance
competitiveness, and as such, should be included into policies and the focus of focused local
action. The quality of an organization's workforce has a significant impact on its ability to
succeed, underscoring the need of ensuring that all workers have access to ongoing
opportunities to expand their knowledge, skills, and abilities. An important part of this
strategy is making sure that HR endeavours are aligned with overall business goals. Human
resource management is seen to be an important organisational aspect that shapes
workplace relationships. In a similar vein, HR procedures like on boarding, ongoing
education and development, and performance and compensation evaluation affect
employees' service relationships with their employers. Improvements in employee retention
may be achieved via a combination of internal promotions, labour-management
collaboration, and training and development for existing staff.

1. Now organisations are moving from manual (traditional training) to e-training. 

2. Effectiveness, e-training is still very weak (outcome/improving employees
performance) (there is no clearly define e-training is effective/improving employee
performance)

3. RESEARCH OBJECTIVES: (Atira)

1. To determine the cooperation of administrative employee’s in e-training.

2. To address the professional development from e-training to administrative employees

performance.

3. To determine the engagement of e-training method to employees performance.

4. RESEARCH QUESTIONS: (Dayalan)

1. What are the factors that influence e-training effectiveness

2. What are the employee perceptions on the impact of e-training on improving
employee’s performance.
3. What are the attitudes of administrative leaders and employees toward the training
components (identification of training needs, selection of trainees, and course
design)?
4. What impact does training have on employee performance?
5. What effect does the training content have on the performance of operational level
employees in the chosen apparel company?
 6. What are the training methods that are used?
7. Do all employees need training?

RESEARCH QUESTION : (Hanisah)

What are the factors that influence e-training effectiveness (6 ikut iv)
1. Does the Cooperation have a significant influence towards e-training effectiveness?
2. Does the Professional Development have a significant influence towards e-training
effectiveness?
3. Does the Engagement have a significant influence towards e-training effectiveness?
4. What are the employee perceptions on the impact of e-training on improving
employee’s performance?

CHAPTER II : LITERATURE REVIEW

5.0 LITERATURE REVIEW

5.1 E-training

E-training is described as the use of electronic media for educational and training
purposes in order to improve training participants' abilities and performance (Siswanto et al.,
2018). It is training that is provided electronically in order to exchange knowledge through
the use of communication technologies such as voice, image, or both. (Al Mashagbh, Din et
al., 2019; Durmaz et al., 2018). E-learning resources are paired with chances for open
discussion and involvement, with learner data used to achieve the desired training objectives
and aims.

In recent years, internet use has had a significant impact on the culture of training in
many universities and organisation, particularly in the field of human resource training. This
has contributed significantly to the growing importance of e-learning and its dominance over
in-person training. In order to provide workplace training, an increasing number of
organisations are turning to electronic methods and practises. Training is essential for the
professional development of human resources and the achievement of an organisation's
objectives. This has been made possible, in part, by utilising multimedia and digital
resources that can be used and reused in a variety of learning and training settings
(Barragán-Sánchez et al., 2018). E-learning and e-learning are effective methods for
improving training outcomes. They can have an impact that extends beyond job-specific
training and can become an essential component of employees' professional development
(Satiman & Boonlue, 2020).
 Previous research has shown that the human factor is an important and adaptable
component of high institutional productivity. Distance learning, also known as distance
education, online learning, and e-learning/training, is a type of education in which trainer and
trainees are physically separated during instruction and various technologies are used to
facilitate trainer-trainees and trainees-trainees communication (Simonson, 2016). Some of
these definitions came true as a result of arguing about other meanings, while others came
about simply by comparing determining characteristics with other current terms. Ellis (2004),
in particular, disagrees with authors such as Nichols (2003) who define Online Learning as
only being accessible through technological tools that are either web-based, web-distributed,
or web-capable. Previous research has shown that the human factor is an important and
adaptable component of high institutional productivity. Training contributes to its
effectiveness by improving employees' abilities to meet a variety of workplace development
needs (Al-Hila et al., 2017). Universities and trainers can now provide environments for
learning and training that improve employees' knowledge, skills, and attitudes (Yusuf &
Hasnidar,2020).

E-learning has many advantages, including cost-effectiveness, timely content, and

access flexibility (Hong, Lai, & Holton, 2003; Lorenzetti, 2005; Rosenberg, 2001). According
to Bouhnik and Marcus (2006), e-learning provides four distinct advantages: (1) freedom to
choose when each online lesson is learned, (2) independence from time constraints, (3)
freedom to voice thoughts, and (4) access to the course's online resources.

Despite all of the perceived benefits of e-learning, research shows that a substantial
percentage of students who begin e-learning courses do not complete them (Dutton & Perry,
2002). Many people are unsatisfied with their online learning experience. Loh (2007)
discovered that system quality, information quality, and perceived utility all positively
influenced e-learning efficacy in the Malaysian manufacturing industry. Md. Hashim Nordin
(2007) discovered that information quality and system quality were important factors leading
to an increase in usage and user satisfaction of e-learning in the workplace in another study
that investigated the factors contributing to continuance intention and user satisfaction in e-
training. It was also discovered that a higher level of satisfaction increased the inclination to
continue using.

