How Training and Education Impact Employee Performance

Introduction

Training and education is an endeavor to improve the existing or future performance of employees by augmenting their ability to perform through learning — most often by transforming employees' attitudes and outlooks or by increasing their skills and knowledge (Halidu, 2015). Training and education is a function that deals with enhancing the general performance of individuals and companies in organizational settings. It is therefore defined as an instructive process that involves the polishing of competencies, the setting of benchmarks, the transformation of mindset, and the attainment of greater understanding in order to improve staff performance (Dessler and Varrkey, 2005).

The quality and effectiveness of employees and their advancement through training are fundamental factors in determining long-term profitability and sustainability in organizational performance. Based on research undertaken by Becker, Huselid, and Beatty (2009), retaining quality members of staff requires a company to invest in the development and advancement of their skills, knowledge, and capabilities. Performance can be defined as the fulfillment of particular tasks measured against pre-established requirements of accuracy, completeness, and cost, or as the achievement of a task measured against identified benchmarks of precision, comprehensiveness, and efficiency (Brayfield and Crockett, 1955). Based on employees' contracts, performance is considered to be the achievement of tasks stipulated within those contracts. Increased efficacy and effectiveness are dimensions of performance as measured by the standards and benchmarks set by any given company. Furthermore, from the perspective of service delivery, employee performance is linked to the quality of output, timeliness, consistency, and efficacy of the work completed.

Performance is an evaluation and appraisal of the outcomes of an individual's conduct and behavior. It involves determining how effectively or ineffectively a person has accomplished a particular task or carried out a job. Several factors affect employee performance, including accessibility of resources, workplace conditions, and the complexity of the work being undertaken, among others. To accomplish high levels of performance, it is imperative to ensure that all parties — employees and supervisors alike — have the capability, motivation, and resources to meet their objectives. In recent times, human resource management has placed training, education, and employee development at the center of organizational strategy. The main objective of this research report is to determine whether training and education influence employee performance in organizations. The sub-objectives of the study include the following:

1. Determining the prevailing training and education programs within the organization
2. Determining the approaches employed in training and education programs and whether they meet training objectives
3. Determining whether training and education influence employee performance

Research Methods

When data and information is collected directly by the researcher for the first time, it is referred to as primary data. Primary data is obtained from first-hand sources. There are different methods that can be used for collecting primary data, including surveys, questionnaires, interviews, observations, and several others. In this particular research report, interviews were considered the most appropriate approach. This is largely because interviews represent a conventional method of gathering primary data in which the researcher formulates a questionnaire and poses questions either in person or via email and telephone (Kothari, 2004). Specifically, the researcher interviewed three different employees from different organizations in order to obtain first-hand insight into whether training and education has influenced their performance.

Findings

The findings from the primary sources suggest that training and education have an effect on employee performance in organizations. This result is largely consistent with information obtained from secondary sources on the same subject. In order to obtain more specific information on training and education from the sample employees, different questions were posed to the interviewees and thereafter analyzed. These questions are indicated in the appendix section and focus on employee training and education and their relevance to employee work.

The respondents indicated that they believe training and education has benefited them in improving their job performance. The first respondent noted that through training, he has been able to acquire new skill sets and proficiencies that have improved his understanding of job tasks and therefore enabled better performance.

"The level of training and education that we have obtained from the organization has significantly improved our level of proficiency and competency. For instance, we have gone through workshops that have trained us on new technology and innovation."

This is consistent with secondary literature. Research conducted by Sultana et al. (2012) indicated that in the training process, employees obtain technical and interpersonal skills, in addition to substantive knowledge, so as to carry out their jobs efficiently and effectively within the workplace.

A second respondent indicated that training and education signals to employees that they are valued and that the organization is invested in their growth and career advancement. Specifically, the respondent noted that employees recognize their worth when presented with opportunities to advance their educational attainment. This has increased their level of motivation and subsequently their productivity and performance at work.

"Undoubtedly, training and education has positively impacted individual performance and departmental performance of employees. I believe that when the organization plans for workshops and scheduled trainings, it is an indication that it also values the progression of the employees in terms of advancing their careers. Also, educational prospects such as pursuing a Master's degree have not only improved our dedication but also our overall performance."

This is consistent with Wagner (2000), who indicates that training and education for employees increases organizational loyalty because employees recognize that their organization values them by investing in their future careers.

The questions posed to the interviewees also aimed to ascertain the various training and education approaches implemented within the organizations. The findings indicated that there are different ways in which training and education could be improved. Respondent 3 indicated that having a specific training schedule as arranged by the human resource team would be beneficial to facilitating increased employee performance. Specifically, the interviewee stated:

"Predetermined and scheduled training sessions are beneficial to the employees. This is because they do not interfere with the tasks and job targets placed on the employee and therefore do not impede performance levels."

