BUSINESS RESEARCH PROJECT

ON
THE IMPACT OF TRANING AND DEVELOPMENT ON
EMPLOYEES PERFORMANCE IN JINDAL
STAINLESS STEELWAY LIMITED
GURUGRAM,HARAYANA
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE BACGELOR DEGREE IN BUSINESS ADMINSTRATION
OF

HEMVATI NANDAN BAHUGUNA GARHWAL

UNIVERSITY
SUPERVISED TO:
MR. ARPIT WALIA
HOD
Department of Management
SUBMITTED BY:
ABID HUSSAIN
ROLL NO. 20203510008
(BATCH 2020-23)
 CERTIFICATE
It is to certify that ABID HUSSAIN are bonafide student of 5th
Semester of the Bachelor’s degree in Business administration
(Batch 2020-23), of Alpine Group of institute, Dehradun.
They have completed business research work entitled “THE
IMPACT OF TRANING AND DEVELOPMENT ON EMPLOYEES
PERFORMANCE” under my guidance.
I certify that this is there original efforts and this project has also
been submitted in any other institute/University for the purpose of
award of any degree under my guidance.
This project fulfils the requirement of the curriculum prescribed
by this institute for the said course. I recommend this project
work for evaluation and consideration for the award of Degree to
the student.

Signature:
Name of the Guide:
Designation:
Date:
 ACKNOWLEDGEMENT

On the very outset of this report, I like to Extend my sincere and

heartfelt obligation to all the persons who have helped me in this
endeavor. Without their active guidance, help, cooperation and
encouragement, I would not made headway in the project.

Firstly, we feel the sense of gratitude to the who gave this

commendable opportunity without which I cannot start this
project.

Secondly, we thankful to Internal guide who helped me at

every fact of this project and guide me on the every headway
of this project.
++

NAME BBA
ABID HUSSAIN HUMAN RESOURCE
MANAGEMENT
 FACULTY DECLARACTION

This is to certify that ABID HUSSAIN the student of ALPINE GROUP OF

INSTITUTES has undertaken his project work under my supervision . Her
survey title is “THE STUDY OF IMPACT ON TRANING AND DEVELOPMENT
ON EMPLOYEES PERFORMANCE”

This project has undertaken for the partial fulfillment of requirement for
ward of BBA.

This is further certified this work has not been submitted elsewhere for the
award of my degree and has not been published for any other purpose to
the best of my knowledge. This information collected through this survey
work shall be used only for research purpose.

MR. ARPIT WALIA

SIGNATURE
ALPINE GROUP OF INSTITUTE
DEHRADUN, UTTRAKHAND
 CONTENTS

CERTIFICATE 2
ACKNOWLEDGEMENT 3
FACULTY DECLARACTION 4
ABSTRACT 5
INTRODUCTION 6
LITERATURE REVIEW 7
OBJECTIVE 8
METHODOLOGY OF THE STUDY 9
MEASURES AND SCALES
10
ANALYSIS AND RESULTS
11
DISCUSSION AND FINDINGS OF THE STUDY
12
RECOMMEDATION
13
CONCLUSION
14
REFERENCES
15
Abstract
Training has become the buzz word in the dynamic competitive market.

Human capital differentiates a great organization from a good one.

Organizations investing in effective training and development for human

resource tend to achieve both short and long term benefits. This study

presents a literature review on the significant of training and development

on employee productivity. Employees tends to become absolute, and

therefore making the need to adapt to the continuous learning and

updating of the skill and knowledge invaluable, due to the organizational,

technological and social dynamics. Thus, in order for organizations to

achieve optimum returns from their investment, there is imperative need to

effectively manage training and development programs. However, the most

vital asset of every organization under stiff and dynamic competition is its

human capital. Training and development is an instrument that aid human

capital in exploring their skills. Therefore training and development is

vital to the productivity of organization’s workforce.

