The Impact of Employees’ Training on Their Performance Improvements
Abstract
Purpose: Performance management is an increasingly important part of strategic human resources management. Employee performance is related to many factors, but education and training are two of the most significant. So far, literature has confirmed that a strategic focus on the employee training leads to the successful achievement of an organization’s goals, development, and ultimately to performance. However, there is no consensus about the right level of the training.
Methodology/Approach: The objective of this article is to analyze the impact of training programs on employees’ performance in case of 839 analysts in a Mexican public financial institution. The research was carried out over a two-year period and the data were evaluated using descriptive statistics and ANOVA.
Findings: The results reveal that low number of training hours, together with excessive training of more than 166 hours per year has limited or no impact on the performance. In fact, when employees had more than 166 hours of training, the training was negatively related to their performance.
Research Limitation/Implication: Management of organizations should carefully plan the amount of provided training hours per each employee. The impact of training varies based on seniority and number of hours spent on training, but there are no significant differences between employees’ gender.
Originality/Value of paper: The originality of this article lies in the identification and evaluation of impact of employee training hours on performance in organization, as well as in the identification of breaking point of number of training hours which may lead to actual decrease of performance.
References
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Su, R., 2020. The three faces of interests: An integrative review of interest research in vocational, organizational, and educational psychology. Journal of Vocational Behavior, 116(Part B), pp.103240. DOI: 10.1016/j.jvb.2018.10.016.
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Vnoučková, L., Urbancová, H. and Smolová, H., 2018. Building Employer Image Thanks to Talent Programs in Czech Organizations. Engineering Economics, 29(3), pp.319-331. DOI: 10.5755/j01.ee.29.3.13975.
Wilden, R., Gudergan, S. and Lings, I., 2010. Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), pp.56-73. DOI: 10.1080/02672570903577091.
Acebo, M.N. and Viltard, L.A., 2018. Corporate Culture: A Key to Stimulate Innovation. Independent Journal of Management & Production, 9(3), pp.869-888. DOI: 10.14807/ijmp.v9i3.735.
Aguinis, H. and Kraiger, K., 2009. Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology, 60, pp.451-474.
Alcázar, M. and Flegl, M., 2019. Is popularity of training programs reflected in performance improvements? A case of Mexican public financial institution. Revista Latinoamericana de Investigación Social, 2(2), pp.24-41.
Aswathappa, K., 2005. Human Resource and personnel management. Nueva Delhi: Tata McGrawHill Education.
Avolio, B.J., Walumbwa, F.O. and Weber, T.J., 2009. Leadership: Current Theories, Research, and Future Directions. Annual Review of Psychology Book Series: Annual Review of Psychology, 60, pp.421-449. DOI: 10.1146/annurev.psych.60.110707.163621.
Berke, G., 2001. How to conduct a performance appraisal. Alexandría: ASTD.
Cerne, M., Jaklic, M. and Skerlavaj, M., 2013. Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9(1), pp.63-85. DOI: 10.1177/1742715012455130.
Collings, D.G. and Mellahi, K., 2009. Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), pp.304-313. DOI: 10.1016/j.hrmr.2009.04.001.
Daley, D., 1992. Performance appraisal in the public sector: techniques applications. Connecticut: Quorum Books.
De Vos, A., Van der Heijden, B. and Akkermans, J., 2020. Sustainable careers: Towards a conceptual model. Journal of Vocational Behavior, 117, pp.103196. DOI: 10.1016/j.jvb.2018.06.011.
Diesel, R. and Scheepers, C.B., 2019. Innovation climate mediating complexity leadership and ambidexterity. Personnel Review, 48(7), pp.1782-1808. DOI: 10.1108/PR-11-2018.
Fajčíková, A., Urbancová, H. and Kučírková, L., 2018. Decisive factors of talent management implementation in Czech Organisations. Journal on Efficiency and Responsibility in Education and Science, 11(1), pp.9-15. DOI: 10.7160/eriesj.2018.110102.
Farjad, S., 2012. The Evaluation Effectiveness of training courses in University by Kirkpatrick Model (case study: Islamshahr university). Procedia - Social and Behavioral Sciences, 46, pp.2837-2841. DOI: 10.1016/j.sbspro.2012.05.573.
Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business, 49(2), pp.204-214. DOI: 10.1016/j.jwb.2013.11.004.
Festing, M. and Schäfer, L., 2014. Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), pp.262-271. DOI: 10.1016/j.jwb.2013.11.010.
Fischer, F.M., 2010. The Application of the Controllability Principle and Managers’ Responses: A Role Theory Perspective. Heidelberg: Gabler Verlag.
Gan, F. and Trigné, J., 2006. Manual de instrumentos de gestión y desarrollo de las personas en las organizaciones. Madrid: Díaz de Santos.
Gökhan, Ö., 2015. Program Evaluation through Kirkpatrick's Framework. Pacific Business Review International, 8(1), pp.106-111.
Goldstein, I.L. and Ford, J.K., 2002. Training in Organizations, Belmont, CA: Wadsworth.
