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Chapter 1

INTRODUCTION

1.0. Introduction

Training has the distinct role in the achievement of an organizational goal by

incorporating the interests of organization and the workforce (Stone R J. Human

Resource Management, 2002). Employees training have become important tools

through which organization can improve its service quality, decrease labor cost and

increase productivity and profitability (Kim, 2006). Organization will keep valuable

employees who have skills and knowledge. The use of new technologies such as PI

(programmed instructions), computer/stimulated games, role playing and audio/visual

tools are more effective in conveying training. The employees will try adapting to

innovative training methods because it is being extensively used in current training

curriculums. The combination of these newer techniques with conventional method

such as lectures, conferences, movie/films and case studies provide effective means

used for training and education led in particular situations. Both new technologies and

traditional methods have their own advantages and disadvantages but there are very

helpful in developing employee skills, knowledge and abilities. Training function

ensures that human capital instruct required knowledge and abilities. It is considered

as significant function in any organization. This is because organization sends their

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employees to training in order to increase their efficiency that will lead in increasing

the productivity of the organization. Thus, it makes the organization more capable to

compete with the competitors. Besides, an organization also can enhance the human

assets by conducting a training program toward their employees. For further

improvements in the training program delivered, the results of training have to be

measured in order to know its impact on employee performance. An effective training

program is a program that able to delivers what is intended. The content of the

program itself should be beneficial and reasonable for the trainees. In addition the

training program also should be able to motivate and increase the employees’ morale.

The top management interested to know the impact of training program on trainees

because of huge investments, effort and time involvement in training function. They

hope it is worth for them to spend more in order to produce a quality and valuable

employees. Employees on the other hand should giving their best in understanding

the content of the training and apply it effectively in their daily job tasks. The

organization also should send the employees to cross-training which means train them

in another tasks differ from their daily job tasks. Thus, the employees will be capable

in more than one aspect of the business. It will be very helpful to the organization

when setting schedules or filling in for absences. Moreover, training also can train the

employees to be more flexible in completing their daily tasks. Nowadays,

organizations are fronting a lot of problems of staff turnover and employees

unproductive performance. The focus of the study is to find out whether the training

programs which are been used by the departments at Mara University of Technology,

Kelantan are actually helping employees to develop and perform the task. Pitfield
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(1982) is of the opinion that the objectives of training are to: provide the skills,

knowledge and aptitudes necessary to undertake required job efficiently develop the

workers so that if he has the potentials, he may progress increase efficiency by

reducing spoilt work, misuse of machines and lessening physical risks.

1.1. Problem Statement

Employees training seem to be getting a lot of attention lately. It is

necessary to strengthen the employee performance from various standpoints like

technological and skills of the employees. The employees of the organization are

less skillful, less knowledge and unable to compete with big or well-known

organization. Hence, training is necessary for the employee to gain competitive

force and enhance the employee performance.

1.2. Research Objectives

The purpose of this study is to:

i. To define relationship between training and employee’s performance.

ii. To identify perceptions of employees towards training effectiveness.

iii. To analyze training evaluation.

iv. To determine the effectiveness of training function.

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1.3. Research Questions

The questions to be answered by this research are:

i. What is the relationship between training and employee’s performance?

ii. What is the perception of employees towards training effectiveness?

iii. How to evaluate training?

iv. What are the effectiveness factors of training function?

1.4. Significant of Study

The purpose of the research is to conduct a descriptive study on the

effectiveness of training to employee performance. The research specifically

examines the employee training program within Mara University of Technology

Machang, Kelantan.

Practical implication

The study identified potential enablers of a successful training program.

The research highlighted the needs of Mara University of Technology Machang,

Kelantan to concentrate on building employee ability and focusing on employee

development in future. The training program that created by the organization will

help employee to plan for their future career. It is important for the organization

to improve business processes through training that encourages better

performance of employees. The result produced from evaluation of training

toward employees will enable the organization to determine precisely whether

the training is effective or not.

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Theoretical implication

Effective training is an investment of human resources of an organization,

with both immediate and long-range returns. Banking sector have a separate

policy in the aspects of training their employees. The training should have a

mandatory affair in an effective and efficient manner. The organization need to

evaluate existing skill of the employee in order to formulate a suitable training

program for them. Training positively impacts productivity, which results in

higher level of customer and employee satisfaction thus increasing the

organization image.