Key words: Employee Training, Employee Development, employee

Productivity
1.INTRODUCTION

Employee training and development has emerged as a major educational

enterprise over the past three decades. This Increase is associated with a

demand in the workplace for employee at all levels to improve performance

in their Present jobs to acquire skills and knowledge to do new jobs, and to

continue their career progress in a changing World of work (Armstrong,

2001;

Craig, 1987). Numerous organizational adages suggest that people are the

key to Any successful business operation. This emphasis is not empty as it

is becoming increasingly clear that no human Enterprise can succeed

without properly skilled and knowledgeable human resource development

professionals (Goldstein & Ford, 2002). Ongoing employee development is

critical to the short and long term success of every Business profit or non-

profit (Becker, 1962; Pittam, 1987). Although definitions frequently include

learning experiences provided to employees to bring about changes in

Behavior that promote the attainment of the goals and objectives of the
organization, the definitions in the literature Range from quite narrow to

broad and all-encompassing. More often, the definitions use the term

human resource Development (HRD), rather than training and development,

to identify the function (Tracey, 1992). “What should Training be called?”

This question has larger implication than may be immediately apparent.

The issue amounts to Much more than a question about semantics or

definitions. Confusion over the name of the training field perpetuates A

perception that, in general, training lacks focus (Rothwell, 1996). This call

for focus is one of the reasons we chose To explore more closely the

definitions of training.

We believe the exploration of training and development definitions is a

natural question given the ongoing dialogue regarding definitions of HRD.

Although some are describing the definitional explorations going on in the

HRD field to be representative of confusion, we view this ongoing

clarification as a natural part of any human endeavor. Those who seek

definition and redefinition are not, in our opinion, adrift or confused but

rather are interested in thoughtful comparisons between the past, present,

and future. The logic in focusing on training definitions in the midst of this

environment of definitional exploration is associated with a definition of

HRD forwarded by McLagan (1989) in which she suggests that training and

development is a significant portion of HRD along with career development

(CD) and organization development (OD). Earlier discussions regarding

definitions of OD (Egan, 2002) and CD (Upton, Egan, & Lynham, 2003) have

added to our understanding of these two elements associated with HRD.

Given prior explorations, we felt that training and/or training and

development should also be explored.

Training and development are often used to close the gap between current

performance and expected future performance. Training and development

falls under HRD function which has been argued to be an important

function of HRM (Weil & Woodall 2005). Amongst the functions activities of

this function is the Identification of the needs for training and development

and selecting methods 17 and programs suitable for these needs, plan how

to implement them and finally evaluating their outcome results (McCourt &

Eldridge 2003, 237. 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 as a result of the issues raised in

the performance appraisal process and their career path needs.

Goldstein, I., & Ford J.K. (2002). Training in organization: needs

assessment, development and evaluation. CA: Wadsworth.

1.1. Definition of key concepts

Human resource management is the way organizations manage their staff

and help them to develop (McCourt & Eldridge 2003, 2) in order to be able

to execute organizations’ missions and goals successfully.

Human resource development is the integration of individual, career and

organization development roles in order 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, 6).

Training is a type of activity which is planned, systematic and it results in

enhanced level of skill, knowledge and competency that are necessary to

perform work effectively (Gordon 1992).

Development is a broad ongoing multi-faceted set of activities (training

activities among them) aimed at bringing someone or an organization up to

another threshold of performance, often to perform some job or a new role

in the future (McNamara 2008).

Employee performance is defined as the outcome or contribution of

employees to make them attain goals (Herbert, John & Lee 2000) while

performance may be used to define what an organization has

accomplished with respect to the process, results, relevance and success

Uganda National Development Program (1995). 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.

The term “Training” is large range of things and often used in knowing the

changes in the behaviours based on experience and encountered the same

in our lives. Training is a learning experience which has capacity to make

positive changes and reaches the desired objectives of organization.

Oxford dictionary defines “training” is the process of learning the skills that

you need to do a job. Training plays vital role to support the competitive

edge over esteemed respective competitors of any organization in

perspective of changing business horizon. Training and Development

are vertical in HR domain and it is crucial updating of methods with

respect to change in business activities. Training is one of the

parameter for enhancing the ability of workforce for achieving the

organizational activities. There are different approaches for creative

training which produce enhanced human capital that play important role

to render knowledge and intellect for accomplishing organizational goals.