Guan, X.Y. and Frenkel, S., 2019. How perceptions of training impact employee performance: Evidence from two Chinese manufacturing firms. Personnel review, 48(1), pp.163-183. DOI: 10.1108/PR-05-2017-0141.
Gursoy, D., Chi, C.G. and Karadag, E., 2013. Generational differences in work values and attitudes among frontline and service contact employees. International Journal of Hospitality Management, 32, pp.40-48. DOI: 10.1016/j.ijhm.2012.04.002.
Hanaysha, J., 2016. Examining the Effects of Employee Empowerment, Teamwork, and Employee Training on Organizational Commitment. Procedia - Social and Behavioral Sciences, 229, pp.298-306. DOI: 10.1016/j.sbspro.2016.07.140.
Hinton, P.R., 2014. Statistics Explained. Routledge.
Huq, A. and Gilbert, D.H., 2013. Enhancing graduate employability through work‐based learning in social entrepreneurship: A case study. Education + Training, 55(6), pp.550-572. DOI: 10.1108/ET-04-2012-0047.
Jain, N. and Bhatt, P., 2015. Employment preferences of job applicants: Unfolding employer branding determinants. Journal of Management Development, 34(6), pp.634-652. DOI: 10.1108/JMD-09-2013-0106.
Joyce, W.F. and Slocum, J.W., 2012. Top management talent, strategic capabilities, and firm performance. Organizational Dynamics, 41(3), pp.183-193. DOI: 10.1016/j.orgdyn.2012.03.001.
Mahmud, K.T., Wahid, I.S. and Arif, I., 2019. Impact of training needs assessment on the performance of employees: Evidence from Bangladesh. Cogent Social Sciences, 5(1), pp.1705627. DOI: 10.1080/23311886.2019.1705627.
McCracken, M., Currie, D. and Harrison, J., 2016. Understanding graduate recruitment, development and retention for the enhancement of talent management: sharpening ‘the edge’ of graduate talent. The International Journal of Human Resource Management, 27(22), pp.2727-2752. DOI: 10.1080/09585192.2015.1102159.
Mpofu, M. and Hlatywayo, C., 2015. Training and development as a tool for improving basic service delivery; the case of a selected municipality. Journal of Economics, Finance and Administrative Science, 20(39), pp.133-136. DOI: 10.1016/j.jefas.2015.10.004.
Musriha, M., 2019. The implication of strategy improving employees training, compensation, motivation and organisational commitment as predictors of work performance in private commercial banks Indonesia. International Journal of Business Performance Management, 20(1), pp.1-15.
Na-Nan, K. and Sanamthong, E., 2019. Self-efficacy and employee job performance: Mediating effects of perceived workplace support, motivation to transfer and transfer of training. International Journal of Quality & Reliability Management, 37(1), pp.1-17. DOI: 10.1108/IJQRM-01-2019-0013.
Nye, C.D., Su, R., Rounds, J. and Drasgow, F., 2017. Interest congruence and performance: Revisiting recent meta-analytic findings. Journal of Vocational Behavior, 98, pp.138-151. DOI: 10.1016/j.jvb.2016.11.002.
Pinzone, M., Guerci, M., Lettieri, E. and Huisingh, D., 2019. Effects of ‘green’ training on pro-environmental behaviors and job satisfaction: Evidence from the Italian healthcare sector. Journal of Cleaner Production, 226, pp.221-232. DOI: 10.1016/j.jclepro.2019.04.048.
Salgado, K., Flegl, M. and Fejfarová, M., 2020. Factors affecting talent retention in tech start-ups. Scientific Papers of the University of Pardubice – Series D, 28(1), pp.138-149.
Su, R., 2020. The three faces of interests: An integrative review of interest research in vocational, organizational, and educational psychology. Journal of Vocational Behavior, 116(Part B), pp.103240. DOI: 10.1016/j.jvb.2018.10.016.
Swailes, S. and Blackburn, M., 2016. Employee reactions to talent pool membership. Employee Relations, 38(1), pp.112-128. DOI: 10.1108/ER-02-2015-0030.
Turner, P. and Kalman, D., 2015. Make your people before making your products: How to maximize the potential of an inclusive workforce. Human Resource Management International Digest, 23(1), pp. 28-31.
Vnoučková, L., Urbancová, H. and Smolová, H., 2018. Building Employer Image Thanks to Talent Programs in Czech Organizations. Engineering Economics, 29(3), pp.319-331. DOI: 10.5755/j01.ee.29.3.13975.
Wilden, R., Gudergan, S. and Lings, I., 2010. Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), pp.56-73. DOI: 10.1080/02672570903577091.
Authors
Flegl, M., Depoo, L., & Alcázar, M. (2022). The Impact of Employees’ Training on Their Performance Improvements. Quality Innovation Prosperity, 26(1), 70–89. https://doi.org/10.12776/qip.v26i1.1665
This work is licensed under a Creative Commons Attribution 4.0 International License.