1.5. Limitation of Study

The current study has some reservations as it does possess some limitations. The

limitations are as under:

A few respondents were hesitant to give details.

The employees of Mara University of Technology Machang, Kelantan

(UiTM) hesitant to give their cooperation and honesty while answering the

questions given. There are also higher possibilities that the respondent will give

the excuses.
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Only information that related to Training Design, On the Job Training, and

Delivery style will be studied.

The study is only focusing on the three important factors that influence

employee’s performance. The factors involve the training design, on the job

training and delivery style. Thus, the other factors that influence employees

performance is not being discussed in this study.

The result can only be use at Mara University of Technology Machang, Kelantan

as the respondent is only limited at the organization.

The respondent of this study is gathered among the employees of Mara

University of Technology Machang, Kelantan. Therefore, the finding is not

suitable to be used for any other organizations. This is because the finding of this

study is cannot be generalize to employees from different institutions.

1.6. Definition of Key Terms

Training

Training is a systematic acquisition and development of the knowledge, skills,

and attitudes required by employees to adequately perform a task or job or to

improve performance in the job environment” (Tharenou et al. 2007:252). It is a

planned process to modify attitude, knowledge or skill behavior through learning

experience to achieve effective performance in any activity or range of activities.

Its purpose, in the work situation, is to develop the abilities of the individual and

to satisfy the current and future needs of the organisation” (Beardwell and
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Holden 2001:324). It is also act as an indicator to enhance superior skills,

knowledge, capabilities and out look of the employees that results in effective

performance of the workers (Laing, 2009). Training refers to a planned

intervention aimed at enhancing the elements of individual job performance”

(Chiaburu and Tekleab, 2005). According to Landsman (2004), he suggested that

training is a valuable activity for enhancing skills and improving staff

performance, and that training can address some of the factors contributing to

staff retention, such as perceived support from the supervisor, the agency, and

community.

Effectiveness

Efficiency and effectiveness are ingredients of performance apart from

competitiveness and productivity and training is a way of increasing individual’s

performance (Cooke, 2000). It refer to an extent to which objectives are met

(‘dong the right thing’) (Edlendsson, 2002). Wojtezak (2002) defines

effectiveness in the context of medical education. Effectiveness: A measure of

the extent to which specific intervention, procedure, regimen, or service, when

deployed in the field in routine circumstances, does what it is intend to do for a

specific population.
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Performance

Performance is the act of performing of doing something successfully; using

knowledge as distinguished from merely which generally one group of people

(the performer or performers) behaves in particular way for another group of

people (Ilham,2009). “…performance is associated with quantity of output,

quality of output, timeliness of output, presence / attendance on the job,

efficiency of the work completed [and] effectiveness of work completed”

(Mathis & Jackson 2009:324).

Employee Performance

It refers to the higher in happy and satisfied workers and the management who

find it easy to motivate high performers to attain firm targets (Kinichi and

Kreitner, 2007). According to Abbas and Sara (2009) state employees’

performance as fundamental foundation associated with an organization that

employees the knowledge intended for better effectiveness that can be analyzed

through the organization performance.

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Chapter 2

LITERATURE REVIEW

Literature review of this paper has been segregated into four sections as enlisted under:

1. Training and Employees’ Performance

According to Brum (2007) training is probably the hardiest strategy to

improve employee’s determination towards the organization performance.

Khanfar (2011) views substantiates Brum’s (2007) claim regarding employee

performance that is provided by training. Akhtar et al. (2011) discovered that

training has an optimistic association between motivations along with job

engagement involving personnel doing work in organizations. Muzaffar et al.

(2012) indicates that, to increase the employee’s performance, it is crucial to

inspire the employees by means of satisfying the space in between skills

necessary and the owned or operated by means of staff through delivering

applicable training. Farooq and Khan (2011) concluded that role of the valuable

training is to improve the quality of task process that brings improvement in the

performance of employees. The actual performance of the firms employees are

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linked with the commitment of the organization and that can be improved by

giving them training (Bartlettand Kang, 2004). Training is a deliberate and

preplanned attempt which is related to the job competency so that employees’

learning is been facilitated (Neo, 2008). Donovan et al (2001) had a research and

finding of that research was that employees are more active and quick in

responding and accepting changes, build their inner confidence stronger and

develop understanding to the supportive to their peers, once they participate in

different types of training programs.

