The effectiveness of training
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The effectiveness of training

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The effectiveness of training The effectiveness of training Presentation Transcript

  • THE EFFECTIVENESS OF TRAININGIN THE PUBLIC SERVICEAmericanJournalofScientificResearchISSN1450-223XIssue6,2009MILA WULANSARI Prof Syamsir Abduh1263620031 Human Resources ManagementBatch 6 in Hospitality & TourismSCORE87
  • CONTENTINTRODUCTIONLITERATURE REVIEWMETHODOLOGYFINDING AND DISCUSSIONCONCLUSION
  • INTRODUCTION In Malaysia, the goverment policy is to provide a minimum ofseven training days per year for every employee as cited in thePublic Service Department Service Circular 2005, whichhappens that training and development taking place as an event. The goverment has spent enermous of amount of money inorder to achieve a knowledge-based work force and knowledgeeconomy in tangent with the country vision in 2020. However presently many grievances and complaints have beendirected towards sector employees for their ineffectiveness andineffeciency. Complaint on public sector employees in 2007 was 5.347 casesand in 2008 became 7149 cases ( Increase 33.7%) In order for a training and development system to be value to anorganization, it must be elevated to a high status and it mustmeasures its effectiveness.
  • LITERATUREREVIEWFactors that can influence the effectiveness of training anddevelopment : Reaction Learning Behaviors Result ROI Transfer of Training Others Factors Affective Training Effectiveness(Kirkpatrick 1998)
  • LITERATUREREVIEW Brinkerhoff, 2005 Organizations can no longer afford to provide training that hasnot been evaluated for its contribution to the organization’sstrategic goals and mission and its effectiveness and use onthe job to achieve goals those goals. Noe & Schmitt, 1986 Effeciveness goes to to the heart of what training anddevelopment are all about organization : giving employee theknowledge and skills they need to perform their jobseffectively.
  • LITERATUREREVIEWFactors that can influence the effectiveness of training anddevelopment : Reaction Learning Behaviors Result ROI Transfer of Training Others Factors Affective Training Effectiveness(Kirkpatrick 1998)
  • METHODELOGYThe AimExamine the effectiveness of training and development in thepublic sector using training evaluation framework and transferof training elements.120 questionnaires to various Ministries and departments in theFederal Territories of Kualalumpur and Putrajaya with 50%Response Rate.Research Approach Quantitative method Survey by using questionnaire Open Ended Question Data were analyzed through Statistical Package for SocialScience (SPSS)
  • FINDING ANDDISCUSSIONReaction Level of Evaluation78.3% agree that the enjoy the course attended.78.4% agree that the objectives of training 76program have been fully achieved.78.3% responded that their training program is relevant to their job.81.7% reported that the training is important to their job.76.6% agree that they learn what they need and got some new ideas.Majority of respondents (80%) agree that overall rating for training porgram is good.Learning Level of EvaluationOnly 8.3% having high level of knowledge and skill before attending the program.However most of responded 73.4% having high level of knowledge and skill after completingtrainng program.Behavioral Change Level of EvaluationMajority of the respondent 81.7% agree that they acquired information and knowledge that isnew to them.
  • FINDING ANDDISCUSSIONResults Level of Level EvaluationMost of the respondents 71.6% think the ideas and information will improve their effectivenessand results.66.7% respondents view on the job performance will improve after attending the trainingprogram.ReturnOn Investment75% respondents agree that the training program will help them to contribute significantly totheir organization’s bottom line.Transfer ofTraining73.3% respondents agree that the were encourageg to reinfornce the application of new skillon the job.Factors Influencing the Effectiveness of TrainingCategorized into for groups of attitudinal, training practice, job related and top management.Attitudinal problem is the finding revealed most of the respondents suggest that there existnegative groups who resist and do not support the effectiveness of training programs.In training practice category the findings revealed that budget is constraint, lack of feedbackafter training, training needs analysis were not performed, inappropriate selection of trainerand lack of planning for training.In job-related category, the findings revealed that most of the time other works clashes withtraining allocated time, work load, wherby the employees too busy with some others tasks, toomany procedure and bureaucracy and time constraints does not permits them to attendtraining program.
  • In Top Management, commitment and support category, the findings revealed that there is noguidance and follow up from top management, leadership problem and lack of support as wellfrom fellow colleagues. There is no commitment from others to implement new knowledge andskill on the job. And there is no direct involvement of the supervisor in selecting theparticipants, no clear attempts at evaluating training results.FINDING ANDDISCUSSION
  • CONCLUSIONThe findings revealed that on the use of a five level evaluationmodel for employee training program :a. Level 1Most of respondent were satisfied with training programs.b. Level 2Majority of the respondents learned the skills taught.c. Level 3The respondent used the new skills on the job.d. Level 4Training programs was productive and cost effective that is to measure change inthe result of the organization to ensure the progress made at organizational level.e. Level 5Training program will help to them to contribute significantly to their organization’sbottom line and improve the effectiveness of training.
  • CONCLUSIONContribution of Study1. Facilitate in adding knowledge to existing literature relatedwith effectiveness of training and develpoment.2. Provide information to the public’s sector training institutionabout employee’s perception on training and development.(assist management decision).3. Contribute to the policy maker since the information gatheredto justify the return on investment aspect which related to KPIfor every civil service employees to achieve.
  • CONCLUSIONImplication of Research FindingsTo enhance on-the-job performance in order to achieveKPI, management might start from employee’s support systemfrom the aspect of evaluation and transfer of training elements, aslack of support and cooperation from the management and co-workers are the most cited reason for ineffectiveness of transfertraining.Limitation and Recommendation for Future ResearchIn the future, in-depth analysis of the performance and promotiontrend of civil service employees could be made to understand howtheir training and development help their career development andgrowth.