5.2 Employee performance

Employees' use of e-learning had variable connections with job productivity,

performance, satisfaction, and organisational commitment. It was discovered that using
technology alone will not produce the intended results; businesses must specify a balance of
E-learning initiatives and managerial support (Ellis, Kevin D., 2014). To justify the
expenditure, comprehensive assessment and evaluation of real organisational learning
advantages resulting from e-training are required.

One of the criteria used to determine whether or not a work is done well is
performance. Employee performance is the result of effort connected to organisational
success and failure (Sopiah, Kurniawan, Nora, & Narmaditya, 2020). Performance is a
crucial method for management to communicate goals and performance criteria, as well as
to drive future individual performance for the benefit of organisational sustainability (Shafini
et al., 2016). Mangkunegara (2015) defines employee performance as having four
indicators: quality, quantity, reliability in task implementation, and attitude.

Some key issues to consider are, "Are the employees’ content with the e-training
system offered by the organisations?" and, more crucially, "Are they eager to pursue e-
training in the future, and are the benefits outlined realised?" Understanding the important
aspects that contribute to user happiness and effective training results is critical for
companies seeking to reap the benefits of e-training. Companies are currently hiring
employees from the millennial generation, which was born between 1980 and 2000.
Millennials are described as technologically savvy, eager to succeed quickly, easily
discouraged, and seeking instant gratification. This is undoubtedly distinct from previous
generations and represents one of the new challenges for the workplace (Pyöriä, Ojala,
Saari, & Järvinen, 2017). Millennials are people who were born between 1980 and 2000.
(Murphy, Gibson, & Greenwood, 2010; Schultz, Schwepker, & Good, 2012). Millennium is a
generation of young people defined by their daily use and adaptation of technology, as well
as their values, life experiences, motivation, and general purchasing behaviour (Smith &
Nichols, 2015; Yigit & Aksay, 2015). This generation is a group of consumers and world
residents known as Generation Y, Millennials, and Echo Boom (Moreno, Lafuente, Carreón,
& Moreno, 2017).The current study aims to identify the essential aspects that influence e-
training efficacy in businesses.

(Christian & others, 2007) have found that infrastructure readiness has a significant
impact on work performance, particularly when portable devices are employed as primary
references for content during and after training.

Corporate E-learning is intended to increase job performance and satisfaction, as

well as to develop a productive and competitive workforce. Some corporate leaders engage
in E-learning for a variety of reasons, including the desire to gain a competitive advantage
and the necessity for globalisation. Other business executives use E-learning to meet the
need for learning while staying within budget limits. An organization's executives can link
employee requirements with strategic corporate goals by establishing a competitive edge.
With globalisation, corporate executives require sophisticated communication platforms such
as the Internet and other e-learning technologies to reach stakeholders all over the world.
5.3 The Factors That Influence E-Training Effectiveness

5.3.1 Professional Development

5.3.2 Cooperation

Cooperation in e-training is the instructional strategy used to maximize

administrator in both individual and group e-training. Administrators perceive that
they can only accomplish their e-training goals if and only if the other group also
accomplishes their goals in cooperation e-training, where there is a positive
interdependence among administrative goal attainments (Deutsch, 2018). Providing
administrators with a better training platform is the main goal of the collaboration for
the e-training system. We can always check the system's emphasis on efficiency and
knowledge-level learning. It can raise both the standard of work and administrative
prowess. It will benefit because this system produces win-win outcomes with the
assistance of administrative personnel on the e-training.

Next, D. W. Johnson and R. Johnson (2019) mention that cooperation in e-

training is more effective than competitive or individual efforts in terms of
achievement and retention. As a result, some procedures in the e-training were
effective in terms of cooperation because they combined cooperative, competitive,
and individual efforts, while others were only effective in terms of cooperation among
the administration.

In addition, participation in administrative e-training is associated favourably

with several measures of psychological well-being, including emotional maturity,
harmonious relationships with others, a strong sense of self, the capacity to
overcome challenges, social skills, and an unwavering belief in the goodness of other
people. Individual feedback, as opposed to group feedback, produced e-training for
greater achievement and perception of cooperation, goal interdependence, and
resource interdependence (Archer-Kath, Johnson, and Johnson 2017).

5.3.3 Engagement

Employee engagement is defined in both psychological and emotional terms.

It is critical for organisational performance in both circumstances. Employee
management can be defined psychologically as a fulfilling, positive, and work-related
 mental state characterised by vigor, dedication, and engagement (Welch, 2017).
Therefore, mental and physical engagement is the aspect that is determined by e-
training effectiveness. This will put maximum effort into the employer and job to make
e-training more efficient.

Employee engagement can be used as a mediator to improve employees'

behaviour, intentions, and attitudes toward greater work performance. The
administrator should help the manager in providing development assistance, career
support, and recognition to support e-training smoothly (Andrew and Saudah, 2018).

RESEARCH FRAMEWORK: (Atira)

Independent Variable Dependent Variable

Professional H1

Development

H2
Cooperation E-training Effectiveness

H3
Engagement
HYPOTHESIS: kait dgn IV & DV (Hanisah)

H1: There is positive impact between Cooperation and the e-training effectiveness.

H2: There is a positive impact between Professional Development and the e-training
effectiveness.

H3: There is a positive impact between Engagement and the e-training effectiveness.