2. Perceptions of employees towards training effectiveness

Training should be designed and delivered to meet the needs of all

employees should perceive that they are being treated fairly and equitably with

regard to the training they receive (Schmidt Steven W., 2009). A research by Kate

Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Zhang and Sijun Shao

(2009) in China on 310 semi-skilled and skilled workers (technicians) about

perceptions of effectiveness of training and development revealed that employee

perceived value of training has differed by age and position. Organization that is

able to create an environment where training is supported and valued by

employees will be able to achieve greater commitment outcomes (Bartlett, 2001).

Older employees are more likely to feel than younger that,

i. Training had provided them with increase in salary

ii. Greater opportunity for promotion

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iii. Prepared for better job assignments

iv. Developed skills to do number of jobs

v. Improved their understanding of business

vi. Increased their confidence to undertake task

Older employees are less likely to say that,

i. Training was provided when they first join organization

ii. Motivates them to work in this organization

iii. Builds teamwork in organization

Females were less likely to say that,

i. Training had increased their technical abilities

ii. Training had prepared them better for future job assignments

Workers are less likely to report that,

i. Training had provided greater opportunities for promotions and increase in

salary.

ii. Training had increased their technical abilities

iii. Improved understanding of field

iv. Prepared them better for future tasks

v. Developed skills to do a number of jobs

vi. Increased confidence to undertake work tasks

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3. Training Evaluation

Training evaluation is further defined as a systematic process of data and

information collection to examine whether training really achieved its intended

purpose (Goldstein & Ford, 2002). Kirkpatrick (1998) referred to training

evaluation as an evaluation of four different parts these includes; reaction,

learning, behavioral changes and return on investment. Broad and Newstrom

(1992) argued that for a training to be effective, the employee must actually

transferred the knowledge and skill learnt during training on the job. Hung

pointed out that in most studies related to training effectiveness, the focus was on

developing the linkage between training practices or factor (individual and

organization) with training effectiveness.

4. Effectiveness of Training Function

According to Lina Vyas (2004), evaluation is the most important means to

determine the effectiveness of training, however, other factors – including transfer

of learning, ability of the trainer to delivered the trainees to absorb, abilities of the

institute and the trainers to recognize needs and properly addressed them, and

adequate matching of training package to trainees requirements – also have an

influence on the effectiveness of training.

According to Huque A.S and Vyas L (2008), training effectiveness maybe

assessed by considering the results of evaluation, performance of the trainees and

their ability to transfer techniques to their jobs. Training effectiveness can also be

a function of trainee characteristics, training design and contextual factors

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(Scaduto Anne, Lindsay Douglas & Chiabur S. Dan, 2008). Evaluating the

effectiveness of training program is an important steps as it is carried out to see

how well the training objectives have been met and whether it is the best method

for achieving those objectives (Niraj Kishore Chimote, 2010).

2.0.Theoretical Framework

Adapting to the local environment and relevance of the study, the key elements

used in this framework are training design, On the Job Training and delivery Style.

This research attempts to investigate the relationship between the effectiveness of

training on employee performance. Figure 2 shows the theoretical framework which

is proposed to establish those relationships.

Independent Variables Dependent Variable

Training Design

Employees’
On the Job Training
Performance

Delivery Style

Figure 2.0 Conceptual Frameworks for Factors that Influence Employees’

Performance.
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There are many factors which improves the work of the employee such as:

i. Training design

ii. On the Job Training

iii. Delivery Style

1. Training Design

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 need of employees (Ginsberg, 1997). Those organization which

develop a good training design according to the need of the employees as well as

to the organization always get good result (Boudreau et al., 2001).

2. On the Job Training

On the job training helps employees to get the knowledge of their job in a

better way (Deming, 1982). It is better to give the employees on the job training

because it is cost effective and time saving (Ruth Taylor et al., 2004).

3. Delivery Style

Employees are very conscious about the delivery style (Michael

Armstrong, 2000). If someone is not delivering the training in an impressive style

and he is not capturing the attention of the audience it is means he is wasting the

time (Mark A. Griffin et al., 2000). It is very necessary for a trainer to engaged its

audience during the training session (Phillip Seamen et al., 2005).

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Chapter 3

METHODOLOGY

3.0. Research Design

The research design that had been use in this research was the descriptive. This

technique describes phenomena as they exist. It was used to identify and obtain

information on the characteristics of a particular problem or issue. Descriptive design

was again selected because it has the advantage of producing good amount of

responses from a wide range of people. Also, this design provides a meaningful and

accurate picture of events and seeks to explain people’s perception and behaviour on

the basis of the data collected (Tetteh, Asiedu, Odei, Comfort Bright-Afful, &

Akwaboah, 2012).