Outbound training is a one of the training method to enhance

organizational performance based on experimental learning.

The term “Training” is large range of things and often used in knowing the

changes in the behaviours based on experience and encountered the

same in our lives. Training is a learning experience which has capacity to

make positive changes and reaches the desired objectives of organization.

Oxford dictionary defines “training” is the process of learning the skills that

you need to do a job. Training plays a vital role to support the competitive

edge over esteemed respective competitors of any organization in

perspective of changing business horizon. Training and Development

are vertical in HR domain and it is crucial updating of methods with

respect to change in business activities. Training is one of the

parameter for enhancing the ability of workforce for achieving the

organizational activities. There are different approaches for creative

training which produce enhanced human capital that play important role

to render knowledge and intellect for accomplishing organizational goals.

Outbound training is a one of the training method to enhance

organizational performance based on experimental learning.

The term “Training” is large range of things and often used in knowing the

changes in the behaviors based on experience and encountered the same

in our lives. Training is a learning experience which has capacity to make

positive changes and reaches the desired objectives of organization.

Oxford dictionary defines “training” is the process of learning the skills that

you need to do a job. Training plays a vital role to support the competitive

edge over esteemed respective competitors of any organization in

perspective of changing business horizon. Training and Development are

vertical in HR domain and it is crucial updating of methods with respect to

change in business activities. Training is one of the parameter for

enhancing the ability of workforce for achieving the organizational activities.

There are different approaches for creative training which produce

enhanced human capital that play important role to render knowledge and

intellect for accomplishing organizational goals. Outbound training is a one

of the training method to enhance organizational performance based on

experimental learning.

Nowadays, employee’s enrollment in training program has increased over

the years in order to develop skills to sustain in this knowledge economy.

Companies carry out training programs both in-house and outdoor for

developing employee skills, also encouraging the employees for learning

outside the work environment. These outdoor training programs expected

to create awareness and promotes out of box thinking.

Training is the most important factor in every sector because the training

increases the efficiency and effectiveness of both employees and

organization. It is to enhance the capabilities of employee, who have more

experience and better performance based on their skills and competencies.

Training is required in the workplace, because without training, employees

don’t have their responsibilities and duties. It is one of the crucial functions

in human resource management which refers to capacity and capability

building on employee or organization to meet standard performance level.

1.2. Importance of Training:

Training is important and an imperative tool for organization to

improve the performance of all employees for organizational growth and

success. It gives benefit to both employees and employers and make more

efficient and productive in all aspects. Every organization can develop and

enhance the quality level of employees by providing comprehensive training

and development. It is essential not only for increasing productivity and

also to motivate and inspire the employees by let them know the

importance of their jobs and their need to perform those jobs (Anonymous,

1998). Some of the benefits through employee training are: increased job

satisfaction and morale, increased motivation, increased efficiencies in all

process, financial gain, increased capacity to adopt new technologies and

methods, innovation in products and reduced employee turnover.

1.3. Training and Development Enhance Employee

Performance

Employee training and development programs are critical for enhancing

employee performance. In fact, a 2019 report published in The International

Journal of Business and Management Research indicates that 90% of

employees surveyed agreed or strongly agreed that training and

development programs improved their job performance.

Companies can offer many kinds of in-person or online training and

development opportunities for employees. And they can use in-house

training, third-party training, or off-site activities to provide those

opportunities. These are some types of training and development often

available to employees:

 Management training

 Sales training

 New employee training

 Mentoring programs

 Apprenticeships

Training for New Responsibilities

Whether they are cross-training to understand multiple roles or moving into

new positions, employees can prepare for additional responsibilities

through training and development opportunities. Training and development

programs can help employees learn the skills they need in their current

roles and introduce leadership skills and software knowledge they will need

in the future. One form of training, apprenticeship, allows employees to

start as trainees and progress to a higher-level role.

