Enhancing Organizational Performance through Employee Training and Development using k-Means Cluster Analysis

2019 ◽  
pp. 1576-1582
Author(s):  
Caryl Charlene Escolar-Jimenez ◽  
Keyword(s):  
Cluster Analysis ◽  
Organizational Performance ◽  
Employee Training ◽  
Training And Development

scholarly journals The role of employee performance mediation on organizational performance

2021 ◽  
Vol 8 (6) ◽  
pp. 585-594
Author(s):  
Efi Herawati ◽  
Syamsurijal Tan ◽  
Tona Aurora Lubis ◽  
M. Syurya Hidayat
Keyword(s):  
Organizational Performance ◽  
Work Environment ◽  
Employee Performance ◽  
Employee Training ◽  
Training And Development ◽  
Performance Training ◽  
Certification Testing ◽  
Pls Analysis ◽  
Testing Center

This study aimed to analyze the effect of employee training and development, motivation, work environment, employee competence on employee performance, and organizational performance. This study also aims to analyze employee performance as a mediating variable on organizational performance. The method of this research used SEM-PLS analysis. This research used all civil servants employees in The Regional Technical Implementing Unit for Goods Quality and Certification Testing Center (UPTD BPSMB) of the Jambi Province, Indonesia. This research concluded that Organizational performance is influenced by motivation, employee competence, work environment, and employee performance. Training and development, motivation, and work environment affect employee performance.  Training and development, employee competence, work environment affect organizational performance mediated by employee performance. However, the influence of motivation on organizational performance cannot be mediated by employee performance

scholarly journals EMPLOYEE TRAINING AND DEVELOPMENT AS A MODEL FOR ORGANIZATIONAL SUCCESS

2020 ◽  
Vol 5 (3) ◽  
pp. 181-189
Author(s):  
Oduwusi Oyewole Oluwaseun
Keyword(s):  
Service Delivery ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Employee Performance ◽  
Employee Training ◽  
Training And Development ◽  
Organizational Success ◽  
Organizational Growth ◽  
Improved Performance

This article reviewed employee training and development as a model for organizational performance and effectiveness. The various literatures reviewed on the topic in question showed that, training and development had positively correlated and claimed statistical significant relationship with employee performance and effectiveness and can advance organizational growth and success. In order to improve employee training and development as well as improved performance and service delivery, it is recommended that management should increase the number of employees taking part in training and development.

Enhancing Leadership Training Through an Experiential Approach: An Online Model for the 21st Century

2021 ◽  
pp. 104515952110124
Author(s):  
Anita Samuel ◽  
Steven J. Durning
Keyword(s):  
Adult Learners ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Training And Development ◽  
Experiential Approach ◽  
Leadership Experiences ◽  
Expert Coaching ◽  
Theories Of Leadership

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

2015 ◽  
Vol 11 (28) ◽  
pp. 139
Author(s):  
Solomon Ozemoyah Ugheoke
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Relationship ◽  
Public Organizations ◽  
Training And Development ◽  
Three Dimensions ◽  
The Public ◽  
Work System ◽  
High Performance Work System ◽  
Individual Role

<p>Abstract</p> <p>A principal concern express among organizational researchers is to understand why some organizations irrespective of size, location and sector outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. The implementation of unique practices leads some organizations to outperform others and give organizations the competitive advantage over others. While it has been well established that HPWS practices affect organizational performance within a large and complex organizations, less have been empirically established if they also create benefit for public organizations and this has generated concerns among researchers in the field of HPWS.  Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three dimensions of HPWS identified in this have a positive relationship with organizational performance.</p> <p>Keywords: HPWS, organizational performance, selective training and development, PMS, individual role.</p> <p> </p>

Gamification of employee training and development

2018 ◽  
Vol 22 (2) ◽  
pp. 162-169 ◽  
Author(s):  
Michael B. Armstrong ◽  
Richard N. Landers
Keyword(s):  
Employee Training ◽  
Training And Development

Training and Development as Correlate of Effectiveness and Loyalty of Employees: A Case of Transmission Company of Nigeria

2021 ◽  
Vol 14 (1) ◽  
pp. 31-44
Author(s):  
Zaccheaus Olufunminiyi Olonade ◽  
Oluwatobi Oyewumi Omotoye
Keyword(s):  
Employee Training ◽  
Training And Development ◽  
Demographic Variables ◽  
Sampling Techniques ◽  
Positive Correlation ◽  
Intensive Training ◽  
Correlation And Regression Analysis ◽  
Descriptive Survey ◽  
The Impact ◽  
Structured Questionnaire

The study aims to examine the impact of training and development on effectiveness and loyalty among workers of Transmission Company of Nigeria, Osogbo, Osun State. The study adopted a descriptive survey research design. The study collected data through a structured questionnaire which contained three sections for demographic variables, Employee Training and Development Scale, and Employees' Effectiveness and Loyalty Scale respectively. 80 respondents were selected through the use of random sampling techniques across the establishment. Descriptive and inferential statistics were used to analyses the data. The hypotheses were tested with Pearson Product Moment Correlation and regression analysis. Hypothesis one revealed a positive correlation between employee training & development and employees’ effectiveness. The result of the second hypothesis indicated a positive correlation between training & development and employees loyalty. The study recommended regular intensive training to achieve the company's objectives through staff effectiveness. Management should also focus on innovative developmental programmes and policies for employees to be more loyal.

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