3.1. Sampling Frame

The sample of respondents had been chosen among the employees of

Mara University of Technology Machang, Kelantan (UiTM).

3.2. Population

The population of the study were the employees from Mara University of

Technology (UiTM). The total population of the employees were 150 people.
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3.3. Sampling Technique

The sampling technique that had been use in this research was the simple

random sampling. The simple random sampling technique was adopted by the

researchers in getting the respondent to answer the questionnaires. This research

sample was called probability strategies. Simple random sampling techniques

ensures that bias was not introduced regarding who’s included in the survey. The

questionnaires were randomly handed over to the employees personally (Tetteh,

Asiedu, Odei, Comfort Bright-Afful, & Akwaboah, 2012). Thus, the researcher

had randomly handed over the questionnaire to the employees in Mara University

of Technology Machang, Kelantan (UiTM).

3.4. Sample Size

The sample size of the respondent was used based on the table of Krejcie

& Morgan, 1970. Figure 3.1 below showed the table Krejcie & Morgan, 1970.

Figure 3.0 Table of Krejcie & Morgan

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3.5. Unit of Analysis

The unit of analysis that had been used in the study was the employees

working in the Mara University of Technology Machang, Kelantan (UiTM).

3.6. Data Collection

This research uses the data collection procedure. The data collection that

was used in this research was the questionnaire.

Questionnaire

The questionnaire will be given to the employees working in Mara

University of Technology Machang, Kelantan (UiTM). The questionnaires will

give randomly and not all of the employees received the questionnaire. Only the

chosen employees will received it. Copies of the questionnaire are open ended

and well-designed. It will be delivered by hand to the respondents and they were

given one week to respond. The questions will be explained by the researcher

because through the explanation, it help the respondents feel easy to understand

and it can avoid doubt, suspicious, biases and also to be able to provide their

independent opinion on questionnaire given to the respondents (Tetteh, Asiedu,

Odei, Comfort Bright-Afful, & Akwaboah, 2012).

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3.7. Instrument

The main instrument for this research was questionnaire. The

questionnaire was developed by the researcher with the reference of past

researchers and journals. The purpose of developing appropriate questionnaire

was because the researcher wants the information to be valid. The questionnaire

consisted of two (2) sections. The two (2) sections were:-

Section A: Questions based on demographic information such as gender, age,

marital status, race, educational level, income level and working

period. Demographic information was compulsory since the

researcher need to identify the respondents’ personal details.

Section B: Questions for Part B were divided into four (4) parts. Each of the

parts was divided among the variable including dependent variable

and dependent variable. The first part contains the questions about

the dependent variable which was Employees Performance. The

second part and the followed parts contain questions about the

independent variable which were Training Design, On the Job

Training and Delivery Style.

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Table below shows the source of the questionnaire that had been taken according

to its variable and section.

Table 3.7 The source of the questionnaire

Section Variable Journal Title Author Year

A Demographic The Unique Factors Charity Tinofirei 2011

Affecting Employee

Performance In Non Profit

Organisation

B Training The Impact Of Training On Benedicta Appiah 2010

Employee Performance: A

Case Study Of Hfc Bank

(Ghana) Limited

B Training Effects Of Training On Aidah Nassazi 2013

Employee Performance.

Evidence From Uganda

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The researcher used two (2) types of questions, which were 5 Likert scale

and check box response. The questionnaires using 5 Likert scale question was

shown as from the table below.

Table 3.2 5 Likert scale questions used in the questionnaires

Section B

1 = Strongly Disagree

2 = Disagree

3 = Neutral

4 = Agree

5 = Strongly Agree

3.8. Validity of Instrument

The instrument was tested for its content validity. Content validity was

where the expert opinion was used to establish the validity of the questionnaire.

As for this study, the expert was chosen among the lecturer in Mara University of

Technology Machang, Kelantan. The expertise was Miss Ayuffeirah binti

Mislan, the lecturer from Business Management Faculty. The expert made

necessary changes to the questions before the questionnaires being distributed to

the respondents.
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Kinicki, A. and Kreitner, R. (2007), Organizational Behavior, McGraw-Hill, New York,

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