Learning About Industry and Technology Updates

Employee training and development programs can help staff stay up to

date on changes in their industry, such as in ethics, safety, or quality

standards. They also can show staff new ways to think and work,

employing updated technology and processes and educating workers

about cybersecurity threats. Putting these new tools and practices to work

in their day-to-day roles can lead to better outcomes for employees — and

their employers.

Adapting to Remote Work

Safety precautions related to the COVID-19 pandemic moved about 80% of

employees to remote work, according to research firm Brandon Hall Group.

Since most of the employees previously worked on-site, companies and

those working for them have grappled with finding and implementing new

tools and resources to accommodate this new environment for work.

Training and development focused on these new processes can aid in

making this transition.

Updating New Employee Training

New employees often receive training as part of the onboarding process.

But refreshers on the information they learned in that training are valuable.

The lessons often are easier to digest once employees are more familiar

with the organization and their own roles. Additionally, these updates

provide opportunities to reinforce diversity, equity, and inclusion (DEI)

education. Companies often mandate that employees complete annual

training courses on important issues such as anti-harassment and legal

compliance.

Addressing Performance Review Findings

Training and development programs can help employees build on strengths

and address deficiencies identified in their performance reviews. These

reviews often recommend knowledge or skills on which an employee

should focus for improvement, and training and development efforts can

help the employee meet that need. Training and development programs

also can help employees discover areas in which they could use additional

educational opportunities and support.

Developing Soft Skills

Employee training and development programs can strengthen the soft

skills that are essential in adapting to changes at work and in society.

Training that highlights examples of soft skills such as resilience,

emotional intelligence, and agility in professional settings can create an

atmosphere that fosters productivity and camaraderie.

1.4. TRAINING AND DEVELOPMENT BOOST EMPLOYEE

PRODUCTIVITY

Employee productivity is another area where the importance of training and

development can be seen. Employees who take part in effective training

and development programs work more efficiently. To evaluate the

effectiveness of their employee development and training programs,

organizations can perform these measures, according to HR Technologist:

 Measuring performance results — Evaluating work outcomes to

determine levels of improvement

 Giving pre- and post-training assessments — Asking employees to

share what they expect from training and development programs and

whether the company’s efforts met those expectations

 Mining data — Studying data such as time spent on a course or

dropout rates to glean insights about how employees are engaging

with the content

 Conducting polls and tests — Polls and competitions within the

training can measure employees’ knowledge and engagement

Employee productivity can be an indicator of a training’s effectiveness.

Below are some examples of ways that training and development

programs boost employee productivity.

1.4.1 Improving Task Management

Training and development programs help employees manage tasks

individually or in teams, relying on a greater understanding of processes

and clearly defined goals. Because employees are well-versed in the skills

required for their job, they will require less time to find ways to perform

tasks.

1.4.2 Targeting Required Skills

Providing training and development to employees allows employers to

pinpoint the knowledge and skills they want their employees to have.

Training and development programs can educate employees about new

skills or provide updates on existing skills to enhance productivity.

1.4.3 Encouraging Continuous Improvement

Today’s ever-changing technologies call for upskilling on a regular basis,

and training and development programs provide that opportunity. These

efforts encourage innovation and a willingness to take risks to improve

processes — with less need for supervision.

1.4.4 Instilling Confidence

Not only will employees who have participated in training and development

programs be more confident in their knowledge and abilities, but so will

their managers. This confidence fosters a sense of enthusiasm and

accountability for work results.

1.4.5 Clarifying Expectations

Training and development programs can help organizations clarify for staff

the expectations they have of them. This effort promotes a performance-

based culture in which employees set attainable goals based on well-

defined organizational principles.

1.4.6 Enhancing Employee Engagement

When employees know they have a supportive employer, they are

more engaged and enthusiastic about performing at a high level.

Providing employees with training and development opportunities

shows an employer is willing to support its employees throughout

their careers.