Respondent 2 suggested that training and education would be improved by carrying out assessments of personnel and obtaining feedback. The respondent indicated that this would facilitate targeted training focused on the weak areas of employees, thereby facilitating increased proficiency and competency.

"Training and education should serve a specific purpose, otherwise it ends up becoming redundant and ineffective. Employee performance can be improved if the education and training sessions are based on appraisals of employee work and also on the work targets and objectives set for a specific period. This will ensure that the trainings are designed to address the shortcomings and weak aspects of the employee in order to improve the level of performance."

This is consistent with research conducted by Keep (2014), which demonstrates that corporate training strategies and how they are implemented within an organization play a fundamental role in guaranteeing effective employee performance and overall organizational success.

Respondent 1 gave a similar response but went further to indicate that training and education sessions should incorporate employee feedback and perspectives. This is because employees themselves are often best placed to identify precisely where their shortcomings lie and how they can address them. The respondent asserted:

"Employee feedback should be incorporated into the planning of the different training and education sessions. The 360-degree performance feedback approach provides an all-inclusive approach to evaluating employee performance. It takes into consideration different key factors that include teamwork, cooperation, and leadership."

Conclusion

Training and education of employees is acknowledged as a pivotal component in the accomplishment of organizational goals and objectives. For an organization to maintain financial and overall effective performance, it is imperative to enhance the contribution of personnel to its goals and objectives (Falola et al., 2014). One of the fundamental aims of human resource management involves creating environments in which the hidden potential and capability of employees can be realized, and their dedication to the success of the company can be cultivated. The ultimate aim of training and education is to enable organizations to attain their performance outcomes.

This research indicates that training and education does have an impact on employee performance. It is recommended that management of organizations should schedule regular training sessions that are precise and targeted at strengthening the weak areas of employees and equipping them with proficiencies that enhance their productivity and career development. This research study will be beneficial to management by encouraging them to embrace and implement training and education in order to attain competitive advantage in the market. The report will also be beneficial in establishing the manner in which training influences employee performance and the kinds of improvements that can be carried out to equip employees and motivate them to work harder and be more productive. This will help organizations invest in a workforce whose performance is enhanced through effective training and education. Furthermore, the research study will be of significant value to scholars in this academic field, as it adds to the existing body of knowledge on training, education, and employee performance.

Executive Summary

In today's intensely competitive marketplace, businesses must continually enhance the quality of their products and services in order to gain competitive advantages. Corporations must acquire and utilize their resources in an effective manner. As a result, it is in the best interest of organizations to improve the job performance of their staff by carrying out training and education as one of the fundamental measures to increase productivity. Training and development is a significant component in human resource growth and development, enhancing both individual performance and organizational efficacy. Moreover, training and education is a wide-ranging endeavor required to obtain maximum output and productivity from human assets, as it is utilized to improve activity linked with the general performance requirements of both staff and the organization as a whole.

The main objective of this research is to determine whether training and education influence employee performance in organizations.

The main objective of this report is to investigate whether training and education have an impact on employee performance within an organization. The report incorporates three employees selected from different organizations, who were interviewed on the subject matter. The findings indicate that training and education do have an impact on employee performance through improvement of weak areas in job undertaking, increased skill sets and proficiencies, and increased motivation and satisfaction arising from employees recognizing their worth to the company. It is recommended that management should carry out scheduled training sessions targeted at improving employees' weak areas and that they also consider feedback given by employees.

References

Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differentiated workforce: Translating talent into strategic impact. Harvard Business Press.

Brayfield, A. H., & Crockett, W. H. (1955). Employee attitudes and employee performance. Psychological Bulletin, 52(5), 396.

Dessler, G., & Varrkey, B. (2005). Human resource management (15th ed.). Pearson Education India.

Falola, H. O., Osibanjo, A. O., & Ojo, I. S. (2014). Effectiveness of training and development on employees' performance and organisation competitiveness in the Nigerian banking industry. Bulletin of the Transilvania University of Brașov, 7(1), 161.

Halidu, S. G. (2015). The impact of training and development on workers' productivity. Review of Public Administration and Management, 3(160).

Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of Business and Management, 5(2).

Keep, E. (2014). Corporate training strategies: The vital component? New Perspectives, pp. 109–125.

Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International.

Lussier, R. N. (2010). Human relations in organizations: Applications and skill building. McGraw-Hill.

Sultana, A., Irum, S., Ahmed, K., & Mehmood, N. (2012). Impact of training on employee performance: A study of telecommunication sector in Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 646–661.

Wagner, S. (2000). Retention: Finders, keepers. Training and Development, 54(8), 64.