1.5. TRAINING AND DEVELOPMENT ASSIST WITH

IMPROVING COMPANY CULTURE

Improving company culture is another benefit of providing employee

training and development programs. Chris Dyer, author of the 2018

book The Power of Company Culture, reports that training and

development opportunities are in line with attributes he calls the key pillars

for a strong company culture:

 Transparency — Communicating about organizational details such as

staff feedback and financial status

 Positivity — Accepting challenges by building on an organization’s

strengths

 Measurement — Collecting, measuring, and evaluating information.

 Acknowledgment — Praising and rewarding good work

 Uniqueness — Advancing a company’s unique qualities

 Listening — Encouraging active listening that leads to action

 Mistakes — Fostering an environment where employees learn from

missteps

Dyer notes that company leaders should be open about the importance of

training and development to the company and its employees as part of a

positive culture. The following are among the ways training and

development programs can help improve company culture.

1.5.1 Reducing the Need for Constant Supervision

Training and development programs can enhance employees’ competence

in their own jobs and familiarize them with the work required of others on

their team. This improved task management and teamwork help reduce the

need for close oversight.

1.5.2 Attracting and Retaining Talent

A training and development program that addresses individuals’ strengths

and values shows a company’s commitment to promoting each employee’s

learning and growth. This focus on innovation and overcoming personal

challenges makes an organization more attractive to top talent.

1.5.3 Boosting Employee Morale

Mastery of a task — even if it is mundane or relies on a skill with which an

employee already is familiar — provides a sense of accomplishment.

Providing training opportunities that allow employees to excel helps give

them a sense of self-worth and improves morale.

1.5.4 Providing a Path for Improvement

Training and development programs provide a clear path for employees to

learn and advance. Learning that addresses specific needs for a current or

future role helps employees set a course for their own success.

1.5.5 Helping Employees Feel Recognized

Successful training and development programs feature recognition of

employees’ learning achievements. In fact, LinkedIn Learning’s “2020

Workplace Report” shows that many employees were more likely to take

part in training if management recognized their learning efforts. Younger

employees, in particular, responded to the appreciation of their managers,

with 44% of employees under age 22 falling into this category.

1.5.6 Cementing Employee Knowledge of Company Culture

Training and development programs can help companies emphasize their

commitment to addressing issues such as diversity and inclusion in the

workplace and how their employees can help champion those priorities. A

company’s core values — and how training and development programs

advance those values — should be clear in programs that promote

employee learning and growth.

1.5.7 Embracing Individual Values

Holistic training and development programs celebrate differences and

encourage learning based on individual interests and backgrounds.

Promoting an understanding of other employees’ cultures and values

improves teamwork and helps create a more inclusive and cohesive team.

1.5.8 Enhancing an Organization’s Reputation

Employees who take part in staff training and development are more likely

to feel good about their employers. They also are more likely to perform

their jobs well, yielding a positive performance that enhances a company’s

reputation among customers and other stakeholders.

1.6.Frequently Asked Questions (FAQ's)

1. WHAT IS THE PURPOSE OF TRAINING AND DEVELOPMENT IN ORGANIZATIONS?

The reason why training is absolutely essential for any business is -

1.6.1 Lowers Attrition

Training is one of the best ways to value your employees. It shows

them that you are as invested in their well being and growth as they

are in the your growth as a company. Employees who are looked after

will never want to look elsewhere.

1.6.2 Prepares for upcoming challenges

Training can be a pre-emptive step to train employees for

expected/unexpected changes in the industry. In times like ours

when trends change constantly under the influence of online

evolution, keeping our teams prepared just makes good sense.

1.6.3 Fosters Leadership

There is no better way to create future leaders than to train the best

bunch. This will also lead to a clear career path for employees

preventing attrition and dissatisfaction.

1.6.4 Growth of the company

Any company dedicated to training its workforce will only prosper and

move forward. The employees are a major part of a company's

 assets and taking care of them will mean taking care of the

organisation.

2. WHAT ARE THE TYPES OF TRAINING AND DEVELOPMENT?

The types of training programs are -

o Technical training is a type of training meant to teach the new

employee the technological aspects of the job.

o Quality training refers to familiarizing employees with the

means of preventing, detecting, and eliminating non-quality

items, usually in an organisation that produces a product.

o Skills training, the third type of training, includes proficiency

needed to actually perform the job.

o The fourth type of training is called soft skills training. Soft

skills refer to personality traits, social graces, communication,

and personal habits that are used to characterize relationships

with other people.

o Professional training is a type of training required to be up to

date in one’s own professional field.

3. WHAT ARE THE EXAMPLES OF TRAINING AND DEVELOPMENT?

The examples of training and development could be that tax laws

change often, and as a result, an accountant must receive yearly

professional training on new tax codes. Lawyers need professional

training as laws change. A personal fitness trainer will undergo yearly

certifications to stay up to date in new fitness and nutrition

information. In a consulting business, technical training might be

used so the consultant knows how to use the system to input the

number of hours that should be charged to a client. In a restaurant,

the server needs to be trained on how to use the system to process

orders.

4. WHAT ARE THE BENEFITS OF TRAINING AND DEVELOPMENT?

The benefits of training and development are -

o Employee training and development increases job satisfaction

and morale among employees.

o Reduces employee turnover.

o Increases employee motivation.

o Increases efficiencies in processes, resulting in financial gain.

 o Increases capacity to adopt new technologies and methods.

o Increases innovation in strategies and products.

5. WHAT IS THE BEST PRACTICE FOR TRAINING AND DEVELOPMENT OF

EMPLOYEES?

Some of the best practices for training and development of

employees are -

o Align training with management’s operating goals -

 Management always has operating goals like better

performance, productivity, quality, or customer satisfaction, to

name a few. Once you know the goals, you can design targeted

programs.

o Survey your employees first - The best source of information

about organisational performance and needs are the current

employees. They know a lot about what’s going on and what, if

anything, should be changed.

o Consider different learning styles and methods - While creating

learning content and courses for your L&D staff, keep in mind

that they’ll each have different learning styles and methods too,

the same way the rest of the employees do. Make sure you

have learning materials available for each type of learning style.

 o Measure results - Successful companies measure outcomes to

make sure they continue to get the biggest bang for their buck.

6. WHAT IS THE MOST CHALLENGING ASPECT OF LEADERSHIP TRAINING AND

DEVELOPMENT?

One of the most challenging aspects of leadership training and

development is ensuring strategic alignment between training

programs and business goals. It’s important not just to look at

business goals but also why the organisation has those goals.

7. WHAT IS TRAINING AND DEVELOPMENT IN HRM?

Training and development is one of the main functions of the human

resource management department. Training refers to a systematic

setup where employees are instructed and taught matters of

technical knowledge related to their jobs. It focuses on teaching

employees how to use particular machines / software's or how to do

specific tasks to increase efficiency.

Whereas, development refers to the overall holistic and educational

growth and maturity of people in managerial positions.

 Training and development in human resource management is the

foundation for getting the best out of each and every employee.

8. HOW IS EMPLOYEE TRAINING AND DEVELOPMENT INTEGRATED WITH TALENT

MANAGEMENT STRATEGIES?

Talent management is defined as the methodically organized,

strategic process of getting the right talent onboard and helping them

grow to their optimal capabilities keeping organisational objectives in

mind.

The process thus involves identifying talent gaps and vacant

positions, sourcing for and onboarding the suitable candidates,

growing them within the system and developing needed skills,

training for expertise with a future-focus and effectively engaging,

retaining and motivating them to achieve long-term business goals..

9. WHY DO COMPANIES SPEND MONEY ON TRAINING AND DEVELOPMENT?

Companies spend money on training and development as -

o Training opportunities increase employee retention.

o Training is cheaper than replacing.

 o Regular training is a must for remaining current with industry

trends and technologies.

o When it comes to filling an open position, training a current

employee in a new skill and moving said person between roles

or departments is a potential cost savings rather than hiring a

new one.

10. WHAT IS DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT VIS-A-VIS

LEARNING AND DEVELOPMENT?

Training and Development - It is a learning process in which

employees get an opportunity to develop a skill, competency and

knowledge as per the job requirement. It can be referred to as job

focused.

Learning and Development - It is a broader term in which the

employee gains more knowledge through other learning methods

than just training (which is one dimensional and is focused on job

requirement). It focuses on career and is a motivational factor.

2.Literature Review

Human resource is the very important and the backbone of every

organization and it is also the main resource of the organization. So

organizations invest huge amount on the human resource capital because

the performance of human resource will ultimately increase the

performance of the organization. Performance is a major multidimensional

construct aimed to achieve results and has a strong link to strategic goals

of an organization (Mwita, 2000) .As the Mwita (2000) explains that

performance is the key element to achieve the goals of the organization so

to performance increase the effectiveness and efficiency of the

organization which is helpful for the achievement of the organizational

goals. But the question arise that how an employee can work more

effectively and efficiently to increase the growth and the productivity of an

organization (Qaiser Abbas and Sara Yaqoob). There are many factors

which improves the work of the employee such as flexible scheduling,

training etc.

It is very necessary for the organization to design the training very carefully
(Michael Armstrong, 2000). The design of the training should be according

to the needs of the employees (Ginsberg, 1997). Those organizations

which develop a good training design according to the need of the

employees as well as to the organization always get good results (Partlow,

1996; Tihanyi et al., 2000; Boudreau et al., 2001). It seems that Training

design plays a very vital role in the employee as well as organizational

performance. a bad training design is nothing but the loss of time and

money (Tsaur and Lin, 2004).

3.OBJECTIVES OF THE STUDY

The study investigated the impact of training and development on

employee performance. This research work looks at training and

development as an HRM practices and its effect on employee performance

in the organization. Definitely, the aim of the study is to find out:

 The factor affecting training and development of employees

performance

 The impact of training and development on organizational

productivity

 The impact of training on employees satisfaction

 The need of employees training in organization

4. METHODOLOGY OF THE STUDY

4.1. Sample and Data Collection

10 questionnaires were distributed among the different employees in the

organization. 10 questionnaires were completed information required. The

response rate was agreeable. Convenience sampling technique was used

for this study. The data was gathered by using self-administered

questionnaire and the participation was voluntary.

4.2. Measures and Scales

Two variables were used in this study i.e. Training and development, and

employee performance . Equally 10 questions of training and development

and employee performance were used. All variables were measured using

a 5-point liker scale in which 5 represented strongly agree to 1 which is

strongly disagreeing.
5. ANALYSIS AND RESULTS

The main purpose of this study is to evaluate the impact of training and

development on employee performance in the organization. Here data have

been gathered on the sampled respondents on the impact of training and

development on employees‟ performance, motivation, job satisfaction of

the organization. The findings of this research study and the subsequent

evaluation carried out on the responses reflect the key areas of training and

development and its challenges on employee performance, motivation,

retention and morale. Findings from Employees a total number of twenty

(20) employees were selected to provide answers to the structured

questionnaire .Analysis of survey data is given bellow.

Source: Questionnaire Survey

From this chart it can be said that, 30 percent employees are strongly

believed that they can improve their performance after getting training
where 50 percent are agreed with this training content and 15 percent are

remain neutral to vote for the training provided by the organization.

Source: Questionnaire Survey

This chart is telling that 40 percent employees are strongly agreed with this

statement. 10 percent are disagreed with this content. On the other hand

50 percent are agreed with this statement.

Source: Questionnaire Survey

From this chart it is clear that among 60 respondents are strongly agreed

with the statement while 30 respondents are just agreed but 10

respondents are not agree with this. On the other hand respondents are

remaining neutral. So it can be said that training has high influential impact
on employee performance
Source: Questionnaire Survey

From the above figure it is said that 90 percent employees are strongly

agree with this training content , 10 percent are not agreed with this

statement .Though majority is supporting the content, here the

organization should change the training content in such ways where

employees feel interest to attend the training for better performance.

Source: Questionnaire Survey

From the analysis, 90% of the employees beliefs that training program is

compulsory for better performance and 10% employees are not agree with
this statement.
Source: Questionnaire Survey

The above table telling that among 30 respondents 85% respondents

believed training program helps to create job satisfaction and 15%

respondents don‟t believe this statement. Majority percent respondents are

nagree with this content.

Source: Questionnaire Survey

The table is telling that 20% employees are expressed that on-the-job

training directly effect on performance .On the other hand 15% employees
are believed that off-the-job training directly effect on performance. On the

other hand 40% employees believed that Refresher directly effect on

performance. Rest the employees believed that mentoring are directly

effect on performance. So we can say that what type of training has

positive impact on employee‟s performance.

Source: Questionnaire Survey

From the above table we can say that among 45% employees believed that

quarterly training program improve the performance. On the other hand 45

% once in year training can improve performance and productivity. On the

other hand 10% employees believed that Rarely program improve the

performance. Here majority percent are believed with this statement.

Source: Questionnaire Survey

It shows that among 90% employees believed training has positive impact

on organization while 10% employees are not believed with this statement.
The frequency of training and development has positive impact on

performance.
Source: Questionnaire Survey

From the analysis, 90 % of the employees beliefs that training program is

compulsory for better performance and 10% employees are not agree with

this statement.
6. DISCUSSION AND FINDINGS OF THE STUDY

Training is one of the most potential motivators which can lead to many

possible benefits for both individuals and the organization that helps to

achieve objectives of the organization. This study examined the impact of

training and development on employees‟ performance. The objective is to

evaluate and analyze the impact of training and development of

employee‟s performance. To achieve these objectives a sample of 10

respondents were selected. The study revealed some findings like average

employee strongly belief that training improves skills, knowledge, and

abilities and it helps to create their job satisfaction of employees. This

statement is similar with the view of Ewuim and Ubochi (2007). Basically

better productivity depends on proper training to the employees.

7. RECOMMENDATION

Many organizations have come to the realization of the importance of the

role of training and development programs as it increases the

organization’s staff efficiency, skills and productivity. In order to achieve

the benefits of training initiative. The research shows that there is strong

impact of training and development on employee performance. All

Employees of the organizations find their training and development

beneficial for their performance. Employers should be provided with more

training programs in order to reduce the cost of recruiting and training new

staff members. On the other hand the provision of feedback to employees

after training is recommended in order for employees to become aware of

areas where they can improve their performance.

8. CONCLUSION

Training and Development is an important aspect of human resource

management. It is important for organization to get skilled and

capable employees for better performance, and employees will be

than competent when they have the knowledge and skill of doing the

task. Training and Development would provide opportunities to the

employees to make a better career life and get better position in

organization. Therefore, the purpose of this study is to analyze the

impact of training and development on employee performance. HR

Department is continuously hiring skilled people from wide market

and thus provides trainings to cope with global challenges. Through

various HR activities and training programs they retain talents in the

organization, ensure career path for performers to perform more

efficiently and effectively to contribute more and more.

9. REFERENCES

 Abbas, Q. and Yaqoob, S. (2009). Effect of leadership

development on employee performance in Pakistan.

 Michael Armstrong. 2000. “Understanding training”. Human

Resource Management Practice. 8th Edition. Kogan page

limited, London. pp:543.

 Tsaur, S.H., Lin, Y.C.2004. "Promoting service quality in tourist

hotels: the role of HRM practices and service behavior",

Tourism Management, Vol. 25 pp.471-

 . Carlos A. Primo Braga.1995. “The Impact of the

Internationalization of Services on Developing Countries”.

Article based on a World Bank report, Global Economic

Prospects and the Developing Countries Washington.

 Goldstein, I., & Ford J.K. (2002). Training in organization: needs

assessment, development and evaluation. CA: Wadsworth.

 Egan T.M.. (2002). Organization development: An examination

 of definitions and dependent variables. Organizational

Development Journal, 20(2), 59-71

 McLagan, P.A. (1989). Models for HRD practice. Alexandria VA:

ASTD.

 Upton M.G, Egan T.M., & Lynham S.A (2003). Career

Development: Definitions, Theories, and Dependent variables.